PT New Hope Indonesia (NHI) is foreign domestic investment from China that focused in poultry feed. In China, the company is the biggest poultry feed with the production capacity reached 20 million ton per year. New Hope employed more than 80.000 and 10.000 best professionals in the field. In Indonesia, PT New Hope was opened in 2006 and started the production on 2008. The company saw the market opportunity to produce a Day-Old Chicks (DOC), the baby chicken with 72 hours old, when the yolk sac in the egg runs out. The company saw there is a lack between supply and demand of high quality of DOC in Indonesia. The case study is investigating the customer preference of poultry feed of New Hope  about its consistent quality and the importance. A further objective is to identify the need to produce and sell the DOC in Indonesia. This study also examines the quality and the availability of DOC product of New Hope.

Senior managers at Sampoerna would like to understand the relation between the position of Sampoerna A Mild in the company and the customer perception in the market. They would like to assess whether the campaign of light cigarettes was also consistent with customer perception in determining its segmentation, target and brand positioning. They would like to strengthen their position and if possible move the growth of the “A Mild” from Star to Cash Cow in the BCG quadrant.

The Association of Certified Fraud Examiners (2016) indicates that asset misappropriation is the most common form of occupational fraud. There are six other types of frauds such as collusion, commissions, fictitious sales, rebates, refunds, and write-offs. Asset misappropriation includes examples relating to theft of cash, misuse of inventory, and fraudulent reimbursement. The most interesting part of this case was a financial innovation product called JS Saving Plan. It was a ‘bancassurance’ insurance product, with protection for five years, but with a one-year investment period. The product was distributed through eight Indonesian banks: Bank Rakyat Indonesia, Bank Tabungan Negara, KEB Hana Bank Indonesia, DBS Indonesia, ANZ Indonesia, QNB Indonesia, Standard Chartered and Bank Victoria International. JS Saving Plan was sold with the minimum amount of IDR 100 million (USD 6890, with an exchange rate of 1USD = Rp 15,000) The scheme claim the investor would be paid on a yearly basis unless the customer requested an extension of the policy or rolled it over. After the claim was paid, the personal accident protection period would continue until the fifth year. The company tried everything to survive, but it could not weather the economic conditions and turned around the direction of the stock price as an underlying foundation for its portfolio.

In early 2012 GarudaFood, under PT Tudung Putra Putri Jaya, opened its overseas operation center in India, named Garuda Polyflex Foods. The development of this company which started as a beginning in Pati, Central Java, certainly has involvement from Sudhamek, stepped down as CEO of GarudaFood in August 2012, and now a Commissioner within the company. At 2004, Sudhamek was awarded as Entrepreneur of the Year by Ernst & Young Indonesia Entrepreneur of the Year Award and dubbed as The Most Admired CEO by Warta Ekonomi magazine from 2004 to 2007.

The long journey of Sudhamek’s involvement in Garuda Food started when he sold roasted peanuts while he was still in college. Now GarudaFood oversees 20,000 knowledge workers and with its recent partnership with Suntory Beverage & Food Ltd, Japan, in non alcoholic beverage business, things looked bright for GarudaFood. Yet opportunities still await, and people within the company even asked themselves: Who would be able and how to continue the legacy?

This case study discusses some inspiring rural leaders consisting of the Regency of Purwakarta (West Java), Batang (Central Java), and Bantaeng (Southeast Sulawesi). Why rural leadership?

Rural leadership is interesting to discuss especially in transitional countries such as Indonesia, where the agricultural-based society is still very strong versus industrial-based societies. Nowadays the discussion about rural-based development depends very much on the leaders. It is said if the leader is bad then the region will not go anywhere and the leader ends up under government financial scrutiny or in jail.

In this case study three leaders change the mindset and mentality of their people, apply corporate governance especially in allocation and budget, and implement system-based government instead of preserving the cult of the individual. Each of the regents were owed credit due to their high achievements from very mediocre region that they ruled.