Sukma Putra, SE., M.Ed. Currently working as BINUS Case Center Manager at Bina Nusantara Business School. In the process, he has been involved in the making of more than 20 business case studies in BINUS and was certified by Ivey Business School for case study writing and teaching in 2017. Previously he was in various positions in Australia Awards Indonesia (AAI) for 10 years and mostly managed projects for prominent alumni in Indonesia focusing on development areas such as food security, health, education, poverty reduction, energy and innovation of technology and infrastructure.
[CASE STUDY] BAKMI GM: LONGEVITY STORY OF A NOODLE RESTAURANT
Once known as Bakmi Gajah Mada and started as a humble street hawker stand, Bakmi GM has successfully built its reputation as Jakarta’s most iconic noodle restaurant brand over the last 60 years. By 2018, Bakmi GM has grown to serve 30,000 customers per day throughout more than 50 restaurants located not only in the Greater Jakarta area, but also in Bandung and Surabaya. Nonetheless during that journey, they were not without their own major historical events, notably the notorious negative issue that been thrown at them that marked Bakmi GM’s turning point. With many competitors emerging, changing customer generations, Indonesian fast-paced trend-based market, and changes in Jakarta’s food market landscape with more online assisted restaurants, how can Bakmi GM keep up with these challenges?
[CASE STUDY] NET TV FUTURE: ARE WE REVOLUTIONARY ENOUGH?
NET TV is one of the private television stations in Indonesia. This television station claims to be different from other television stations in Indonesia. The most interesting aspect is the different form of programs offered by this television station to the public. For example, if other television stations broadcast soap operas, comedies that have violence, or gossip news shows, NET TV claims it will not broadcast these common programs. On the contrary, NET TV offers programs which according to the company will increase the usefulness of public knowledge.
[CASE STUDY] ONLINE BASED APPLICATION VS CONVENTIONAL LOGISTIC COMPANY: A CASE OF JNE AND GO-SEND
2018 is undoubtedly the peak of the digital era and it will keep growing in the decade to come. Living in the digital era means everything must be done simply, quickly and preferably online. That is why e-commerce industry has been growing significantly and in Indonesia it shows 17% growth in e-commerce industry in the last 10 years. The growth of e-commerce creates opportunity and challenge at the same time for other companies to innovate their services to meet the market’s demand and logistic companies are one of them. JNE has been one of the biggest player in logistic industry whose 16 million packages were delivered in 2018 alone, and 60-70% of them are from e-commerce. Mohamad Feriadi, the President Director of JNE, stated that the logistic and distribution industries are expected to keep growing as the consumer’s consumption continues. However, JNE is not the only one player in this growing market. There have been other companies who entered the market with different approaches and offerings. 2017 marked the start of Go-Send Same Day Delivery who offers delivery service right to the front door in the count of multiple hours on the same day. Up to now, there are approximately 200.000 sellers who have used the Go-Send service through e-commerce platform and this trend keeps increasing each month. Beside Go-Send, there are other players in logistic industry that can be considered as competitor, such as Grab Express, J&T Express, even the new player PAXEL has been jumped to this business. This seems to be a challenge for JNE itself, whether it is able to adapt with the new digital era and to cope with the competition within logistic industry in Indonesia.
[CASE STUDY] WARUNK UPNORMAL: THE PIONEER OF CONTEMPORARY NOODLES
In October 2013, four young people who were passionate about the culinary business agreed to set up a restaurant called ‘Nasi Goreng Mafia’. The four aspiring were Danis Puntoadi, Stefi Kurniadi, Sarita Sutedja and Rex Marindo. With only Rp 100 million, Rex and his colleagues sacrificed their marketing consulting business and pivoted to sell fried rice. However, Rex’s path in the culinary field was not smooth. In the first months, the turnover was only in the hundreds of thousands of rupiah.
Amidst the turmoil, Rex and his team decided to survive whatever obstacles they would encounter. In order to achieve the company's mission of becoming a local food chain that was able to bring consumer happiness through the experience of eating food in every outlet, Rex and the team decided to update their culinary concept.
Starting from team observations, Rex and his team saw there was a gap in the market for Millennials, particularly students. Their needs included cozy hangout places with affordable prices, big portion sizes, ‘Instagrammable’ locations and the provision of Wi-Fi and power outlets.
"We realized that instant foods were commonly eaten, then we thought how to give a 'twist' in order to differentiate our brands and products from similar products. Therefore, we provide unique sensations for every brand that we have", explained Sasa, (Sarita's nickname)
To support the idea, Rex explored and observed various regions in Indonesia. From here, Rex and his team developed the idea of running a culinary business while raising the value of local staple foods; this is when the concept of Warunk UpNormal came into existence. A flurry of new questions appeared; is this the right innovation? How long can they survive?
[CASE STUDY] TOYS ‘R’ US: THE DEMISE OF THE TOY EMPIRE
The case study tells the story of Toys ‘R’ Us which used to be the most prominent player in toys business. Founded in 1957 by Lazarus, Toys ‘R’ Us had grown tremendously in the industry. Proclaimed as “one of the outstanding companies in all of retailing” by Goldman Sachs in 1985, Toys ‘R’ Us started to see its downfall after Lazarus had stepped down in 1994. Having led by different CEOs since then, Toys ‘R’ Us saw a hope in John Eyler who led Toys ‘R’ Us in 2000. In his 5 years serving as its CEO, Eyler, described as “an innovative and passionate marketer with entrepreneurial leadership and the energy needed for the toy market”, had tried many strategies. However, did he manage to save Toys ‘R’ Us from falling deeper?