In mid-2014, Feriadi contemplated the way back to his home while accompanied by the sound of radio newscaster’s in his car. The news mostly discussed about some of the structural weaknesses in the economy of Indonesia, such as the rise of the e-commerce and the leadership system that have less influence on employee performance. With the rocketing competition from similar businesses, he thought harder on how to increase the growth of their company while not unsettling the current value of JNE.

On August 17, 2009, William Tanuwijaya and Leontinus Alpha Edison two close friend that worked together to achieve their dream, officially launched the first online platform shop called Tokopedia. Tokopedia held an icon of green owl with big eyes, the owl was the symbol of wisdom and had a great vision into every direction. It means that Tokopedia had holistic point of view for their business start from the company itself, the buyers and the sellers.

At that time, Internet was  forecasted to be the new era of commerce since its inception in the beginning of 2000.  Internet development in Indonesia continues to increase in 2013 (Exhibit 1), there were 74.6 million Internet users in Indonesia (the highest in Southeast Asia), a rising up 22 percent from a year earlier. This figure is expected to exceed 100 million in 2015 (Marketeers, 2014). ebay, Amazon, Alibaba were the e-commerce company that already stable worldwide while in Indonesia the online shop was a new things. The current Internet-based commercial transaction (e-commerce) is an essential element in the business life. With the number of internet users that is about 30% of the total population of Indonesia, Indonesian e-commerce market has a high potential in the future.

Eight years later, Tokopedia was known as the biggest e-commerce platform in Indonesia with thousands of tenants or retails and Tokopedia announced funding of US$100 million from SoftBank and Seqouia Capital (techinasia.com, 2014). The two founders, William and Leon were known as the former electronic entrepreneurs that went beyond their time. This case study explores or explains the factors that made Tokopedia big as we know today . This case study focuses on five entrepreneurial mindset such as creativitiy, collaboration, direction, coordination and delegation that the two founders did along with the growth of Tokopedia.

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.

Nurhayati felt reluctant to let the outsource company manage the Beauty Advisor. She was to worry the outsource company could not maintain the quality of their service. But, this step should be taken, since Paragon will have to focus on their main business, the business of make-up. That’s why, she decided to keep the recruiting, training and determining the pay under her company, instead of letting it to the outsource company. Nurhayati will be focus more on developing product quality and quantity, as well as building more warehouse for the upcoming years, she hopes that by such strategic move it would made her company compete in the market, and however, any kinds of strategy would affect them financially.

The purpose of outsourcing Beauty Adviser Staff of Wardah rather than run and managed by itself is to create cost efficiency in the Corporation in order to keep it stays competitive in the market. This purpose has been asserted by Nurhayati as the top management. Since February 2017 the Corporation has outsourced its Beauty Adviser Staff to other party. Then, it is expected that Corporation can enjoy the cost efficiency and it can be more focus on the core-business. However, since the outsourcing of Beauty Adviser Staff just started several months ago, it is not appropriate period to evaluate whether the purpose of the Corporation is achieved or not. To be able to evaluate the Company purpose from financial perspective, at least need one year period considering other related cost. The cost of outsource Beauty Adviser Staff must be smaller than the cost when the staff run and managed by itself. How efficient it is, still needs time to see.

This case study strives to capture the way Pertamina University (PU), as a token of PT Pertamina's CSR program, generates money as well as attracting talents to cover the employee turnover. This university should be distinguished from the Pertamina Corporate University (PCU) on which employees do the in-house trainings. In contrast, the PU recruits and educate students to catch up the corporate operational standards after which they would work for the corporation.

PT Pertamina relegates their CSR programs through another legal entity called the the Pertamina Foundation (PF). However, the 2012 Government Regulation No. 47 obliges the CEO to executes the CSR program afther which earning the approval from the BOD. In other words, CSR programs should not be run by other organisations whose legal standing are different.

As some, if not most, Indonesians perceive the idea of organisational/corporate social responsibilities as no more than philanthropy, donations or charities, the university might be an example of the best practice of ethical CSR within which the program succeeds to be financially productive, and supporting the corporate business activities.

This study investigates the crisis management strategy of Samsung during the Galaxy Note 7 fiasco in 2016. The company recalled the product globally less than a month after launching because there were reports about the product overheating and even exploding. As one of the biggest electronic companies in the world, Samsung did their best to avert the crisis and worked on how to gain the trust from the customers while investigating the cause of the product’s defects. The company conducted a series of strategies to manage the crisis that happened globally.

Engaging the community to be involved in company’s social and ecological initiatives has been proven benefited both company and the community. However it is not an easy things to do as what had happened to TMMIN CSR which intended to replant the mangrove forest along the north cost of java. TMMIN had a strong resistance from several groups of local community as they had different and contradict interests.

The decision of Mr Adjie Sapta as the TMMIN CSR general manager to keep approaching the resistance groups to ask their willingness to collaborate with mangrove project was a difficult to work on. However through an intensive communication with those groups and also the assistance of other TMMIN’s stakeholders, the resistance was agree to participate. Through the participation of all community member, TMMIN’ mangrove plantation initiative successfully produce an important outcomes.

The case is about Fishery Supply Chain in Indonesia. Being the largest archipelago in the world, Indonesia has a tremendous opportunity in its marine and fishery sector. With the President Joko Widodo’s direction in stressing the importance of Indonesia’s fishery and the breakthrough policies set by his minister of Maritime Affairs and Fisheries, Mrs. Susi Pudjiastuti, Indonesia Fishery industry has entered an interesting era.

Yet, fishery supply chain is not easy. It has its own challenges despite tremendous opportunity to add value for all the stakeholders along the chain. The ministry of Maritime Affairs and Fisheries has set some high level policies that should be a good base for improving the fishery industry in strategic level. To materialize the benefits, it must be followed with a good supply chain analysis and initiatives.

The key operation of PT. Kereta Api Indonesia is now more on the customer perspective such as better customer service, competitive price, on time schedule and safety. One of PT. Kereta Api Indonesia’s services is on how customer can buy their ticket faster and convenience. Currently, customer can buy their ticket through many channels of ticket distribution in mini markets, even 90 days before the D-day. People can now buy their ticket through a franchise store and also through online payment that allows customer to pay directly through the ATM. This services has resulted many achievements and awards in 2013 on various area, from marketing, GCG, IT and Jonan appointed as The Best CEO of State-Owned Enterprises. PT. KAI has change from an old perception into a brand new experience of a real customer oriented services. The main transformation element was the leadership role from Jonan during 2009-2014. He mostly touched the operational aspects which focus more on the customer satisfaction. The transformation of PT. Kereta Api Indonesia would be a very good example on how a company can have its own turnaround point and transformed to be a better and performed company with a strong leadership.

The case is about how Nestle Indonesia implemented itsCSV initiatives to the rural areas where its factories located. The case uses Nestle coffee factory in Panjang, Lampung as the background setting, and how Nestle helps the coffee farmers in Lampung to support its raw material needs (domestic and export) while guiding the farmers in making a profitable farming.

Coffee is also the 2^nd important commodity in the world, with Indonesia coming 4^th as coffee exporters. The supply of coffee comes from small scale farmers with limited resources while demand opportunity is attractive with possibility for different market segments. Indonesia’s coffee industryhas its own drawback with limited resources in term of farmers’ knowledge on good agricultural practice, farmers’ financial strength, and inherited old trees.