In 2022, PT Sari Kreasi Boga (SKB) Food (their main brand is Turkey Kebab Baba Rafi) listed its shares on the Indonesia Stock Exchange.  SKB Food is a new color for the Indonesian capital market industry. SKB Food is an MSME that can transform into a corporation so that it can conduct an IPO. Success does not come in the blink of an eye.  Nilamsari experiences 19 years of ups and downs personally and professionally. But with her grit, the business flourished.  also,ting the business with a simple burger cart on the sidewalk, with her perseverance and innovation, Baba Rafi expanded internationally not only Southeast Asia, but also to South Asia and Europe. With franschising and horizontal integration, SKB growth extensively. SKB also embraced collaboration in their business strategy.  With IPO, however, the challenge is the next expansion.  Should they stay in the same industry with vertical and integral expansion, or should they diversify?

On Monday, February 1, 2021, President Joko Widodo inaugurated PT Bank Syariah Indonesia Tbk. (BSI) at the State Palace, Jakarta. This inauguration was a historic day for the development of the Islamic economy in Indonesia, which is a country with the largest Muslim population in the world. BSI is the result of a merger between PT Bank BRIsyariah Tbk, PT Bank Syariah Mandiri and PT Bank BNI Syariah. The merger permit was issued by OJK through letter Number: SR-3/PB.1/2021, which allowed the name change from PT Bank BRIsyariah Tbk to PT Bank Syariah Indonesia Tbk. The talk about the merger of the three government Islamic banks has been going on since 2015 with no clear realization. However, in March 2020, BUMN Minister Erick Thohir appointed Hery Gunardi, Deputy Director of Bank Mandiri at the time, as Chairman of the Project Management Office (PMO) for the merger of three Islamic owned banks. of BUMN. Hery Gunardi has a background and experience in overseeing the merger process during the formation of Bank Mandiri in 1998-1999. The merger and increase in value of the Islamic Bank began in early March 2020 and took about 11 months. During this period, there were several processes that needed to be gone through, from due diligence, signing of the merger deed, filing information, and obtaining permits from the OJK. BSI had assets worth IDR 240 trillion with a core capital of more than IDR 22.6 trillion, which placed the company in the list of the 7 largest banks in Indonesia in terms of assets. The financing reached IDR 157 billion with third party funds (DPK) reaching IDR 157 billion. BSI is expected to become one of the 10 largest Islamic banks in the world in terms of market capitalization in the next 5 years. The composition of shareholders in the merged bank was PT Bank Mandiri (BMRI) at 51.2 percent, PT Bank Negara Indonesia (BNI) at 25 percent, PT Bank Rakyat Indonesia or (BBRI) at 17.4 percent, DPLK BRI - Sharia Shares at 2 percent, and the public 4.4 percent. The shareholding structure was based on the calculation of the valuation of each of the banks participating in the merger. BSI was expected to enhance Islamic financial services and products in Indonesia. The sharia economy is becoming increasingly important in Indonesia because the majority of the population embraces Islam. Bank Syariah Indonesia was also expected to help boost the Indonesian economy as a whole.The merger of the three Islamic banks was also expected to overcome the capitalization problems occurring in the Islamic banking sector in Indonesia. With the combined strength of these three state-owned Islamic banks, it was expected to strengthen the position of the Islamic financial industry in Indonesia and promote more inclusive economic growth. Furthermore, BSI was expected to attract more customers to use Islamic financial products and services in Indonesia. In addition to raising public awareness of Islamic finance, Bank Syariah Indonesia was expected to make an important contribution to the development of the Islamic economy in Indonesia. However, as with all newly formed companies, BSI faced several challenges and risks. Some of these include increased competition with Islamic and other conventional banks, compliance with strict regulations and standards, and preparation to deal with various operational and financial risks. In an effort to overcome these challenges, BSI needed to strengthen risk management and ensure compliance with strict regulations and standards. In addition, BSI also needed to continue to innovate and improve its sharia financial products and services so that they remain relevant and can compete with other banks. Overall, the merger of three state-owned Islamic banks to become Bank Syariah Indonesia was expected to strengthen the position of the Islamic finance industry in Indonesia and help drive more inclusive economic growth in the country. However, these startups faced various challenges and risks and must strengthen risk management and continue to innovate to remain relevant and competitive in the growing Islamic financial market.

PT Imexindo as a group has 160 employees with an average working period of 5 years and above consisting of several divisions, the organizational structure is led by a board of commissioners, then there are directors who serve in several divisions below, namely Operations, Business and Product Development, and Finance and Administration. 60% of the total Imexindo employees are millennials, therefore an organizational structure is needed to clearly define responsibilities and roles in providing work results reports to top parties.

Mr. Dedy, the director of PT. Imexindo Intiniaga establishing good relations or relationships and good motivation between employees can provide a different work experience and provide individual satisfaction for employees. In a company that has limited employees, it certainly presents its own challenges both in designing the organizational structure and the roles and responsibilities of everyone in the PT Imexindo company. This limitation provides insufficient space, thus necessitating the existence of multiple positions, especially in the finance division.

As the pandemic transformed various aspect buying behavior of the consumer, so did the retailers follows to match it. However, one of the legacies of the 2020 pandemic and the result of long restrictions of lockdowns, not all retailers are able to follow suit. This created an extensive list of malls and retail establishments questioning their existing business model and why could not bear the new business environment, which forced those retailers to file for bankruptcy. Yet, other retailers who prepared to tailor to the restriction saw it as opportunity to lead them to the market. During this same period, as consumers increased their reliance on online shopping, consumer spending shifted to the available retailing types. It increased sales for eCommerce in Indonesia, namely Tokopedia, Bukalapak, Shoppe, and many others. Though, the eCommerce boom during the pandemic was then challenged by the sudden consumer shift, which consumers flock back to malls and other entertainment venues. The lessen restriction on social interaction by the government has impacted the consumers’ not only toward buying patterns but also how they change their leisure preferences. This begs the question of the retail practitioners on what strategy is and whether their applied business model is sustainable. They should evaluate the advantages and disadvantages of the cautions they must prepare. With this rising phenomenon, while nowadays, e-commerce has become a vital element of retail strategy, the coming success of retailers will, in the long run, hang on constructing a cohesive customer experience, both online and in stores.

On 6 January 2022, President Joko Widodo announced the cancellation of forest concession permits granted years ago to companies that never used their concession and abandoned the land (KLHK, 2022). These covers an area of 3.13 million hectares. The concessions would be given to other companies that could show their true intention to use the permits, utilize the land and manage the forest based on sustainable development principles. Therefore, it was expected to contribute to Indonesia's economic growth and enhance living conditions by transforming unproductive forest lands into productive forests and reducing the deforestation rate.

It was one bright afternoon in the month of April 2019. It was just one week ago that Franciscus Xaverius Laksana Kesuma was appointed as the Chief Executive Officer of PT United Tractors Tbk. The bright afternoon, did not seem to be quite bright just yet, as the price of coal continues to fall and the dream of making a comeback for one of the leading company in heavy equipment in Indonesia might only be just a dream. The eerily look on the future of Indonesia mining industry which heavily related to the main business of PT United Tractors who delve in heavy equipment business somehow painted a bit darker grey of the bright afternoon. As Franciscus gazed in the afternoon shades and wonder if the storm would pass?

The case is about PT Summarecon Agung Tbk (SMRA), one of the successful property developers in Indonesia. Throughout its journey, SMRA has undergone a differentiation strategy for its business model, starting with developing a remote area in the eastern fringe of Jakarta and successfully transforming it into a bustling neighbourhood. SMRA has undergone “the constant pursuit of perfection”, starting from the beginning of its existence. The company is an expert in discovering ‘hidden gems’, refining them into perfection and transforming them into marketable accommodation. With the property segments now heavily fragmented, tougher competition and the scarcity of land banks, SMRA needs to diversify its products and look for new ideas for its next ‘hidden gems’. The case is about how SMRA’s leader, Mr Herman Nagaria is exploring the idea of introducing the condo villa concept as a new product as its next hidden gem.

For global businesses, the Chinese market is tempting due to the sheer size of the population. According to World Bank data (2018), China has a population of 1.4 billion citizens. However, the Chinese market is notoriously difficult to crack (Stalk & Michael, 2011; Stevenson, 2017; Yongfu, 2014). According to Horowitz (2018), “doing business in China comes with a long list of demands”. Alphabet, the parent group of Google, was listed as having the third largest market value in the world (Statista, 2018), but it has still had its share of ups and downs in the Chinese marketplace. China’s harsh line on censorship has made it impossible for a company whose main raison d’etre is the availability of information on the internet. Having withdrawn from the market in 2010 due to China’s political overreach, what message is Google sending to the world by re-engaging with the nation? Is the quest for global dominance - and the accompanying advertising dollars - enough for Google to capitulate to China and grant them their censorious wishes?

PUCO is ambitious to be the only one Indonesian valve control systems, they aimed to convince their customer to use their product. But in order to convince, they know that they need to struggle to get certification “American Petroleum Institute (API)”, that is not easy to get. Baskoro thought that all efforts that he has been taking is enough to get API’s auditors impression, but unexpectedly PUCO didn’t pass the certification, and receive reports from API around mid-April 2018, one month after certification process. From the reports, Baskoro was in terrible disappointed, since one of the findings mentioning PT. PUCO need to evaluate and improve their documentation also their quality control.  

Bajaj Auto went from a small company in one town in India to being a world leader in vehicles, finance and other areas.

For the people of Jakarta, Indonesia the bright orange three-wheeled bajaj used to be a very common sight. In recent years the blue model, which uses natural gas, has taken the place of the once ubiquitous orange model. Similarly the citizens of Bangkok, Thailand are accustomed to the ever-present so-called tuk-tuks or “'sam lor' (three-wheeled)” (Tuk-tuks in Bangkok, 2018). In many countries and numerous Indian cities (Mani, 2010) these three-wheeled vehicles are an important part of daily transportation.

What many people don’t realize is all these vehicles, also known as auto-rickshaws, originate from one very successful Indian company, in fact, one Indian family, the Bajaj family. The company was founded in 1926 by “humanitarian, freedom fighter, philanthropist, social reformer and a devoted Mahatma Gandhi follower,” Jamnalal Bajaj. (Jamnalal Bajaj Foundation, 2018)

The company that created the common three-wheeled auto-rickshaw has become a world leader in two and especially three-wheeled vehicles. The company, started by an Indian man in the 1920s has become an extremely successful diversified group of companies.