BMI, Business Monitor International, (2012) food and drink industry report at second quarter 2012 noted that the Indonesian consumer remains in a good shape. It also supported by the demand and positive of strong consumer confidence. The headline industry data in Q2 showed food consumption growth already increase 7% and CAGR forecast to 2016 = +7.7%. It proves a positive growth into the fast food business platform where Raja Baso Tahu SABOGA is among of the industry key players. However, a risk of another global financial crisis could play out over the coming quarters that given by problems facing the developed world and unsuitable nature of China’s growth boom. Should this happen an Indonesian consumer growth will inevitably suffer a hit.

Raja Baso Tahu SABOGA Management that has successfully well formed the business model and executing an accurate business strategy to respond a dynamic forces that affecting growth and change in the business’ mission and vision in its business platform from year to year since they established in 1986, again, they need to be prepared more to do extra business exercises to answer a gloomy thought that tailing both Mr. Benny Sunjaya and Mrs. Suswati Purwita, the founder of Raja Baso Tahu SABOGA.  How Raja Baso Tahu SABOGA may keep up over the years? Will Raja Baso Tahu SABOGA still become the leading products among the players?

This case study explores about Gold Pawn in Bank Syariah Mandiri, Indonesia. Gold pawn is a gold-based collateral financing services as an alternative to earn cash directly. However, the Central Bank of Indonesia (Bank Indonesia) considered gold pawning practices are inconsistent with the original concept and became instrument of vehicle of speculation. The central bank then issued Regulation letter to eight Islamic banks and Islamic business units in order to reorganize their services. The objective of this case is to give the audience a view of main challenges in BSM to improve the system of standard operating procedures based of Regulation Letter from Bank Indonesia.

Sukyatno Nugroho, the third generation of a Chinese immigrant family, had no high education but managed to show his uncanny ability in business from early age until he died. Through hardships, challenges, threats, and obstacles, he built a food emporium legacy, Es Teler 77, which continues today.

With over than 200 outlets all over Indonesia and several more overseas, Sukyatno spread his wings through Es Teler 77. It was hard to believe that he started this business when times were tough for him and his family. Through this business, Sukyatno’s entrepreneurial skill triumphed despite a lack of high education or training.

It’s been 7 years since 2004, but Law proposition (Rancangan Undang-Undang) about Badan Penyelenggara Jaminan Sosial (BPJS) had not yet been completed. This bill was a mandate from UU No. 40/2004 about Sistem Jaminan Sosial Nasional (SJSN), ratified by (former) President Megawati Soekarnoputri. If the law proposition about BPJS was completed, this would become a holding institution that administered four state-owned insurances, which consisted of health insurances, safety insurances, pension insurances and life insurances.

This settlement was collided with oppositions based on the legal entity form of BPJS, whether these four BUMN insurances: PT Jamsostek, PT Asuransi Kesehatan Indonesia, PT Asuransi Sosial Angkatan Bersenjata Republik Indonesia and PT Dana Tabungan dan Asuransi Pegawai Negeri would be merged. In one hand, the constraint in terms of legislation was the unfinished harmonization of several regulations such as UU No. 3/1992 about Jamsostek and UU No. 11/1992 about Pension Fund. Pension Fund was still voluntary and not mandatory. Some laws were still overlapping and burdensome to employers. On the other hand, not all companies provided pension insurances for employees and solely relied on Jamsostek.

On October 2010, PT Jamsostek resisted the merger of four State-Owned Enterprise (BUMN) insurances into one Badan Penyelenggara Jaminan Sosial (BPJS). Four BUMN insurances had differences from characteristics of participants, programs, and most importantly was the difference in how each company covered risk exposures such as market risk and liquidity risk.

This case study was provided for business school students for illustration and discussion on project finance topic. The term “Project finance” can simply be define as a financing arrangement for an economically and independent project that uses everything that the project can offer as its collateral for assessing the risk and the basis of its return of investment.  This assessment can also be called as "limited recourse" financing because the capital provider are given only a limited recourse against the project borrower assets.

Furthermore, this financing assessment for a project differs with the traditional corporate finance concepts, whereby typically the lender will look to the strength of a company’s historical balance sheet to retrieve their funds back, as in a project loan the creditor will look almost solely toward the expected cash flows from the project for its repayment of the loan.

Project finance itself can be arranged in different structures/schemes in which one of these schemes is called as a Built-Operate-Transfer (“BOT”) arrangement.  This case of “PT. Indogas: BOT Project Financing” is an example of a BOT project financing arrangement that had been carried out for a gas infrastructure production facility in East Java, Indonesia.

It had been more than 10 years since PT. Bursa Berjangka Jakarta (BBJ) was established in 1990. So many expectations was envisioned upon them, hence the 10 years time was a relatively short to do its best to support the national economy. Under a new management team with Managing Director Made Soekarwo, former Bureau Chief of BAPPEBTI, Director Bihar Sakti Wibowo, Managing Director of PT Jalatama Artha Berjangka, and Director Roy Sembel, academics, who were appointed in the annual general meeting of shareholders (RUPS) in June 23, 2010, JFX immediately move forward and fast.

This case discusses how Holcim Indonesia differentiates themselves from the stagnant competition in the cement industry by implementing integrated marketing communication. Holcim came out stronger when they launched their “Solusi Rumah” program. The program targeted the low- and middle-income earners in the suburban and rural areas as a continuation of their disaster relief support for the victims of Aceh and Yogya.

The dilemma of the case focuses on what Holcim Indonesia should do in order to continue growing and consistently bringing innovation in the market.  The hurdle is that people perceived cement as a commodity product.

The case describes about the success of the launching Kawasaki Ninja 250R. It’s a power sports motorcycle. Since its first generation, the Kawasaki Ninja had been known to satisfy the passion for a power sports motorcycle, and the launch of the Ninja 250R was to reaffirm that symbol. With developed technology, it was proof of PT. KMI’s consistency in producing quality products.

There are several things that can be learned from cases of Kawasaki Ninja 250. First, this case illustrates how the Kawasaki Ninja been able to capture market opportunities in motor sport. In this market niche has been no single manufacturer who issued the motor sport with a relatively affordable price. Second, Kawasaki managed to exceed even the products that fit market expectations. Consequently on the third point, Kawasaki successfully applied the blue ocean strategy by releasing a product that resulted in competition becomes irrelevant. From this success, the mother brand benefited as leverage by the Kawasaki Ninja 250.

When Hasnul Suhaimi became CEO of XL Axiata in September 2006, he initiated dramatic changes to raise the company’s rank and revenue. After over a decade of XL always ranking third in Indonesia’s cellular provider industry and a market share of less than 15 percent, Suhaimi’s strategy not only influenced the telecom industry to the benefit of consumers all over Indonesia, he also moved XL Axiata to second place and increased its market share to more than 20 percent.

To achieve this, Suhaimi had to change the business strategy from high-price, low-volume to low-price, high-volume. To execute the strategy, he had to change the company culture, as well as its people management practices. The results affected the nation’s telecommunication industry: prices plummeted, competition increased, and consumer spending increased.

The challenge in this case study is to define a strategy in order to sustain in a static market where competition used similar strategies on the same targets.

Recapital acquired PT Thames PAM Jaya (TPJ), in year 2007, when the performance of the company experienced a downturn for three consecutive years (2005-2007). Besides, for about 9 years operating in Indonesia, PTJ never reached the target set by Government. However, after Recapital acquired 95% shares, the company experienced a turnaround, where the company’s condition gradually improved and experienced significant growth in over the next 3 years (2008-2010). Recapital made changes to the management of the company ranging from changing the name of the company, until the renewal in human resources, culture, and organizations in it.

Recapital already had a good reputation and well-known expert in revamping companies that were in bad financial conditions. From 2002 to 2008, there were at least 6 companies being acquired and successfully improved by Recapital. This was a strong indicator that explained PT Aetra’s significant growth after the acquisition.

This case study describes the success story of Recapital’s turnaround strategy in PT Aetra, what kind of turnaround strategy they used, how the turnaround strategy could be accepted, and what made this strategy successful.