The Raid is a very special movie in Indonesian history. It reached more than 1,8 million people commercially, and it traveled to some prestigious international film festivals. The movie was also screened in commercial cinema in US, Korea, Japan, U.K, and other countries. Surely, the film breaks boundaries of the myth that always highlight the dichotomy between commercial films and art films. The film also achieved higher level of theatrical release abroad.

The case study will explore the Why and the How this movie became successful by discussing the process of its production, distribution, and exhibition.

Nestlé had been operating in Indonesia since 1971 and currently had three factories across the country.  The ones in Kejayan and Pasuruan (East Java) produced Nestlé’s dairy products; the other in Panjang, Lampung (South Sumatra) produced coffee products; and the one in Cikupa (Banten) made confectionery products.

The Swiss-based private company placed the principle of Creating Shared Values (CSV) highly.  It believed that creating values for both the shareholders and society had to be placed on an equal footing in Indonesia.  Its mission in Indonesia was: Nurturing a Healthier Life for Indonesians.

 Nestlé believed that a strong and healthy future generation was very important for Indonesia, and therefore, it was equally important to ensure the availability of healthy and nutritious products for Indonesia’s next generation.

Along with the company’s business growth, Nestlé Indonesia had shown its commitment to uphold the CSV as part of its business strategy.  In 2010, approximately 72 percent of their products sold met the Nestlé Nutritional Foundation status – a strict measure to ensure that Nestlé products contributed to the nutritional needs of the consumers; about 660,000 liters of fresh milk were supplied from dairy farmers in East Java, as well as 10,320 tons of coffee beans from farmers in Lampung.  By the end of the year, more than 1,250 biogas units were installed in every house of Nestlé’s cattle raisers.

Issues that can be brought up from the case for class discussion would revolve around the value chain strategy developed by Nestlé using Michael Porter and Mark Kramer framework (2002, 2011)

In some period, BNI became the largest bank in Indonesia. However, with the rapid development and extroverted economic situation in Indonesia, BNI was finally surpassed by other banks and forced it into entering a heavy competition. The competition primarily came from banks and foreign bank merger activities, in terms of the market share of Third-Party Funds (TPF).

Of course, BNI was not to be defeated by its competitors. In fact, there was always a desire to seize back the crown as the largest bank in Indonesia. Therefore, BNI had its Division of Funding and Consumer Services enhanced its performance by improving the distribution channels such as BNI electronic distribution through ATM, Phone Banking, Mobile Banking, and Internet Banking.

This case describes how PT Bersama Bangun Persada (BBP) – an Indonesian distribution company of Fischer, a wall fixing’s market leader product from Germany – tried to find a solution to their problems. BBP had been trying to find a way to being non-dependent from their principal product brands which could be withdrew anytime if they did not perform and deliver the number as requested, especially in facing high competition from other products with lower price.

The management had performed a co-branding strategy of their own brand, Mr. SAFETY, with their represented brand, Fischer. The strategy was conducted to avoid unnecessary conflict and without sacrificing the company good partnership collaboration with the Germany principal, which could act as umbrella brand for several brand that currently distributed by the company.

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.