In 2008, Kaskus was voted as one of the most visited Indonesian websites according to Alexa.com. Kaskus was an online forum community which had grown by the word of mouth marketing of its members and mainly consisted of a user-generated content forum and a trading section. This local forum already had more than 350,000 loyal members who called themselves “Kaskusers” and participated in their own community culture. Kaskus contained a discussion forum with sub-forums covering a variety of topics including games, the buying and selling of goods, sports, automotives, and many others. What was unique about Kaskus was that it maintained all of its content in Bahasa Indonesia.

Its notorious BB-17 forum which mainly consisted of porn content, was heavily associated with KASKUS by the Indonesian Internet community. This burdened KASKUS’s image and its attempt to capture the tremendous growth of Internet users in Indonesia at that time. Facebook, Friendster and other online social networks has been grown explosively in Indonesia. At the same time, a new law on information and electronic media, Law No.11/2008 on Electronic Information and Transaction (ITE), came into effect and ruled that websites should not contain pornographic content. Therefore KASKUS were left with no choice but to drop BB-17. However, building a new positive image would be no an easy task.

With the new board of management, Ken Dean Lawadinata (CEO), Andrew Darwis (founder, CIO) and Danny Oei Wirianto (CMO), Kaskus was facing a dilemma whether they should remain exclusive or becoming a mainstream online content.

In late 1980’s cineplex concept was popular in Indonesia and was one of the favorite place for the young people to hang out. There were only several cineplex players in Indonesia; however the Group 21 was the dominant players.

In 2006, Blitzmegaplex came with the concept of one stop entertainment and Beyond Movie tagline. In each of Blitzmegaplex location, there were eight auditoriums in minimum, which at least one theatre equipped with state-of-the-art RealD 3D technology for viewers to enjoy 3D movies. Blitzmegaplex also provided several entertainment corners such as Blitzgamesphere where game lovers could play Xbox 360 and Nintendo Wii games either alone or in group.

Besides its one stop entertainment concept Blitzmegaplex introduced “Blitzcard” as a medium to facilitate customers to book the movie ticket ahead of time or even for the same day performance.

This case illustrates how the Honda prepared and globally market its product, the All New CR-V. as a global player in the automotive industry, Honda CR-V prepared toward multinational research to fit with consumer expectation. Markets its products globally, Honda has the advantage in terms of economy of scale and greater marketing opportunities.

When the CR-V to market in Indonesia, Honda do domestic marketing such as choosing the target market, product positioning, and integrated marketing communication. Many factors contributed to the success of the CR-V in Indonesia, but the value proposition CR-V looks to be a key factor. Honda is able to provide driving comfort sedan to a Jeep with a relatively lower price than its competitors at that time. Through this case study participant is expected to learn how to prepare a global company doing domestic product and marketing to increase product penetration.

“Growing Together in Partnership: the case of Unilever and the Black Soybean in Indonesia” (it will henceforth be referred to as :“BSB”) described  Unilever Indonesia’s initiative as an example of how a company helped fight poverty by forging a mutually beneficial business partnership between the core business activity (producing and marketing its brand) and poor smallholder farmers growing black soybeans as its suppliers, with the help of a University contributing its expertise. The partnership had grown to a three-way synergy between Unilever Indonesia, Gajah Mada University and cooperatives of farmers, with each party contributing its special resources. The university provided agricultural knowledge and expertise, the farmers had the land and Unilever Indonesia provides capital and guaranteed market for the crops. The case examined the challenges and opportunities of such a partnership in the context of income generation for the poor and expanding the supply chain for ULI, which also addressed environment issues and women empowerment in the process. Issues which can be brought up from the BSB case for class discussion would evolve around the step-by-step strategy developed by ULI for the Partnership and the challenges, related to the “Growing Inclusive Market” and CSR concepts.

The topic about leadership and entrepreneurship style of Chairul Tanjung (known as Pak CT) is always interesting.  His recent move on taking over the 40% share of Carrefour Indonesia on 2009 and announcement of being one of Forbes’ 1,000 richest business man in the world in the end of 2009 were considered bold and brilliant.

This case study discussed about CT’s leadership and entrepreneurship style that he was never labeled or branded before. He believes that business men have their own style and uniqueness in running their business. There was no such thing as identical styles that could be generalized. As he liked to share, he loves to teach in his own Bank Mega and is happy to be a visiting lecturer in Indonesia’s universities. The case study explores Pak CT’s opinion and experience for the benefit of others’ competencies development.

One day in late October 2000, Charles Saerang sat in his office, reviewing the family conflicts and tragedies in the history of P.T. Nyonya Meneer. He is the third generation of the Meneer family and now fully controls the company. Charles reexamined the old Chinese saying that the first generation builds a company, the second generation expands it, and the third destroys it. He swore to himself that he would not let this happen. He wanted to turn the Nyonya Meneer into a world-class traditional medicine company and bring greater pride and welfare to its stakeholders. At this time Charles began with the idea of restructuring the company’s organization to have a structure that can accommodate and maintain a better relationship between the family, shareholders and the management in the future, while at the same time reflect the family’s governance.

Preconceptions about models of housing in Indonesia had begun to emerge since the ancient kingdoms in Indonesia. In each chapter of its history every kingdom had a housing concept that was almost the same, although in the model and style of the building were sometimes different.

Various models and styles of Europe were presented by the Dutch in the development of housing in Indonesia when the Dutch came to power in Indonesia in the 15th century AD. Old patterns that putt Kraton as the center of every things then shifted in the arrangement of the economic center which became the foundation of the city arrangement.

From the two models of housing that exist at the time, was an embryo for the emerging of business and property developers in Indonesia. Then that management is more neatly arranged by the government of Indonesia. This can be seen by the emerged of Perum Perumnas, BTN, and etc. Besides models of the building that existed have more styles and a variety of models.

Until 2009, the population in Jakarta was 7,871,215 peoples, as stated by Abdul Kadir as the Head of the Population and Civil Records of DKI Jakarta. With the rapid development of economic activities and with the creation of new employment fields had attracted workers from outer area, had lead to urbanization problems. Uncontrolled urbanization had caused various problems, including the emergence of imbalances.

With such an imbalance, there arose a variety of other problems such as lack of discipline of life, security, slum areas, homeless, crime, health activities, education, urban transportation and etc. Thus, the rapid population growth was the major problem that was greatly influenced the development of Jakarta, and therefore the need for government to made policies surrounding buffer area of Jakarta, including Tangerang.

When Jens Reisch was appointed as CEO of Allianz Life Indonesia in 2003, the company’s financial figures were far from outstanding. In the earlier years, Allianz focused on business expansion and opened branches throughout Indonesia. During that period, Allianz also attempted to build strong brand but this was a financial burden; the company reported a loss of Rp 102.86 billion in 2002. The condition was exacerbated by the financial chaos in the early 2000’s. To improve the situation, the new appointee and his team had to work extra miles for the company to earn profits.

Considering the company’s difficulties, Jens had to engage in a major transformation, first  by changing the marketing process from the branch system to the agency system, to the extent that he had to shut down most of Allianz branches in Indonesia and lay off hundreds of employees. That was the toughest decision he and the management team faced during that period. In addition, Jens had to improve employee productivity during the crisis period through the enhancements in motivation, morale, commitment, and trust.

Drizzling rain at that morning had not subsided since last night when Mrs. Wendy Soeweno, director of marketing Blitzmegaplex drove her car into the office parking lot. She walked to her desk and prepared meetings with the marketing team of Blitzmegaplex. That day, two days before the meeting with the board of commissioners and board of directors, in the meeting room located at Jalan Patra Kuningan VII No.14 Jakarta Selatan, Blitzmegaplex marketing team led by Mrs Wendy Soeweno has prepared the data, both internal and external company to determine their future strategy.

Meetings were accompanied by faint sound of rain that lasted a serious but relaxed. The marketing team Blitzmegaplex expressed their own opinions, debate and argue, what company should to do after reporting 21 Cineplex to KPPU on June 5, 2009? Whether the decision was the right action in the face of the major competitors Blitzmegaplex? What was about the rest of their strategy in dealing with counter-attack of 21 Cineplex? No less important was the other competitors either directly or indirectly, which also would influenced the existence Blitzmegaplex in the cinema industry in Indonesia.

This case describes the story of Ranch Market Indonesia from 1998 to 2003. In this period, with regard to their expansion, Ranch Market was willing to open its third store in Jakarta. Mr. Nugroho had several options regarding the location, store concept, and target market.

The students are expected to learn segmentation, target market selection, and retail positioning. Segmentation is a combination of retail segmentation and regular segmentation, with each completing the other. Selection of the target market is not only for consumers to be served, but also includes location since this case discusses the opening of outlets. The positioning discussion focuses on the concept of store and position relative to other retail stores. Discussion of the store concept is interesting because Ranch Market has a unique concept and a narrow target.