Corporate social responsibility (CSR) departments are often involved with civil society organizations (CSOs) through partnerships in order to develop projects in the format of CSR partnership establishment. Regardless of the type of projects, contemporary CSR paradigm labels the activity as creating ‘shared value’. TAUZIA Equal Chance is a program established by TAUZIA group that is conducted through collaboration with Indonesian Street Children Organization (ISCO). This program was first aimed at provision of education for street children. The partnership has been running since 2013 and was based on a five-year contract. Under this partnership, TAUZIA Management has committed to do fundraising for a certain number of children under the ISCO foundation each year. Over the years, the number of students that they support keeps on increasing. To raise funds for this purpose, TAUZIA Management has employed several methods, including conducting a variety of fundraising events, involving and engaging its own employees as well as other stakeholders, etc. On the other hand, Marc Steinmeyer realized that it is important to ensure that the program was successful and sustainable; knowing that a 5-year program requires a significant commitment on both parties and they may lose perspective along the way. This leads to the next question: how is TAUZIA’s ‘Equal Chance’ program developed in collaboration with Indonesian Street Children Organization (ISCO) to create and sustain the kind of values for both organizations? How can both organizations leverage their partnership? What will be the next move that TAUZIA can take to expand its CSR activities?

Arema FC or Arema (former known as Arema Malang), is a soccer club from Malang, East Java, Indonesia. There is always a “behind story” of everything, and it happens as well to Arema. For some people in Malang believe that Arema, was a local legend for people lives in Malang, Jawa Timur. Sponsors are the “oil engine”, a soccer club can finance themselves using sponsors. People will easily notice sponsors by looking at soccer team’s jersey. It was also happened with Arema, they need sponsors, they have it and they put the name of sponsor screened on their jersey. But, the problem is, sponsors only interest when a soccer club routinely follow match. And to follow a match, a soccer club relies their future to coach. Joko Susilo or known as Getuk, is no longer strangers. He started his career as soccer player when he was still 16 years old in 1986, he joined Persikaba Blora although he was born in Cepu, Indonesia. he spend more than one year to exercise and learn about being a coach, two years was not a short time, he was “graduated” as junior coach on 2006 and later on 2007 he was trusted by the management to be junior coach  at Arema. As time passes by, since his first debuted as junior coach, he and the team practice a lot, its dynamic and full of stories, good stories and vice versa. Arema’s performance is getting left behind compared with their own performa’s several times before, and the downturn happened during Aji’s rule, they lose five match, and they got only four points from 15 points. Fans of Arema (Aremania and Aremanita) were reacted, they protests by writing some complaints through social media, they demand the management to fire Aji for not making any progress. But, the management insist on hiring Getuk as the coach, will the management finally realise

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.

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.

Senior managers at Sampoerna would like to understand the relation between the position of Sampoerna A Mild in the company and the customer perception in the market. They would like to assess whether the campaign of light cigarettes was also consistent with customer perception in determining its segmentation, target and brand positioning. They would like to strengthen their position and if possible move the growth of the “A Mild” from Star to Cash Cow in the BCG quadrant.

PT New Hope Indonesia (NHI) is foreign domestic investment from China that focused in poultry feed. In China, the company is the biggest poultry feed with the production capacity reached 20 million ton per year. New Hope employed more than 80.000 and 10.000 best professionals in the field. In Indonesia, PT New Hope was opened in 2006 and started the production on 2008. The company saw the market opportunity to produce a Day-Old Chicks (DOC), the baby chicken with 72 hours old, when the yolk sac in the egg runs out. The company saw there is a lack between supply and demand of high quality of DOC in Indonesia. The case study is investigating the customer preference of poultry feed of New Hope  about its consistent quality and the importance. A further objective is to identify the need to produce and sell the DOC in Indonesia. This study also examines the quality and the availability of DOC product of New Hope.

"Many people start the idea by looking at opportunities and problems. But they forget empathy," said Dr. Gamal Albinsaid. Besides poverty and health, waste is another big problem in big cities. There were several types of waste, such as from households, factory, and health waste, which each has its impacts. Garbage was produced every second and caused major problems, especially for health if not handled properly. I am a doctor. What should I do to provide health services for low-class people and make my city clean? That question remained in Gamal's head all the way to the hospital where he worked that morning in 2014.

The timeline of this case began in the early of 2017, just after Go-Jek experienced one of its first violent engagement with public transportation such as minibus and angkot drivers. The incident took place all over Jakarta and Tangerang area causing one fatality, in which one of Gojek driver were run down by angkot driver, sparking massive retaliation among Gojek drivers which in retaliation performed violent sweeping activities towards these angkot drivers. Many angkot drivers were reluctant to drive their angkot the very next day to evade these sweeping activities causing the road to have some extra space which otherwise would be normally congested. The case examines the strategic challenges faced by Gojek as one of Indonesia’s startup companies with ‘unicorn’ status. The company can be categorized as disruptor, as it totally disrupts the well-established ‘conventional’ public transportation company by providing solutions in the ever-congested traffic of many Indonesian big cities. As disruptors, Gojek continuously facing new challenges in every ground both internally and externally. Externally, they were facing fierce competitions from many types of public transportation including taxis, minibus and angkot, which few times escalated into physical and violent, as well as un-ready regulations from the Government which many times showed their unpreparedness in embracing the new era of sharing economy. Internally, they were also facing difficulties from their partner-driver with many arising issues such as changing commission rate from time to time as well as the ever-changing structure in the calculation of bonus points. These relationship with Gojek partner-driver were quite challenging to manage as their position was not considered to the staff of the company and yet they were the one that delivers the core product. Hence, one central issue of the case will Gojek sustain their business model by having so much problem and difficulties in the dawn of the new era of sharing economy.

The case demonstrates the importance of a Value Proposition for a Non-Profit Organization in shaping the organization in order to prevent them from escalating into a crisis and improve performance. The main purpose of the case is to foster a thoughtful organizational transformation through the development of an organization value proposition.

While many cases shown the importance of a value proposition from profit organization. This case illustrates that the concept of value proposition can be used to derive a purposeful organizational change and increase performances.

The target asset for this research is PT.ODG Indonesia (Company), a foreign investment company that was established in 1991, owned majority by a foreign investor of O’Donnell Griffin Australia (80%) (major electrical contractor in Australia) and its Indonesian partner, PT. Anugrah Daya Pratama (20%) in its business of construction service in mechanical, electrical, and fire protection. Since it was established and operating until 2009, the company has experienced several merger and acquisition in the corporation level of the foreign shareholder, which latest control and owned by Tyco Corporation, a Top 500 fortune U.S Company.

In 2007, the company was approached by Tyco Corporation and was asked to signed on a non-disclosure agreements in a lead for selling the business through a bidding over several companies including, Glendale, which were financially ran by a private equity investor of Aurous Capital, and ODG Australia themselves in hoping to fully owned the company, and other companies as well. Over several months, Glendale has reached in becoming its top bidder and working over various transactions in determining their SPA agreements with Tyco, but was later withdrawn in buying the company. Under a new management of Tyco, the company are able to maintain good work relationship to at a point of 2009, where Tyco has decided to sell ODG once more with a new other option of a Management Buyout (MBO). Therefore, once again, Tyco held a bidding to several companies, including PT.ODG Indonesia where their relationship lead to difficulties to one another as ODG position themselves as a buyer and an employee that they also have to manage documents for other potential buyers.