Imam Salehudin, S.E., M.Si., Ph.D.

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No	Title	Description
1	Bajaj Auto Indonesia: Mengejar Target yang Tak Mungkin?	Bajaj Auto Indonesia: Mengejar Target yang Tak Mungkin? English Title: Bajaj Auto Indonesia: Chasing Impossible Target? Author: Salehudin, Imam Email: imams@ui.ac.id Year of Publication: 2013 Chapter in Book: Cases in Management: Indonesian Real Companies, Seri 5 Page:141-147 Editor: Rofikoh Rokhim & Ririen S. Riyanti Publisher: Management Research Center, Department of Management, FEUI City of Publisher: Depok, West Java, Indonesia. ISBN: 978-602-17114-3-9 Original Abstract: Kasus ini mengangkat dilema yang dihadapi oleh PT. Bajaj Auto Indonesia (BAI) dalam menghadapi target penjualan yang ditetapkan oleh perusahaan induk, Bajaj Auto Limited (BAL), India. Syarat BAL untuk membangun pabrik di Indonesia adalah penjualan BAI harus mencapai 36.000 unit per tahun yang dipandang sebagai target yang sulit mengingat target pasar BAI yang terfokus. Pembaca diminta untuk memberikan rekomendasi strategi pemasaran yang relevan terkait dilema ini. Kata Kunci: Strategi Pemasaran, Industri Otomotif, Kasus Bisnis, Indonesia. English Abstract: This case highlights the dilemma faced by PT. Bajaj Auto Indonesia (BAI) in facing the sales target set by its parent company, Bajaj Auto Limited (BAL), India. BAL sets the requirement that for building a factory in Indonesia, BAI must first reach an annual sales of 36.000 unit, which is a difficult target considering BAI’s narrow focus of target market. Readers are asked to formulate recommendations of relevant marketing strategy regarding this dilemma. Keywords: Marketing Strategy, Automotive Industry, Business Case, Indonesia bajaj_auto_indonesia_v2.pdf
2	PEMASARAN HALAL: Konsep, Implikasi dan Temuan di Lapangan	PEMASARAN HALAL: Konsep, Implikasi dan Temuan di Lapangan Abstracts This article explores the concept and definition of Halal Marketing as well as recent finding on the application of Halal Marketing in Indonesia. Halal Marketing is defined as the application of Islamic Syari’at (laws) as guidance to the whole marketing process. Islam regulates the way of life of its believers, including what and how they consume goods and services. Even though compliance to the syari’at varies between individuals, Muslims in general would have positive views on goods and services that comply with the syari’at while providing equal values as conventional products. Muslim consumers are potential markets with annual consumption of more than USD 2.7 Trillion in goods and services. Thus, understanding the unique needs and behaviors of Muslim consumers is imperative to any marketers, especially the ones operating in countries with Muslim majorities. Keywords: Halal Marketing, Consumer Behavior, Muslim Consumer ========================================================== Abstraksi Artikel ini membahas konsep dan definisi Pemasaran Halal serta mengulas hasil temuan terkini dalam aplikasi Pemasaran Halal di Indonesia. Pemasaran Halal dapat didefinisikan sebagai aplikasi Syariat Islam sebagai panduan dalam proses pemasaran secara keseluruhan. Islam mengatur cara hidup pemeluknya, termasuk “apa” dan “bagaimana” mereka boleh mengkonsumsi barang dan jasa. Walaupun kepatuhan terhadap syariat berbeda-beda antar individu, secara umum setiap muslim akan memiliki pandangan positif terhadap barang dan jasa yang dapat mematuhi syariat Islam sambil memberikan nilai yang sama dengan produk konvensional. Dengan nilai konsumsi barang dan jasa melebihi 2.7 Trilyun USD per tahun, konsumen muslim merupakan pasar yang potensial bagi setiap pemasar. Oleh karena itu, pemahaman atas kebutuhan dan perilaku unik konsumen muslim menjadi penting bagi setiap pemasar, khususnya yang beroperasi di negara dengan penduduk mayoritas muslim. Kata Kunci: Pemasaran Halal, Perilaku Konsumen, Konsumen Muslim pemasaran_halal.pdf
3	Social/Network Power: Applying Social Capital Concept to Explain the Behavioral Tendency of Individuals in Granting Favors within the Organizational Context	Social/Network Power: Applying Social Capital Concept to Explain the Behavioral Tendency of Individuals in Granting Favors within the Organizational Context Abstract: The concept of Social Capital started from the domain of sociology and was transferred to broader application in other social sciences, such as economics and politics. It has also migrated from the inter‐individual to the intersocietal level of society. This study returns to the original context of Social Capital by applying it to explain the behavioral tendency of individuals within the organizational context. The concept of Social/Network Power borrows the concept of Social Capital to explain how someone can access the power of other person, both formal and personal‐based, by accessing its power base through social network. The independent variables used in this study are length of relationship, valence of relationship, existence of past favors, existence of potential favors, source of power and gender. This study uses the quasi‐experimental method of policy capturing to determine whether social networks enables individuals to access the power base of other person, both formal and personal. This study uses 33 volunteers that were given 48 different scenarios, which yields 1583 unique cases for analysis. The result shows that all independent variable, except gender, has significant influence toward the behavioral tendency of individuals in granting favors by lending their power base, both formal and personal. However, using log linear model, the analysis shows that the effect of past favors toward the tendency to grant favors are moderated by the source of power. Owed favors have greater effect toward influencing the tendency to lend personal power base than formal power base to pay for those favors. Number of Pages in PDF File: 14 Keywords: Power, Social Capital, Individual Behavior JEL Classification: M12, M50 ssrn-id16823431.pdf
4	INVEST IN YOURSELF: Aplikasi Konsep Human Capital dari Sudut Pandang Karyawan	INVEST IN YOURSELF: Aplikasi Konsep Human Capital dari Sudut Pandang Karyawan Abstract Davenport (1999) provides a different point of view at the concept of Human Capital by Gary Becker (1993). He focused the application of human capital from the employee’s point of view and coined the term Employee‐Investor where employees are seen as both owners and investors of their own human capitals. This shift of paradigm involves the change of interaction pattern between employees and employers, especially interactions related to human development activities. This paper discusses the application of Human Capital from the employee’s point of view, especially regarding how each employee must manage and develop their own human capital investment in order to maximize their return on investment. On the other hand, management of human capital by employers should focus on attracting and retaining human capital investors by providing working environment that is conducive to personal development and self‐investment of human capital. Keywords: Human Capital, Employee‐Investor, Competences. ====================================================================== Abstrak Davenport (1999) memberikan sudut pandang yang berbeda untuk aplikasi konsep Human Capital yang diangkat oleh Becker (1993). Ia mengulas aplikasi human capital dari sudut pandang karyawan, sehingga tercipta istilah Karyawan‐Investor dimana karyawan sebagai pemilik modal manusia dipandang sebagai investor. Perubahan sudut pandang ini melibatkan perubahan pola interaksi antara karyawan dan perusahaan, khususnya yang terkait dengan kegiatan pengembangan manusia. Paper ini membahas aplikasi konsep Human Capital dari sudut pandang karyawan, dimana masing‐masing individu dituntut untuk mengembangkan dan mengelola modal manusia mereka sendiri untuk memaksimalkan pengembalian yang dapat mereka peroleh. Sebaliknya, dari sisi perusahaan pengelolaan modal manusia harus lebih ditekankan pada upaya menyediakan lingkungan kerja yang dapat menarik dan mempertahankan karyawan‐investor untuk menginvestasikan modal manusia mereka, khususnya dengan menyediakan peluang bagi mereka untuk mengembangkan modal manusia yang mereka miliki. Kata Kunci: Human Capital, Karyawan‐Investor, Kompetensi. artikel_usahawan_invest_in_yourself1.pdf