BASKARA : Journal of Business and Entrepreneurship
https://jurnal3.umj.ac.id/index.php/baskara
<p><a href="/index.php/baskara" target="_self"><img style="float: right; width: 200px; height: 300px; margin-left: 10px;" src="/public/site/images/mr_j/cover_baskara_5_2a.jpg" alt="" /></a></p><p style="font-size: 16px; text-align: justify;"><strong>BASKARA: Journal of Business and Entrepreneurship </strong>is a <em><strong>double-blind peer-reviewed</strong></em> scientific journal dedicated to publishing research findings and applications in business and entrepreneurship. The journal also publishes the theoretical contribution, which is associated with the fact that the case either criticizes existing theories or complements and enriches them. Theoretical perspectives that are practical in nature can be applied and utilized. Articles are original works of quality and have never been published in other media. They are the thoughts and experiences of business practitioners that are inspiring and innovative<span style="font-size: 16px;">.</span></p><table style="margin-top: 10px; background-color: #e6f7ff;" border="1"><tbody><tr><td valign="top"><div class="intro"><ul><li><strong><em><a href="https://portal.issn.org/resource/issn/2623-0089" target="_blank">ISSN</a>: <a href="http://u.lipi.go.id/1434164106">2623-0089</a></em></strong> (online)</li><li><strong><em><img src="/public/site/images/addnim/698402-icon-138-certificate-16.png" alt="" />Accreditation Number (<a class="poshytip" title="Ministry of Research Technology and Higher Education" href="https://sinta.ristekbrin.go.id/journals/detail?id=6796" target="_blank">Sinta 3</a>):<strong><em><a class="poshytip" title="Certificate" href="https://arjuna.kemdikbud.go.id/#/pengumuman/648">72/E/KPT/2024</a></em></strong></em></strong></li></ul></div></td></tr></tbody></table><p> </p><p style="font-size: 16px; text-align: justify;"><strong>BASKARA: Journal of Business & Entrepreneurship</strong><span data-preserver-spaces="true"> invites Lecturers, Researchers, Reviewers, Practitioners, Industry, and Observers as well as Graduate and Postgraduate Students and Doctoral Candidate, to submit their scientific papers or articles. The incoming paper will be double blind peer-reviewed. After the review process is complete, the review will inform the paper writers through the Open Journal System (OJS) and authomatically emailed. </span></p><p> </p><p style="font-size: 16px; text-align: justify;"><strong>BASKARA: Journal of Business & Entrepreneurship</strong><span data-preserver-spaces="true"> is published regularly, twice a year (October and April) by the Center for Borderland and Coastal Studies (Pusat Studi Perbatasan dan Pesisir), Universitas Muhammadiyah Jakarta.</span></p><p> </p>Universitas Muhammadiyah Jakartaen-USBASKARA : Journal of Business and Entrepreneurship2623-0089<p>In order for Baskara: Journal of Business and Entrepreneurship to publish and disseminate research articles, we need publishing rights (transfered from author(s) to publisher). This is determined by a publishing agreement between the Author(s) and Baskara Journal. This agreement deals with the transfer or license of the copyright of publishing to Baskara: Journal of Business and Entrepreneurship, while<strong> Authors still retain significant rights to use and share their own published articles.</strong> Baskara : Journal of Business and Entrepreneurship supports the need for authors to share, disseminate and maximize the impact of their research and these rights, in any databases.</p><p>As a journal Author, you have rights for a large range of uses of your article, including use by your employing institute or company. These Author rights can be exercised without the need to obtain specific permission. <strong>Authors publishing in Baskara : Journal of Business and Entrepreneurship have wide rights to use their works for teaching and scholarly purposes without needing to seek permission, including:</strong></p><ul><li>use for classroom teaching by Author or Author's institution and presentation at a meeting or conference and distributing copies to attendees;</li><li>use for internal training by author's company;</li><li>distribution to colleagues for their reseearch use;</li><li>use in a subsequent compilation of the author's works;</li><li>inclusion in a thesis or dissertation;</li><li>reuse of portions or extracts from the article in other works (with full acknowledgement of final article);</li><li>preparation of derivative works (other than commercial purposes) (with full acknowledgement of final article);</li><li>voluntary posting on open web sites operated by author or author’s institution for scholarly purposes.</li></ul><p><strong>Copyright Transfer Agreement for Publishing (Publishing Right)</strong><strong></strong></p><p>The Authors who submit manuscript has to understand that if accepted for publication, mean that all copyright and publishing right of the article shall be assigned/transferred to Baskara: Journal of Business and Entrepreneurship as assigned publisher.</p><ul><li><span><a href="https://creativecommons.org/licenses/by-nc/4.0/">CC BY-NC</a></span><span>: This license allows reusers to distribute, remix, adapt, and build upon the material in any medium or format for noncommercial purposes only, and only so long as attribution is given to the creator. </span></li></ul><p><span>It includes the following elements: <br />BY <img class="alignnone " src="https://mirrors.creativecommons.org/presskit/icons/by.xlarge.png" alt="" width="30" height="30" /> – Credit must be given to the creator<br />NC <img class="alignnone " src="https://mirrors.creativecommons.org/presskit/icons/nc.xlarge.png" alt="" width="30" height="30" /> – Only noncommercial uses of the work are permitted</span></p><p><strong>Baskara (C) Copyright (2022): </strong> </p><p>BASKARA: Journal of Business and Entrepreneurship by https://jurnal.umj.ac.id/index.php/baskara<br />is licensed under a <a href="https://creativecommons.org/licenses/by-nc/4.0/" rel="license" target="_blank">Creative Commons Attribution-NonCommercial 4.0 International License</a></p>Enhancing Consumer Loyalty and Market Competitiveness: Approaching IPA-QFD in Product Development
https://jurnal3.umj.ac.id/index.php/baskara/article/view/22534
<p><em>This paper provides an overview of AA.co.Store, is a fashion business founded in 2021. Despite being in the development stage, AA.co.Store can compete with other local brands in Sidoarjo. To maintain and attract more consumers, the company focuses on improving product quality. The success of a business is measured by the number of products produced and their competitiveness in the market. Product development is crucial to increase competitiveness and attract future consumers. The quality of the product and promotional activities significantly impact customer satisfaction. Pricing and distribution also influence purchasing decisions. To compete with competitors, AA.co.Store needs a comprehensive strategy. Research suggests that product quality, price, customer satisfaction, and brand image affect consumer loyalty and satisfaction. The purpose of this research is to improve AA.co.Store's product development using an IPA-QFD-based marketing mix aligned that very important for Development Goals (SDGs) of the store to compete with other local brands in Sidoarjo. The results of this study were AA.co.Store service quality, it can be concluded that Customer satisfaction with AA.co.Store services is fulfilled, which is indicated by the results of the questionnaire using the SERVQUAL method which does not show a negative value for the AA.co.Store brand when compared to other brands. There are three service quality attributes that need to be prioritised for improvement at AA.co.Store, namely the price of t-shirts that are more competitive than other brands, the condition of the parking lot, and cleanliness. There are several steps that can be taken to improve service quality based on technical needs, including: a.) changing the organisational strategy on company performance, especially in the operational section, b.) increasing the stock of materials to meet the number of orders, c.) providing training and development on existing SOPs, and d.) repairing and maintaining existing equipment in the company.</em></p>Aldy Hamid SyaifuddinRita AmbarwatiDewi Komala Sari
Copyright (c) 2024 BASKARA : Journal of Business and Entrepreneurship
2024-10-312024-10-317111510.54268/baskara.v7i1.22534Mobile Banking: Drives Changes in The Consumptive Behavior of Generation Z in Batu Ampar Kramat Jati
https://jurnal3.umj.ac.id/index.php/baskara/article/view/23116
<table border="0" cellspacing="0" cellpadding="0"><tbody><tr><td valign="top" width="469"><p class="TableParagraph"><strong>Abstract</strong><strong></strong></p></td></tr><tr><td valign="top" width="469"><em>The rapid development of technology has led to various changes in the banking industry, including the rise of electronic payments such as mobile banking. This study aims to understand the impact of mobile banking on the consumption behavior of Generation Z in the Batu Ampar area of Kramat Jati. The study collected quantitative data through questionnaires distributed to 100 respondents with sampling techniques, namely non-probability sampling in the form of purposive sampling. The data was then analyzed using the SPSS 25 (Statistical Package for the Social Sciences) application. The results showed that there is a significant relationship between mobile banking and consumptive behavior. The regression test revealed that for every 1% increase in mobile banking usage, the value of consumption behavior increases by 1.471. Through the Product Moment Correlation Analysis, it is known that R count 0.05 ≥ 0.000 means that there is a significant relationship between Mobile Banking (X) and Consumptive Behavior (Y). In the F test, it is obtained that F count is 36.417> F table, namely 3.94, which can be seen that variable X (Mobile Banking) has an effect on variable Y (Consumptive Behavior) which means Hα is accepted and H0 is rejected by having an influence value of 27.1% of the consumption behavior can be attributed to mobile banking, while the remaining 72.9% is influenced by other factors not considered in this study. Overall, these findings highlight the influence of mobile banking on the consumption behavior of Generation Z.</em></td></tr></tbody></table>Putri Nur FadillahSubali Subali
Copyright (c) 2024 BASKARA : Journal of Business and Entrepreneurship
2024-10-312024-10-3171162910.54268/baskara.v7i1.23116D’Cika Building Customer Satisfaction Through Superior Service Quality
https://jurnal3.umj.ac.id/index.php/baskara/article/view/22990
<em>This study examines the impact of service quality on customer satisfaction at D'Cika Jatimakmur. D'Cika's service needs improvement because only a few customers are satisfied. The store needs optimal service to maintain a positive reputation. This research uses the Lemeshow formula to obtain a sample size of 100 respondents. The sampling technique of this study was non-probability purposive sampling. The researchers distributed questionnaires to customers of D'Cika, with the respondents identified as those who had made at least one cake purchase. The data collected is then processed and analyzed using the SPSS 25. The findings of this study indicate that service quality has a positive and significant effect on customer satisfaction. Specifically, the results of the simple regression analysis indicate that the constant coefficient value is 2.077, and the independent variable is 0.487. These results indicate that when the service quality (X) is at its lowest level, customer satisfaction (Y) is positive by 2.077. The R square test yielded a value of 0.547, indicating that service quality significantly influences customer satisfaction. The results of the T-test indicate a significance value of 0.000, which is less than 0.05. Consequently, the researcher concludes that alternative hypothesis (Ha), which states that there is a positive and significant influence between service quality and customer satisfaction at D'Cika, is accepted.</em>Sofianah FitriMoh Supendi
Copyright (c) 2024 BASKARA : Journal of Business and Entrepreneurship
2024-10-312024-10-3171304110.54268/baskara.v7i1.22990Determinants of Students' Decisions to Use Paylater Digital Financial Products
https://jurnal3.umj.ac.id/index.php/baskara/article/view/23263
<em>The use of digital financial technology is increasingly widespread among society, especially among students who are digitally active. One product that is increasingly popular is PayLater. This research aims to analyze the influence of digital financial literacy, lifestyle, social influence, and ease of use on the decision to use PayLater among students in Malang City. The t test is used as a data analysis method. The unit of analysis in this research is students who live in Malang, totaling 106 respondents. The research results show that digital financial literacy, lifestyle, social influence, and ease of use influence students' decisions to use digital financial products such as PayLater. It is hoped that this research will provide a deeper understanding of the factors that influence the use of PayLater among students and the implications for future financial management policies and practices. </em>Novrida Qudsi LutfillahAziizah Putri HapsariTriesti Candrawati
Copyright (c) 2024 BASKARA : Journal of Business and Entrepreneurship
2024-10-312024-10-3171425410.54268/baskara.v7i1.23263Enhancing Regulatory Frameworks for Islamic Banking Institutions: Comparative Study Between Indonesia and Bahrain
https://jurnal3.umj.ac.id/index.php/baskara/article/view/24311
<p><em>This research analyzes and compares the regulatory frameworks governing Islamic Banking institutions in Bahrain, and Indonesia. The study explores how each country has developed its regulatory environment to support the growth and stability of Islamic finance, highlighting the successes, challenges, and areas for improvement. Using a qualitative comparative approach, the research draws on data from document analysis and previous studies to provide a comprehensive understanding of the regulatory landscapes in these countries. The findings reveal that Bahrain has established robust and internationally recognized regulatory frameworks, largely due to their proactive regulatory bodies and collaboration with global standard-setting organizations such as the Islamic Financial Services Board (IFSB) and the Accounting and Auditing Organization for Islamic Institutions (AAOIFI). In contrast, Indonesia, despite its significant potential, faces challenges in regulatory implementation and public literacy on Islamic finance. The study concludes that effective regulatory frameworks are crucial for the credibility and stability of Islamic finance, strengthening regulatory oversight, and adopting international standards to ensure consistent and transparent practices. This research contributes valuable insight for policymakers, regulators, and practitioners aiming to improve the regulatory environment of Islamic financial institutions globally. </em></p>Fauzan AkbarAdi MansahHartutik Hartutik
Copyright (c) 2024 BASKARA : Journal of Business and Entrepreneurship
2024-10-312024-10-3171556210.54268/baskara.v7i1.24311Does Culture Strengthen or Break Organization? Revisiting Organizational Culture’s Roles in Organizational Social Life
https://jurnal3.umj.ac.id/index.php/baskara/article/view/23356
<p><em>As a collection of individuals who work together to achieve organizational goals, the organization urgently needs glue which attaches all members. Existing studies find that organizational culture can be a means to provoke collectivism climate for influencing organizational performance. The study aims to examine the potential capacity of organizational rituals of arisan and picnic in evoking organizational social cohesion, from the perspective of organizational members. Furthermore, it aims to explore the other possible functions of organizational culture. The data are collected from co-reflection by using certain reflection guidance. The study finds that organizational arisan or picnic can potentially benefit members. It provides opportunities for members to share happy moments, face challenging activities together, forget their conflict and replace it with new happy experiences. However, this ritual does not always bring genuine happiness. It may keep silent storm of emotion as the ritual can exert social pressure, display dominant social status, reinforce power of giving which acquire needs to get back (return the kindness). The study also reveals the emergent co-rituals which are created or joined by in-group members. Co-exist rituals allow members to fit their individual-group dimensions with less social pressure, build stronger emotional bond and support. However, this too strong emotional tie may ignite inter-group conflict and high competition with other groups.</em></p>Adi SuryaniSoedarso SoedarsoZainul MuhibbinDeti RahmawatiFairuz Zahirah Zihni Hamdan
Copyright (c) 2024 BASKARA : Journal of Business and Entrepreneurship
2024-10-312024-10-3171638010.54268/baskara.v7i1.23356Exploration of Strategies and Learning Experience Process of Mompreneurs: Case Studies in the Halal Certification
https://jurnal3.umj.ac.id/index.php/baskara/article/view/23104
<p><em>This study aims to explore the strategies and learning experiences process of mompreneurs. The halal certification process was chosen as the point of this because the process of obtaining halal certification is a process that requires preparation and time. In addition, obtaining halal certification is a legality that is considered to reflect the needs of Muslims. This study uses a multi-case study methodology. Data were obtained through observation and interviews. Meanwhile, data triangulation was carried out by digital tracking. This study reveals that the learning experiences process of mompreneurs is utilizing programs from various government agencies to overcome cost challenges and build a network through which to obtain halal certification. Certification experience increases the mompreneur’s ability in good production processes but does not directly impact sales. Momprenaurs' commitment is built on the motivation to protect the family heritage. In all cases, they did not apply a low-cost strategy, so they prioritized the sales channel for souvenir centers and did not take advantage of the online market because prices could not compete in the online market.</em></p>Yuni RimawatiHabi BullahNurul Kompyurini
Copyright (c) 2024 BASKARA : Journal of Business and Entrepreneurship
2024-10-312024-10-3171819310.54268/baskara.v7i1.23104Food Safety Policy, Implications for MSME Green Economy Based Product Processing
https://jurnal3.umj.ac.id/index.php/baskara/article/view/24361
<em><span lang="EN">Processed food production plants are implementing the Food Safety Risk Management Program in accordance with BPOM Regulation Number 10 of 2023. Indonesian food safety surveillance is based on a preventive, risk-based paradigm where producers bear the main responsibility for food safety. The research's objective is to offer solutions to micro, small, and medium-sized firms (MSMEs) so that these businesses may also guarantee the quality and safety of their goods while working within the constraints of available facilities and resources for manufacturing and distribution.The study's conclusions imply that MSMEs should receive risk management training for food safety, which should include instruction on how to integrate halal practices into their production processes. Through zero waste, environmental friendliness, and energy efficiency, this research presents a strategy for implementing technological innovation based on a green economy. The basic concept of halal products requires business operators to manage the food processing in a series that includes zero waste activities, environmentally friendly practices, and energy efficiency within a single production process. This process is ensured to be an implementation of food safety risk management programs. The research's conclusions suggest that MSME actors could find it easier to understand and implement this strategy. Now that the risks to food security have been eliminated, the halal certification procedure can proceed.</span></em>Endang RudiatinDessy Iriani PutriIrhamni Rahma
Copyright (c) 2024 BASKARA : Journal of Business and Entrepreneurship
2024-10-312024-10-31719410410.54268/baskara.v7i1.24361Fishermen Empowerment Through Product Diversification Viewed from the Maqashid Syariah Perspective in Pantai Labu District
https://jurnal3.umj.ac.id/index.php/baskara/article/view/24367
<table width="708" border="1" cellspacing="0" cellpadding="0"><tbody><tr><td valign="top" width="473"><p><em><em>Economic empowerment is one way to change people's lives for the better. Pantai Labu sub-district is known as a coastal area that has the potential for abundant marine catches. This study aims to evaluate the effectiveness of the product diversification-based fishermen empowerment program by using the maqashid sharia perspective as an analytical framework. This research was conducted in three fishing villages in Pantai Labu Sub-district, by identifying the potential product diversification that can be produced from marine products. The research method used was a qualitative case study with a descriptive analysis approach</em>. <em>Data collection was carried out through in-depth direct interviews. </em><em>The results show that product diversification such as seafood processing and home industry development has had a positive impact on the income and food security of fishing communities. In addition, this empowerment also encourages the achievement of Maqasyid Sharia objectives, such as increased income that safeguards wealth (al-mal), increased skills that support the intellect (al-aql), and family welfare that supports offspring (an-nasl). However, despite its great potential, product diversification often faces various challenges in business development, such as capital constraints, limited market access, and lack of product innovation</em> </em></p><p> </p></td></tr></tbody></table>Riski Ardila SariRahmat Daim HarahapNurul Jannah
Copyright (c) 2024 BASKARA : Journal of Business and Entrepreneurship
2024-10-312024-10-317110511710.54268/baskara.v7i1.24367Optimizing Ecotourism Management Strategies for Mangrove Forests: A Maqashid Sharia Approach in Batu Bara Regency
https://jurnal3.umj.ac.id/index.php/baskara/article/view/24495
<em><span lang="EN-US">Mangrove ecotourism was developed to promote the welfare of local communities by leveraging natural resources in a sustainable manner. This study investigated strategies to increase visitor numbers to Batu Bara Mangrove Park (BBMP) and improve the socio-economic conditions of the surrounding community. A descriptive mixed method was utilized, employing SWOT (Strength, Weakness, Opportunity, Threat) analysis to analyze data collected through interviews, observations, and questionnaires. The research sought to understand key factors contributing to the growth in visitor numbers while addressing challenges faced by park management. Additionally, the study included a welfare analysis based on the principles of Maqashid As-Syariah, which provided an Islamic perspective unique to this research. The findings identified various strategies that could be implemented to better meet visitor needs and preferences, enhancing the overall visitor experience. These strategies focused on improving facilities, services, and aligning development efforts with tourist expectations. By doing so, BBMP could establish itself as a more appealing and sustainable ecotourism destination. The study concluded that addressing visitor satisfaction through tailored development strategies not only holds the potential to increase tourism but also significantly contributes to the economic and social welfare of the local community. This research offers valuable insights into the sustainable management of ecotourism in similar regions.</span></em>Mhd. Alwi Syam HusyairiZuhrinal M Nawawi
Copyright (c) 2024 BASKARA : Journal of Business and Entrepreneurship
2024-10-312024-10-317111813110.54268/baskara.v7i1.24495Improvizing West Java MSMEs Using Quality Service Gaps Model
https://jurnal3.umj.ac.id/index.php/baskara/article/view/24376
<em><span lang="EN-US">This study aims to understand the challenges and opportunities for the development of Micro, Small and Medium Enterprises (MSMEs) in West Java. With a very large number, MSMEs in West Java have great potential to drive economic growth. However, various obstacles such as access to capital, information, and technology are still an obstacle. This research proposes the application of the Service Science framework to map the MSME ecosystem and identify opportunities for service innovation. Thus, it is expected to increase the competitiveness of MSMEs and make a greater contribution to the regional economy. This research reveals that MSMEs in West Java face significant constraints in terms of access to capital, information, and technology. Through in-depth interviews with 8 MSME owners, this research aims to understand in-depth the challenges and opportunities faced by micro, small and medium enterprises. Thematic analysis of the interview data identified a gap between the ideal conditions that MSMEs desire and the actual conditions they experience. Using the Service Quality Gap Model, this study created four action plans to improve MSMEs in West Java. By addressing the identified gaps and encouraging collaboration between MSMEs, government, academia and industry, the Sadulur platform can catalyze the sustainable growth and development of MSMEs in West Java. These gaps, which we refer to as 'customer gaps', are manifested in four main themes: 1) the potential for MSMEs to create innovative products more easily, 2) the need to develop a strong business foundation and build sustainable brand value, 3) the importance of improving business processes and management to increase efficiency, and 4) the need to build good relationships with external parties to expand networks and business opportunities. These findings form the basis for formulating an action plan to improve the quality of services provided to MSMEs.</span></em>Afisindika Fadhilah H PutriSanti Novani
Copyright (c) 2024 BASKARA : Journal of Business and Entrepreneurship
2024-10-312024-10-317113214310.54268/baskara.v7i1.24376