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Machine generated contents note: Important Message to the Individual Reader A Note on Vocabulary and Cultural Differences xvii A Note on Our Perspectives and Prior Work Notes and Acknowledgments Notes ch. 1 Business and IT in Turbulent Times Turbulence and Uncertainty Challenge Enterprises This Is Not about Alignment (Entirely) The Problem of Business and IT Relationships Strategic IT Management Changes the Mental Models about IT in the Enterprise To Whom Are We Writing? Who Is Our Audience? Whose Mental Models Are We Changing? ch. 2 The Barrier: Trust and Partnership Trust and Performance Are Highly Correlated Trust and Partnership Are Highly Correlated Context and Performance Affect Trust and Ability to Partner Trust and the Total Value Performance Model Trust and Governance A Case of Broken Trust The Role of Executive Leadership ch. 3 A Staircase to Trust What Is Trust? Dimensions of Trust Contents note continued: Trust Improves Business Performance Can Trust between Business and IT Be Built? Personal Trust versus Organizational Trust Maslow's Hierarchy of Needs and IT Business Requirements for Total Value Performance How Does Trust Affect IT Strategy in Turbulent Times? Producing Business Outcomes-An Assessment References ch. 4 IT Strategy in Turbulent Environments Change and Turbulence Defined How Do Organizations Cope with Change and Turbulence? Assessing Turbulence in the Enterprise Organizational Capabilities and Environmental Turbulence How Do IT and IT Management Cope with Turbulence and Change? Producing Business Outcomes Despite Turbulence and Uncertainty: An Assessment ch. 5 Turbulence in Information Technology History of Technology Turbulence The Impact of Technology Turbulence Enterprise Implications Based on Turbulence in IT Technology Turbulence Assessment Contents note continued: References ch. 6 The Effects of IT Sourcing The IT Services Supplier as a Strategic Concern Strategic IT Outsourcing The Impact of Trust and Turbulence Looking Ahead Strategic IT Management Principles for the Business and IT Relationship A Scorecard for Strategic IT Management Principles Note ch. 7 Requirements for Strategic IT Management The Impact of Turbulence and Trust The Impact of Turbulence The Impact of Trust Turbulence and Trust: Requirements for Business-IT Partnership Demand and Supply Management of IT Demand and Supply Impact on Outsourcing To Conclude: The Need for Relational Governance Self-Assessment: IT Competencies ch. 8 The Service Relationship IT Is a Service Business Service Performance Is the Foundation for IT Credibility and Trust IT Service Management Is Critical So What? Conclusion and Scorecards Scorecard Evaluation Contents note continued: Notes ch. 9 The Partnership Relationship Reasons for the Business-IT Partnership Defining the Business-IT Partnership Dealing with Culture, Behavior, and Silos Implementing the Business-IT Partnership Engaging the Business Implementing Partnerships Requires Agreement on Roles for the Partners Is This a Real Problem? "Teaming" Is the New Partnership Partners Exist at Every Level Summary Partnership Scorecards ch. 10 The Leadership Required Goal #1: Leadership Is Required for Partnership, Trust, and Common Goals Goal #2: Leadership Requires Leaders-and a Good Understanding of the Leadership Requirements Goal #3: The Requirements for (Proactive) Transactional Leadership Goal #4: The Requirements for Transformational Leadership Goal #5: Leadership Is Earned through Credibility, Trust, and Culture Leadership Scorecard ch. 11 Enterprise IT Capabilities Contents note continued: Connecting IT Value, IT Competence, and Enterprise IT Capabilities Connecting IT Capability with IT Methodologies and Processes Breaking Down the Barriers between IT and Business: Enterprise IT Capabilities Enterprise IT Capability Overview The Core Ideas for Enterprise IT Capabilities Assessing Enterprise Performance against Requirements Reviewing the Initial Enterprise IT Capability Assessments IT's Capability to Change: The IT Dynamic Capability Reference Seven Fundamental Capabilities of the Enterprise Good Methodologies and Processes Aren't Enough The Challenge to CEOs and ClOs: What Exactly Should Be Done? Strategic IT Management Applies to More than Just the Current IT Organization(s) Business Outcomes Are Required ch. 12 Strategic Enterprise IT Capabilities and Competencies Enterprise IT Capability: Planning &​ Innovation Contents note continued: Strategic IT Management: The Systemic Capabilities for Producing Outcomes for Planning &​ Innovation Strategic IT Management: The Business Outcomes for Planning &​ Innovation What Is the Current Status with Planning &​ Innovation? Planning &​ Innovation Scorecard Bottom Line: Planning &​ Innovation Performance ch. 13 Tactical Enterprise IT Capabilities and Competencies Enterprise IT Capability: Information &​ Intelligence Enterprise IT Capability: Development &​ Transformation Enterprise IT Capability: Service &​ Resource Optimization Summary: Tactical Enterprise IT Capabilities and Competencies ch. 14 Operational Enterprise IT Capabilities and Competencies Enterprise IT Capability: Service &​ Operational Excellence Enterprise IT Capability: Sourcing Enterprise IT Capability: Cost &​ Performance Summary: Operational Enterprise IT Capabilities and Competencies Contents note continued: ch. 15 Managing Complex Business-IT Relationships Clear Strategic Positioning Formal Organizational Arrangements Trust Example Enterprises Example #1: Angus International Example #2: Global Financial Services Example #3: National Governmental Agency ch. 16 What Should Be Done? Applying Frameworks to Describe the Enterprise The Power of Frameworks Organizational Context Turbulence and Change What Needs to Be Done? ch. 17 Requirements for CIO and IT Leadership Message #1: The CIO and IT Managers Have Important "To Do's" on Their Lists Message #2: The Business-IT Partnership Requires CIO and IT Management Leadership Message #3: Enterprises Need Strategic IT Management and Enterprise IT Capabilities Message #4: The CIO Needs to Manage the Technology Well; This Is Necessary, but Not Sufficient Contents note continued: Message #5: Authority, Control, and "Reporting to the CEO" Are Not Sufficient Message #6: Be Faster; Be Flexible Message #7: An Active, Proactive Leadership Approach Is Required, with Clear Vision Conclusions: For the CIO, What Does Strategic IT Management Offer? ch. 18 Requirements for CEO and Business Leadership Message #1: The Enterprise Needs Strategic IT Management Message #2: Strategic IT Management Requires CEO Leadership for Organizational Context, Culture, and Change Message #3: The CEO Provides the Enterprise Leadership to Generate and Actively Communicate the Business Vision and IT Message #4: The CEO Builds and Supports the Environment for Partnership, Teamwork, Collaboration Message #5: The CEO Builds and Supports IT Governance as Critical to Change Management Message #6: Engage the CMO, CFO, and Board in Strategic IT Management Message #7: Good IT Is Necessary; Do Not Accept Poor Performance Contents note continued: Messages to Business Managers and Professionals Concluding Message to the CEO Self-Assessment for Business Leadership ch. 19 Reflections and Recommendations Summarizing the Enterprise IT Capabilities and Their Importance The Bottom Line.

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Penelitian ini ingin menggambarkan proses penerapan Customer Relationship Management (CRM) untuk membentuk loyalitas pelanggan di konsultan jasa BUMN, yaitu PT Energy Management Indonesia (Persero). Pene!itian ini adalah pene!itian knalitatif dengan desain deskriptif analitis. Hasil penelitian menyaran.kan bahwa konsultan hams mampu menghantarkan nilai jasa yang memilild difurensiasi seloras dengan kebutuhan dan keinginan pelanggannya, kemudian digrdirkan dengan saluran komunikasi pribadi yang tepa! akan terbentuk reputasi perusahaon. Reputasi ini yang membuat konsultan banyak diperbinenngkan sahingga dapat membentuk sikap positif, persepsi bail<, sena kepercayaan pada benak pengguna jasa. Pengalaman baik pengguna jasa juga mernbentuk kepuasan pelanggan yang pada akhimya berpotensi meraih kesetiaan pelanggan. ......This research is designed to analyze the process of Customer Relationship Management in forming a customer loyalty in a state-owned consultant company, PT Energy Management Indonesia {Persero). This is a qualitative research with analytic descriptive design. The result of this research conveys that consultant/ hm; to serve the customer in a good manner. than it will be spread by appropriate personal communication chmmels. such as word of with and personal selling. As a result, the reputation grows. It will surely affect positive view, good perception. and trust of the costumers. Trust and fine experiences that gained have a potential tendency to get customer satisfaction, which at the entry would highly possible reach the customer loyalty.

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Manajemen churn adalah masalah abadi dalam pemasaran produk layanan selular di Indonesia. Telkomsel sebagai operator selular dengan jumlah pelanggan terbesar dan memiliki pangsa pasar hampir dari setengah pasar layanan selular di Indonesia dipilih untuk penelitian ini. Tujuan dari penelitian ini adalah untuk memberikan wawasan dalam mendapatkan pola pelanggan telkomsel yang berpotensi untuk pindah layanan selular dengan melihat faktor ? faktor yang mempengaruhi dalam memutuskan untuk churn atau no churn dengan metode data mining, dan menggunakan algoritma C5.0. hasil yang didapatkan pada penelitian ini berupa model pohon keputusan yang berisikan prediksi pelanggan Telkomsel yang berpotensi untuk churn atau non churn.

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Churn management is an eternal problem in product marketing of cellular services in Indonesia. Telkomsel as a service provider with the largest number of customers and has nearly half a market share of the mobile service market in Indonesia is chosen as topic for this study. The purpose of this study is to provide insight in getting patterns of Telkomsel customers that have the churn potential to the other service providers through observation the factors that influence customers decision to churn or no churn by using data mining methods and the C5.0 algorithm. The obtained result in this study is a decision tree model that contains a prediction of potential Telkomsel customers to churn or non churn.

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[ABSTRAK Penelitian ini memberikan gambaran mengenai fungsi investor relations yang dijalankan di Bank Indonesia. Penelitian ini juga memberikan gambaran mengenai strategi-strategi investor relations yang dilakukan Bank Indonesia dalam menghadapi Masyarakat Ekonomi ASEAN. Penelitian dikembangkan dengan pendekatan kualitatif dan menggunakan teknik wawancara mendalam, dengan bantuan hasil observasi langsung. Hasil penelitian menunjukkan bahwa di Bank Indonesia, fungsi investor relations terbagi menjadi dua, yaitu fungsi business unit yang dijalankan oleh Investor Relations Unit, dan fungsi manajemen hubungan yang dijalankan oleh Departemen Komunikasi. Strategi dari Investor Relations Unit berupa kebijakan-kebijakan yang mendukung posisi Indonesia di Masyarakat Ekonomi ASEAN, sementara strategi dari Departemen Komunikasi berupa strategi komunikasi dari kebijakan yang dikeluarkan departemen lain di Bank Indonesia.

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ABSTRACT ;"This study provides the insights of the investor relations function that" "exists in The Central Bank of Indonesia. This study also provides the insights of the strategies of investor relations that the Central Bank of Indonesia take in facing the upcoming ASEAN Economic Community. This study was developed with a qualitative approach by using in-depth interview, and was completed by the result of observation. The result of the study shows that in The Central Bank of Indonesia, investor relations function was divided in two categories, the function as a business unit that is managed by Investor Relations Unit and the function of relationship management that is managed by Department of Communication. The strategies of Investor Relations Unit are in the form of policies that will strengthen Indonesia?s value in ASEAN Economic Community, while the strategies of Department of Communication are in the form of communication plans of the policies that other departments within The Central Bank of Indonesia create.", "This study provides the insights of the investor relations function that" "exists in The Central Bank of Indonesia. This study also provides the insights of the strategies of investor relations that the Central Bank of Indonesia take in facing the upcoming ASEAN Economic Community. This study was developed with a qualitative approach by using in-depth interview, and was completed by the result of observation. The result of the study shows that in The Central Bank of Indonesia, investor relations function was divided in two categories, the function as a business unit that is managed by Investor Relations Unit and the function of relationship management that is managed by Department of Communication. The strategies of Investor Relations Unit are in the form of policies that will strengthen Indonesia’s value in ASEAN Economic Community, while the strategies of Department of Communication are in the form of communication plans of the policies that other departments within The Central Bank of Indonesia create."]

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Perkembangan teknologi setiap tahunnya semakin berkembang lebih maju dan cepat, salah satunya adalah dalam hal penggunaan internet. Dengan semakin banyaknya pengguna internet dan pelaku industri telekomunikasi di Indonesia sehingga menimbulkan persaingan ketat antar perusahaan telekomunikasi. Oleh karena itu, perusahaan telekomunikasi harus meningkatkan daya saing mereka dengan cara mempertahankan pelanggan dan pemanfaatan teknologi, serta melakukan pengukuran tingkat kematangan dalam skala aktivitas atau proses bisnis. Penelitian ini bertujuan untuk mengetahui perilaku pelanggan melalui segmentasi pelanggan berdasarkan Customer Lifetime Value (CLV) dengan pendekatan model Recency, Frequency, dan Monetary (RFM), melakukan pengukuran tingkat kematangan proses bisnis terkait Customer Care berdasarkan framework eTOM, dan merancang rekomendasi peningkatan loyalitas pelanggan untuk setiap segmen. Metode K-Means Clustering digunakan untuk melakukan segmentasi pelanggan yang menghasilkan 4 klaster dan nilai CLV dipakai untuk menentukan nilai dari setiap klaster pelanggan dengan variabel RFM. Kemudian pemetaan klaster menggunakan Customer Value Matrix (CVM) dilakukan untuk memastikan karakteristik klaster pelanggan. Kemudian nilai CLV digunakan sebagai bobot pengukuran untuk melakukan pemeringkatan dengan metode TOPSIS (Technique for Order Preference by Similarity to Ideal Solution) pada 10 alternatif yang diusulkan kepada para ahli untuk dapat diterapkan oleh perusahaan telekomunikasi sehingga meningkatkan loyalitas pelanggan dan meningkat daya saing perusahaan. ...... The development of technology is growing more advanced and faster every year, including in terms of internet usage. The number of internet users and telecommunication industries in Indonesia increasing continuously, it has created high competition between telecommunication companies. Therefore, telecommunication company need to improve their competitiveness by retain loyalty customers and utilizing technology and also have a maturity level measurement in activities or business processes. The purpose of this study are to determine customer behavior through customer segmentation based on Customer Lifetime Value (CLV) using the Recency, Frequency, and Monetary (RFM) model, measure the maturity level of business process related to Customer Care based on the eTOM framework, and design recommendations to increase customer loyalty for each segment. Customers are segmented using the K-Means Clustering method, which yields four clusters, and the CLV value is used to determine the value of each customer cluster with the RFM variable. The Customer Value Matrix (CVM) is used to determine the characteristics of the customer clusters through cluster mapping. Then the CLV value is used as a measurement weight to rank with TOPSIS (Technique for Order Preference by Similarity to Ideal Solution) method on the 10 alternatives proposed to the experts to be implemented by telecommunication company so they can increase customer loyalty and increase company competitiveness.