MM BLENDED LEARNING

BINUS BUSINESS SCHOOL

MGMT8043 – Leadership & Human Capital
Management

CASE STUDY Period 2

 118-0214-002
November, 2018
Internal Version for BBS Use Only

YUNITA KARTIKA SARI

ANITA MAHARANI

HARRIS HOTELS: CONNECTING THE DOTS BETWEEN

HARRIS DAY AND CSR

Marc Steinmeyer, founder of TAUZIA Hotels, was thinking about how to raise community
awareness of HARRIS Hotels’ existence as a local hotel with an international network. He also
wondered what was the best formulation of CSR to make an impact for both HARRIS Hotels and
the community.

HARRIS Hotels has organized HARRIS Day every year since 2005. This was HARRIS Hotels’
anniversary celebrations which were combined with HARRIS Hotels CSR and marketing program
and implemented at all HARRIS Hotels in Indonesia. Even though it had been implemented for 10
years with various themes and activities, unfortunately the results achieved did not make a
significant impact for the community and HARRIS Hotels.

Marc wondered how to formulate a program for HARRIS Day to support the sustainability of
HARRIS Hotels. Moreover, he had no idea how to encourage HARRIS Hotels’ stakeholders to
accept the program and execute it successfully. Marc realized that he still had work to be done at
the end of the first quarter of 2016.

TAUZIA Hotel Management

TAUZIA Hotel Management (THM) was founded by Marc Steinmeyer on August 8, 2001 1.
Inspired by Steinmeyer's love of nature, photography, and painting, his new company was
named TAUZIA. He was inspired by a species of oak tree with 1,000 varieties.

TAUZIA Hotel Management (THM) provides hotel management service with a vision to build a
blend of culture in management style and product development while promoting diversity in
hospitality industry.2

Once established, THM got an exclusive contract for five years from Accor Group to develop the
Accor hotel chain which consists of Novotel, Sofitel, Ibis, and Mercure in Indonesia. Steinmeyer’s
25 years of experience in the Accor hotel chain and his educational background in hospitality
management in Switzerland, brought success for him and THM in developing the Accor hotel
chain. TAUZIA also had an exclusive contract to develop the Accor Catering Division (Compass) in
2001 to 2003.3

1
https://tekno.kompas.com/read/2010/06/18/0003578/Marc.Steinmeyer:.TAUZIA.Kembangkan.HARRIS.dan.Pop.HARRIS
2
https://www.tauziahotels.com/en-US/News/HARRIS-Hotels-celebrates-World-Health-Day-2018
3
https://swa.co.id/swa/listed-articles/debut-cemerlang-marc-steinmeyer-di-jagat-perhotelan

Anita Maharani & Yunita Kartika Sari prepared this case from field sources under BCC’s supervision. BBS cases are developed solely as the
basis for class discussions. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or
ineffective management

Copyright © 2018 BINUS Case Center. To order copies and request permission to reproduce materials, call 62-21-720-2222 or go to
http://international.binus.ac.id/rnd. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or
transmitted in any form or by any means-electronic, mechanical, photocopying, recording, or otherwise – without the permission of BINUS
Case Center.
118-0214-002 HARRIS HOTELS: CONNECTING THE DOTS BETWEEN HARRIS DAY AND CSR

Although at that time the hotel business was not very encouraging, Steinmeyer remained stay in
Indonesia. His love for Indonesia encouraged him to create his own hotel brand. The first hotel
was HARRIS Hotels & Resorts, Batam. It was launched in 2002. In its development, Tauzia Hotel
Management launched several HARRIS Hotels in several cities in Indonesia.

In 2004, TAUZIA established TAUZIA Building Management Services which handled property
management. The first project was Ciputra property in Hanoi, Vietnam. Ciputra needed technical
assistant from TAUZIA to set up good quality management for their new apartment venture.

Furthermore, THM established a special Estate Management & Consulting Services to focus on
condominium operations.4

HARRIS Hotels – The Masterpiece

"The name HARRIS impressed the West, but in Indonesia it's also popular and touches everyone
because it refers to anyone's name; I want the name of this hotel like a person's name," said
Marc Steinmeyer, founder of THM.3

The first HARRIS Hotels was launched in Batam in 2002. HARRIS Resort Waterfront provides a
magnificent resort facing the strait of Singapore offering various water activities. In the same
year, HARRIS Hotels Tuban was launched in Bali. Answering the needs of tourist’s high demand
for accommodation, HARRIS launched several hotels: HARRIS Resort Kuta in Bali (2004); and
HARRIS Hotels Tebet in Jakarta (2005). Although the global financial crisis had a considerable
impact on the hospitality business, THM stayed enthusiastic and launched several HARRIS Hotels.

Following the success, TAUZIA Hotel Management manages several brands as follows: 2
▪ Préférence – a label for a collection of charm boutique hotels
▪ HARRIS Vertu – upscale hotels bearing the concept ‘Joy of Life’
▪ HARRIS – midscale hotels promoting a healthy lifestyle
▪ FOX HARRIS – midscale hotels with contemporary and adaptable design
▪ YELLO – the netizens’ new economic hotels
▪ POP! – budget hotels for smart & eco-friendly travelers

For its success, HARRIS Hotels was awarded the 'Best Mid-Range Hotel Chain Award' at the
Hospitality Investment World Indonesia Hotel Awards 2013 event. HIW Indonesia Hotel Awards
rewards and recognizes the hotel chain and its development in Indonesia with diverse sizes and
specific market segments.5

HARRIS Hotels Brand Transformation

"Marc has always stressed that each brand should be a means of communication of a particular
message and can be as an identity and direction for future development. It applies to all hotel
brands developed by THM," said Yani Sinulingga, Corporate Communication THM. 6

4
https://tekno.kompas.com/read/2010/06/18/0003578/Marc.Steinmeyer:.Tauzia.Kembangkan.HARRIS.dan.Pop.HARRIS
5
https://www.wartaekonomi.co.id/read8576/news_post.php
6
Interview with Yani Sinulingga, Corporate Communication THM, 20 April 2018

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118-0214-002 HARRIS HOTELS: CONNECTING THE DOTS BETWEEN HARRIS DAY AND CSR

HARRIS Hotels offers the concept of healthy lifestyle and exposes local products. It was
inseparable from Marc's interest in a healthy lifestyle.

"In line with the hotel concept, HARRIS Hotels only provides fresh juice without sugar and ice
and also jamu (Indonesia herbal drink) in the bar. HARRIS Hotels provides Indonesian food using
fresh local ingredients and without MSG," said Yani.

In its journey, HARRIS Hotels brand experienced three periods of transformation but still hold on
healthy lifestyle concept. "Simple, unique and friendly" was HARRIS Hotels’ theme when it first
launched in 2002. It was taken from THM theme as HARRIS Hotels operational management.
The second transformation in 2010 took a theme "Brighter Side of Life". HARRIS Hotels strived
for a better being for all communities by making healthy lifestyle as their key drive. The third
transformation took place in 2018 with the theme “Stay bright”. It is in line with the growth of
HARRIS Hotels in the hotel industry which is more mature and professional. "The HARRIS Hotels’
transformation was marked by a change of the HARRIS Hotels logo and campaign,” said Katrin
Novatio, Corporate Social Responsibility Manager THM.7

HARRIS Day

Beginning with a desire to have a momentum of togetherness of all employees and guests,
HARRIS Hotels launched HARRIS Day in 2005 as the celebration of HARRIS Hotels’ anniversary.
It is a marketing program which launched a variety of programs such as free stays for hotel
guests who were named HARRIS, and staff parties,” said Katrin Novatio. 3

At the end of 2008, HARRIS Hotels launched a program "Pay what u want for HARRIS Day."
Guests who were staying at HARRIS Hotels chains were free to pay at a price they deemed
appropriate.3

In previous years, starting in 2005, HARRIS Hotels surprised the hospitality world by launching
HARRIS Slippers. Slippers were uniquely designed with orange color dominance as a hallmark of
HARRIS Hotels & Resort. They were produced in limited numbers.

HARRIS Fun Bike

Big changes occurred in 2010. Everyone was enthusiastic to ride a bike, not only for exercise on
Monday at car free day but also riding a bike to go to work every day. Driven by lifestyle trends
that occurred at that time, HARRIS Hotels launched HARRIS Fun Bike in Jakarta and partnered
with the Bike to Work community (see Exhibit 1). The event was held to encourage people to
stay healthy and exercise in accordance with HARRIS Hotels efforts to promote a healthy
lifestyle.

"Harris Fun Bike is a real picture of a hotel as a place that is not just a resting place, but also as a
supporting tool for the dissemination of a campaign that is beneficial to the community," said
Marc Steinmeyer.8

Simultaneously held in four cities: Jakarta, Bali, Bandung and Batam, the 2 nd Harris Fun Bike was
launched on December 11th, 2011. Targeting 400 participants in each city, this activity was
themed "Go Cycling Go Healthy" as the vision of HARRIS Hotels was a healthy lifestyle.9

7
Interview with Katrin Novatio, Corporate Social Responsibility Manager THM, 20 April 2018
8
http://www.thetraveljunkie.org/HARRIS-fun-bike-logo-baru/

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118-0214-002 HARRIS HOTELS: CONNECTING THE DOTS BETWEEN HARRIS DAY AND CSR

HARRIS Hotels celebrated its first decade in 2012 by launching a book titled: 10 tahun fotografi
bersama HARRIS. “When we created the HARRIS concept 10 years ago, we were determined
that HARRIS was not a typical hotel brand. HARRIS was a lifestyle with a mission of promoting
healthy lifestyles and the art of photography, "said Marc Steinmeyer. HARRIS Hotels also
organized the 3rd HARRIS Day Fun Bike in 4 cities: Jakarta, Bandung, Bali, and Batam.10

HARRIS Day and TAUZIA Equal Chance

Starting in 2013, funds collected from HARRIS Day ticket sales were donated to TAUZIA Equal
Chance (TEC). TAUZIA Equal Chance is a sustainability development program by integrating
social concerns in THM’s daily business operations. As a realization of TAUZIA’s values – Think of
Others and Act as a Good Citizen, this program is fully supported by hotels under the TAUZIA
network by providing educational support and the right framework towards a better future.11
THM is committed to support over 2000 underprivileged children per year with THM’s strategic
partner ISCO Foundation (see Exhibit 2). Known as Yayasan ISCO in Indonesian, it was founded
in 1999 as a non-government organization, whose particular focus was enabling children who
lived in poverty to receive an education and achieve their full potential as productive,
responsible and caring citizens of Indonesia.12

The following year, HARRIS Fun Bike was held simultaneously in five cities, which were Bandung,
Bali, Batam, Jakarta and Malang. It was attended by more than 4,000 participants. The activities
were fun bike, Sunday market and carnival. In 2015, HARRIS Fun Bike was conducted in Batam.
It was aimed to assist the government to attract foreign and local tourists to come to Batam as
well as intended to raise funds for the CSR program THM for TEC. The theme was "Back to the
1980s".

Every year HARRIS Fun Bike increased the target of participants. Approximately 10,000
participants joined HARRIS Fun Bike which provided a series of activities related to healthy
lifestyle such as fun bike, competition to decorate bikes, games and other activities involving
family members. Taking a carnival theme, it was held in six cities: Batam, Bekasi (Jakarta,
Bekasi, Sentul and Bandung), Bali, Malang (Surabaya, Malang), Pontianak, Samarinda and 50%
of the funds collected from the sales tickets were donated to TEC. 13

Learning from HARRIS Fun Bike 2016 that required a lot of preparation and operational costs,
HARRIS Day in 2017 was much simpler but still reached the target. The funds collected from the
HARRIS Day implementation were quite satisfactory. Therefore, the donation for TEC increased
every year as shown in Exhibit 2.
The Challenges

It was not easy to carry out activities involving many people and simultaneously in different
areas. "Those who successfully organized HARRIS Fun Bike got a great chance to be known
throughout the hotel chain and had good opportunities for their career development," said Yani.
Further she said, "the biggest challenge was to determine the theme and concept of HARRIS Fun
Bike because it had to accommodate many things such as brand development and budget
allocation. The most important thing was the committee because it consisted of internal

9
http://batam.tribunnews.com/2011/12/06/harris-hotel-adakan-fun-bike
10
http://marketeers.com/HARRIS-hotels-gelar-HARRIS-day/
11
https://www.tauziahotels.com/en-us/About-Us/CSR
12
http://www.iscofoundation.or.id/aboutus/ourprofile
13
http://mix.co.id/marcomm/brandactivation/indonesia-experiential-brand-activation-HARRIS-day-2016

Page 4 of 8
118-0214-002 HARRIS HOTELS: CONNECTING THE DOTS BETWEEN HARRIS DAY AND CSR

stakeholders who also had high workloads. Moreover, it also took time to select the venue of
HARRIS Fun Bike. The venue must be rotated every year."

"Every mid-year THM and all HARRIS Hotels chain started looking for sponsors to decide the
theme and concept," said Katrin. The GM cluster in each city which was appointed by THM had to
be able to lead the preparation and responsibility for the success of the events. The GM cluster
had to establish the operational team in their area. The THM corp. team (Brand, Marketing,
Event, and CSR) and operational teams in each city coordinated with each other to carry out the
event simultaneously. To boost the excitement of events outside Jakarta, senior managers from
THM Jakarta were sent to each cluster to attend the HARRIS Fun Bike. The evaluation obtained
from each chief operating officer after the event was be an input for the next event’s
preparation.

Recognition for the Hard Work

The hard work paid off. HARRIS Resort Batam was chosen as the Best Family Resort in Asia by
HotelClub.com in 2009 and HARRIS Hotels Kuta got an A + for Tri Hita Karana Accreditation
certificate initiated by Bali Travel News and Bali Tourism Office. This annual prestigious event
was followed by 130 hotels.14

Through the HARRIS Day 2016 program, HARRIS Hotels accepted Indonesia's Most Experiential
Brand Activation Award 2017 for the Best Brand Image & Engagement category from MIX
Marcomm Magazine from SWA Media Group. The award was presented for the company that had
engaged in creative marketing activities. 15

Whats Next?

Although HARRIS Day was on the annual agenda of HARRIS Hotels, it did not mean that the
preparation and execution of the event did not face any obstacles. The allocation of funds, the
distribution of tasks, coordination and stress were obstacles usually faced in the preparation and
execution of this event.

THM and HARRIS Hotels management must be able to detect lifestyles trends in the community
because fun bike trends would not last forever. It is important when designing interesting
concepts for HARRIS Day.

Furthermore, THM actually wants to be able to encourage the desire of internal and external
stakeholders to contribute in fundraising at any time not only during the HARRIS Day events.

14
https://swa.co.id/swa/listed-articles/debut-cemerlang-marc-steinmeyer-di-jagat-perhotelan
15
https://swa.co.id/swa/trends/inilah-jawara-indonesia-experiential-brand-activation-2017

Page 5 of 8
118-0214-002 HARRIS HOTELS: CONNECTING THE DOTS BETWEEN HARRIS DAY AND CSR

EXHIBIT

Exhibit 1. HARRIS Fun Bike 2010 at Jakarta

Source: http://www.thetraveljunkie.org/HARRIS-fun-bike-logo-baru/

Exhibit 2. TAUZIA Equal Chance with ISCO Foundation

Source: https://www.tauziahotels.com/en-us/About-Us/CSR

Exhibit 3. Total Donations from HARRIS Day to TAUZIA Equal Chance

Source: Tauzia Hotel Management

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118-0214-002 HARRIS HOTELS: CONNECTING THE DOTS BETWEEN HARRIS DAY AND CSR

References

https://tekno.kompas.com/read/2010/06/18/0003578/Marc.Steinmeyer:.TAUZIA.Kembangkan.HA
RRIS.dan.Pop.HARRIS

https://www.tauziahotels.com/en-US/News/HARRIS-Hotels-celebrates-World-Health-Day-2018

https://swa.co.id/swa/listed-articles/debut-cemerlang-marc-steinmeyer-di-jagat-perhotelan

https://tekno.kompas.com/read/2010/06/18/0003578/Marc.Steinmeyer:.Tauzia.Kembangkan.HA
RRIS.dan.Pop.HARRIS https://www.wartaekonomi.co.id/read8576/news_post.php

http://www.thetraveljunkie.org/HARRIS-fun-bike-logo-baru/

http://batam.tribunnews.com/2011/12/06/harris-hotel-adakan-fun-bike

http://marketeers.com/HARRIS-hotels-gelar-HARRIS-day/

http://mix.co.id/marcomm/brandactivation/indonesia-experiential-brand-activation-HARRIS-day-
2016
http://bali.tribunnews.com/2017/12/05/ayo-bersepeda-santai-bersama-keluarga-di-HARRIS-day-
2017-dan-menangkan-berbagai-hadiah?page=2

Interview with Yani Sinulingga, Corporate Communication THM, 20 April 2018

Interview with Katrin Novation, Corporate Social Responsibility Manager THM, 20 April 2018

Page 7 of 8
118-0214-002 HARRIS HOTELS: CONNECTING THE DOTS BETWEEN HARRIS DAY AND CSR

About the Author

Yunita Kartika Sari is Case Coordinator of BINUS Case Center at BINUS

University, Jakarta, Indonesia. She has over 19 years working on
educational institution experiencing in some divisions; operations,
academic, continuing education, marketing.
She obtained her Bachelors in Communications Studies from Airlangga
University and Magister Management (focus on International Management)
from IBMT School of Business. She has experiences in teaching
management and marketing.

Anita Maharani has interest in organizational behavior and family

business. Although not yet many writing produced from her, but some of
her writing was the expression of her interest. This was her first case
study written by herself, about how a foundation struggles to sustain their
aim. Anita, is one of faculty members in Binus Business School – S2, she
teach subjects as follow: human capital management, ethics and social
awareness, also leadership and organizational behavior

Page 8 of 8
 110-1202-002
July, 2010
Internal Version: For BBS Use Only

RINI SETIOWATI
HANNA PRABANDARI

ALLIANZ INDONESIA:
LEADERSHIP TRANSFORMATION

When Jens Reisch was appointed CEO of Allianz Life Indonesia in 2003, the company’s
financial figures were far from outstanding. In the early years, Allianz focused on business
expansion by opening branches throughout Indonesia. During that period, Allianz also
attempted to build a strong brand but the company lost Rp. 102.86 billion in 2002. The
situation was exacerbated by the effects financial chaos in the early 2000’s. To resolve the
situation, the new appointee saw that he and his team must work extra miles for the
company to profit.

Considering the company’s difficulties, Jens initiated a major transformation by changing the
marketing process from the branch system to agency system, to the extent that he had to
shut down most of the Allianz branches in Indonesia and lay off hundreds of employees. That
was the toughest decision faced by Jens and the management team during that period.

Jens’ career journey in Indonesia was not easy during that period. He had to make unpopular
decisions to save the company, decisions which created internal and external conflicts as well
as resistance. However, Jens believed that transparency and good communication will clear
the situation, when people understood the company’s burdens.

In addition, during the crisis, Jens had to improve employee productivity by enhancing
motivation, morale, commitment and trust.

Industry Overview

The life insurance industry in Indonesia had grown tremendously in the past few years.
According to the Indonesia Life Insurance Association (AAJI), the life insurance industry
recorded an average annual growth rate of 60%. The industry’s total assets grew from Rp.
14.82 trillion in 1999 to Rp. 141.39 trillion in 2009.

In addition, the industry reported a premium income of Rp. 61.28 trillion, compared to 1999’s
recorded Rp. 5.37 trillion premium income. However, the most substantial growth was in
2007, where assets jumped 89.94% to top Rp. 100 trillion. Investment increased to Rp. 10.9
trillion, a 47.81% growth rate, and premium income rose 73% to Rp 45.4 trillion.

The subprime mortgage and financial crisis triggered by the financial and real estate sectors
in United States in 2008 had negative affects on the life insurance industry in Indonesia,
including a large decline in profits and in Risk-Based Capital (RBC). Industry performance
rebound in 2009 and recorded Rp. 1.58 trillion in total overall investments.

Rini Setiowati assisted by Hanna Prabandari prepared this case from field and published sources. BBS cases are developed to serve
solely as a basis for class discussions and not as endorsements, as sources of primary data, or as illustrations of effective or
ineffective management.

Copyright © 2010 BINUS Case Center. To order copies or to request permission to reproduce materials, call 62-21-720-2222 or go
to http://research.wherebusinessisreal.com. No part of this publication may be reproduced, stored in a retrieval system, used in a
spreadsheet, or transmitted in any form or by any means – electronic, mechanical, photocopying, recording, or otherwise – without
the permission of the BINUS Case Center.
110-1202-002 ALLIANZ INDONESIA: LEADERSHIP TRANSFORMATION

The Government of Indonesia set a minimum capital requirement through Government

Regulation, PP No. 39/2008 which latter was corrected to PP No. 81/2008, whereby each
insurance company must have a minimum equity of Rp. 100 billion. This triggered
consolidations and mergers, and which eventually forced each company to engage in more
efficient business practices, which in turn resulted in industry efficiency.

Since the life insurance industry in Indonesia has low penetration rate compared to other
countries, the industry has definite room to prosper. The total penetration rate for the whole
industry is only 1.6% of Product Domestic Bruto (PDB), way far from Malaysia’s 4.5% and
China’s 20%.

According to Economic Review 2007, in the second quarter of 2007, there were 37.6 million
new policy holders, which is about 17% of Indonesia’s total population. This means that there
are around 207 million still uninsured Indonesians.

Allianz Indonesia

Allianz Indonesia was established in 1981 as a representative office that later became a joint
venture insurance company in 1989 known as PT. Asuransi Allianz Utama Indonesia. In 1996,
Allianz expanded its core business by offering life insurance, health insurance and pension
funds. Allianz Indonesia employs around 900 employees and 8,000 agents in 40 cities
throughout Indonesia, with 600,000 policyholders for general, life, health insurance and
pension funds.

PT. Asuransi Allianz Utama Indonesia

This establishment was founded on December 21, 1989 with the shares of Allianz Asia Pacific
and Africa GmbH (76%) and PT. Asuransi Jasa Indonesia (24%). Its core business comprised
nonlife insurance for retailers, small and medium enterprises (SME), and corporations. It had
38,000 policyholders, seven branches, and 20 point of sales throughout Indonesia.

PT. Asuransi Allianz Life Indonesia

PT. Asuransi Allianz Life Indonesia was established on August 16, 1996 with the shares of
Allianz Asia Pacific and Africa GmbH (99.76%) and Kresna Karya (0.24%). This company
created its market network through the Allianz Planner Network, which consisted of Allianz
Agency and PT. BUSS, with support from 6000 agents/partners from 43 cities in Indonesia.

Changes in Orientation

In the early years, the main focus of Allianz was business expansion. The management team
realized that, in order to grow, they needed sufficient financial resources dedicated to build
infrastructure, in short, to open more branches in more cities. This resulted in considerable
revenue growth as well a steep increase in Allianz brand awareness.

However, as number of branches and employees increased, the company had huge fixed
costs that eventually drained revenues. Allianz reported a loss in three consecutive years: Rp.
44.3 billion in 2000, Rp 97 billion in 2001, and Rp. 102.86 billion in 2002. This happened
despite gross premium income increases from Rp. 121.8 billion in 2000 to Rp. 226.92 billion
in 2001, and to Rp. 417.20 billion in 2002.

There was a shift in strategic business direction after Jens Reisch was appointed as CEO of
PT. Asuransi Allianz Life Indonesia in 2003. Over the next seven years, he moved to resurrect
the company on a number of fronts.

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110-1202-002 ALLIANZ INDONESIA: LEADERSHIP TRANSFORMATION

The first phase (2003-2004) was to turn out the company, considered as the toughest year
for Jens. He had to make the most difficult decisions ever in his professional career. First, he
changed the business system from branch to agency system by reducing branch offices and
changing the status of 200 salespersons from monthly-paid employees to business partners
with no monthly salaries.

The management team handled the situation gracefully when it decided that nobody leaves
Allianz unemployed. With the help of a consultant, the company helped 200 people to find
jobs in other companies.

The second phase (2004-2005) was to expand to multi distribution channels - reaching
customers not only through the agency system but also through all possible ways such as
banks, telemarketers, consultants, website, and so forth.

The final phase (2005-2010) was to fight the market leadership. Allianz set the ambitious goal
known as 2010–ONE, which meant that it aimed to be the number one insurance group in
Indonesia by 2010.

Culture
Allianz employees were guided by the principles known as VCIG (Vision, Core Values, Image
of Success and Goal). VCIG was first introduced in 2006 and launched in February 2007 to
guide employees in their daily tasks.

1. Vision: Allianz Indonesia is the first choice for customers, business partners and
employees. We build long term relationships based on mutual trust.

2. Core Values:
a. Trust: transparent, reliable, understanding, sincere, talk & do to gain
commitment in delivering our vision
b. Respect: Treat our stakeholders in a respectful, caring, and genuine way
c. Customer Focus: Delight our customer by going beyond expectations
d. Creativity: Always seeking new and better ways in everything we do
e. People Development: Continuously develop and empower our staff.

3. Image of Success:
a. Customers: Financially secure company with a well-recognized brand; One
stop solution, Allianz’s promoter, Service beyond expectation
b. Business Partners: Financially secure
company with a well-recognized brand; Strong partnership for mutual
success; Lucrative compensation and incentives; One-stop solution provider;
Flexibility based on mutual benefits; Service beyond expectations
c. Employees: Excellent rewards and
recognition; Positive and conducive office and working environments;
Trusting leadership; Equal opportunities for growth, Proud to be with Allianz

4. Goal: Allianz is the number one insurance group in Indonesia by 2010

The company’s VCIG was expected to embody the working spirit of every employee in the
company, even though it will not be an easy task to change the existing culture and work
environment.

The Allianz work environment emphasized a family atmosphere where people bonded and
knew the good or bad news of each colleague or teammate. Sharing job promotions or
condolences were examples of working in the company’s family atmosphere. Each employee

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110-1202-002 ALLIANZ INDONESIA: LEADERSHIP TRANSFORMATION

was to assist another division when needed; this became one of the requirements for an
employee to be awarded as Employee of the Year.

Jens’ leadership role in the company matched his easygoing and straightforward personality.
He was always helpful when somebody needed assistance.

When Jens first arrived, he had to lay off about 200 employees. As a consequence, the
remaining employees were expected to multi-task. For instance, a secretary had to support
several departments instead of only one. The productivity of each employee increased.

Jens Reisch
Jens Reisch was born in Stuttgart, Germany on April 8, 1966. He started his career at 17 as
an apprentice in Allianz Life Insurance, Germany in 1983. He was assigned to the mortgage
department two years later. He first came to Indonesia in 1992 as a special trainee for Allianz
Utama Indonesia for six months. In 1996, he was assigned as Sales and Marketing Director in
Allianz Life.

Jens dedicated his 20-year career life to Allianz, gained a wide range of insurance experience
from operations and training to sales and marketing. He grew and faced the ups and downs
with the company. “I am what I am today because of my commitment to Allianz,” he said.

He saw the drawbacks of his having no work experience in other companies. To overcome
these disadvantages, he read a lot to understand a bigger picture of the insurance business.

Colleagues, friends and acquaintances saw Jens as a person who communicated with people
from many different levels. “Sometimes, I am too approachable,” he said. Language was not
a major barrier for him since he spoke Bahasa Indonesia very fluently. This was one of the
reasons why he was popular among business partners and the media.

His energy and passion were in several areas. He was busy ensuring smooth operations. He
balanced in his life with tennis and jogging on Wednesdays. Travelling, diving and mountain
climbing were three things he enjoyed very much although these were now more difficult due
to his hectic working schedule.

Leadership in Allianz

In the past few years, Allianz leader had been trying to improve employee commitment to
boost company’s performance and become an industry leader. With this common goal,
everyone in the company was expected not only to contribution significantly but also to
synergize each unit with the other units. And a strong leader was needed to ease the
process. Jens was outstanding at getting people together, setting clear goals, executing tasks
and communicating vision, as well as other elements for the organization’s development.

One of the instruments he used to improve coordination among units and between Allianz
Life and Allianz Utama was the Country Committee Meeting – a monthly management
meeting, as well as other regular cross functions or cross department meetings.

As a leader, Jens was considered as a very detailed person. “He takes notes, everything is
written, and he remembers things,” said Allianz Syariah Director Ibu Kiswati Soeryoko. “He
was very open to input from subordinates but, at the same time, he could be very
disappointed when his subordinates could not perform,” she added.

Jens contributed much to the building of the corporate culture. He was a friendly and out-
going person who cared for his employees and business partners. In every event, he did not

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110-1202-002 ALLIANZ INDONESIA: LEADERSHIP TRANSFORMATION

hesitate to talk or dance with them. “He could be the first to send birthday greetings to
employees and business partners,” said Ibu Kiswati.

“He cares for his people so much and, at the same time, encourages them to perform their
best,” said Bapak Mursosan Wiguna, Director of Human Resources and Compliance Allianz
Life.

Jens described his leadership style at Allianz: transparency, performance-oriented,

communicative, and setting examples. “Transparency was a key here. My job here was to
build reputation. Our product was intangible; reputation and brand were the keys for us to
build trust. Trust was the most important aspect in our business, and our most valuable
assets were people, not products. My priority was how to develop my people and provide the
best services to our clients,” said Jens.

No matter how busy he was, he always tried and answered every email. “I answered every
email, even if only with a short sentence saying thank you, or please comment, or to ask
questions.”

He knew that the higher the position, the more problems must be faced. He said that 70% of
his job was problem-solving. ”I was paid by Allianz to give a positive energy to this office. I
did not want people guessing whether I am in a good or in a bad mood. I tried and work
professionally, and motivated people around me,” said Jens.

People Development

People are one of the essential elements of company success, prosperity, and growth said
Bapak Handojo Kusumo. “Allianz is in the growing phase where employees are playing a
crucial factor in determining our company success.”

Having qualified and capable employees would definitely make a company perform better.
Thos starts with good company recruitment.

“There are two kinds of people in this industry: those with technical skills and those with
interpersonal skills. It is relatively easier to build technical competencies but to teach
interpersonal skills is a challenge. A person with interpersonal skills is a key when I recruit my
people,” said Jens.

“For people who hold management positions, however, there are additional requirements.
‘They are expected to have leadership skills, are performance–oriented, and have good
communication skills,” Jens said.

Maintaining human resources could be achieved by providing employees with a clear career
path at each level of the company.

“Getting new employees into the company is much more expensive compared to retaining
employees. We can retain employees with career development and knowledge development,”
said Pak Handojo.

The People Development program is designed to upgrade employee knowledge, skills, and
abilities. It is a set of ongoing activities and programs. Towards this objective, Allianz initiated
the Allianz Indonesia Corporate University (AICU) program, an integrated human resources
development plan, launched in July 2008.

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110-1202-002 ALLIANZ INDONESIA: LEADERSHIP TRANSFORMATION

Allianz Indonesia Corporate University (AICU)

AICU was established as an educational institution to facilitate Integrated People
Development, an integrated division for agency staff and business partners. AICU was
expected to be a comprehensive and integrated human resources development in Allianz.

AICU had three areas: the Management Academy for Allianz employees, the Agency Academy
for agency people, and the Bancassurance Academy for Bancassurance salespersons.

“When a company is in a growth phase, it is very important to have a leader who puts a
great emphasis on people development,” said Bapak Handojo.

AICU improved not only its employees’ technical skills, it also shaped company culture. People
from Allianz Life and Allianz Utama or people from different departments and units get
acquainted through their involvement in AICU.

Eacjh Allianz staff in AICU program is trained to be a facilitator in the Training The Trainer
program, and recognized as a Learning Champion (LC). These LCs spend eight working hours
to teach one class of 30 to 40 people. Allianz categorized Learning Champions in three levels
of achievement: bronze, silver, and gold. As of July 2010, there were 33 Bronze LCs, 69 Silver
LCs, and 3 Gold LCs.

After four years of its establishment, Allianz had full-time trainers. The company limited
outside consultants to specific trainings. “We believe that everyone can train, including me,
and contribute to Allianz Community,” said Jens.

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 118-0209-001
December, 2018
Internal Version for BBS Used Only

ANITA MAHARANI

THE BALLADS BETWEEN AREMA AND JOKO SUSILO:

INSEPARABLE OR ELSE?

"We are not lucky, not the team, but I am Joko Susilo who is not lucky, once again not the team,
but I am the less fortunate," Joko Susilo repeatedly answered the reporter's question.

Arema, failed to reach top tier at League 1 on October 2017. Joko Susilo or known as “Getuk”
competence as primer coach is tested again. The failure was not making the Management
decided to put a red value on Joko’s KPI. The management still wanted to give another chance to
Joko to be part of this team, and it was not his first “come back”. In spite of his loyalty, and
management trust, will Arema move on from Joko, or else evaluate their strategy to achieve
better result together?

WHO IS AREMA FC

On 1987, Arema FC or Arema (former known as Arema Malang), is a soccer club from Malang,
East Java, Indonesia. This club was founded on 11th August, 1987, and has nickname “Singo
Edan”. Arema is the icon of Malang Raya (Malang City, Malang Regency, Batu) and surroundings.
The society is very proud of the team, and to appreciate the team, they build lion statue to every
corner of the street. The team has loyal supporter, and called themselves “Aremania” for boys
and men, and “Aremanita” for girls and women.

Dirk “Derek” Sutrisno (the late) was probably the man behind Arema. Derek established Armada
86, and on that perfect day, Armada 86 collaborate with Arema, then they form a new name
“Aremada”. It took a short time to have this name, because a few months after Aremada was
established, one who has authority change the name to Arema 86. Derek, was struggling at that
time, to maintain the team, but financially, the fact was on a way around.

Acub Zaenal, then take his part. He, quickly jump in to the situation, and save Arema 86. After
the take over, the management change Arema 86 to be Arema, and at the same time establish
Arema Galatama on 11th August 1987 (then afterwards, this date was set up to be the day Arema
celebrate their bornday).

AREMA MALANG: THE LEGEND MUST LIVE FOREVER

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. Arema
stands for Patih Kebo Arema from Singosari Empire. Kebo’s achievement was outstanding at that

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discussions. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective
management

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118-0209-001 THE BALLADS BETWEEN AREMA AND JOKO SUSILO: INSEPARABLE OR ELSE?

time, he succeed defeated Kelana Bhayangkara’s rebellion. Also, when he and the empire troops
succeeded defeat the Cayaraja’s rebellion. And many of other achievement, that written in
Javanese literature “Kidung Harsawijaya”.

But, for some people, Arema was the acronym of Malang’s specific community “Arek Malang”.
Soon after this community established, it become subcultures, along with identity, symbol and
character to people of Malang. Arek Malang, as a community builds their reputation and
existence through rock and sports. And in addition, not many of us know that Arek Malang also
have boxing besides soccer, but soccer is the one that considers as Malang’s pride.

HOW THEY LIVE

To participate in a match, is to spend money, and it is not free. This also happen to Arema, that
need money to finance their participation, hundreds to billion rupiahs. To what it costs? These
are the components, club’s operational (team’s salary including coach and player, team exercise,
home/away match operational, funding for junior team, et cetera), office needs (staff salaries
and management, company’s’ administration, and et cetera)

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. the Football
Association of Indonesia freeze Indonesian League Competition (LSI) or known as Qatar National
Bank (QNB) League on 2015, and this policy happened since the government freeze the Football
Association of Indonesia for reformation reasons. Arema was threatened to be left by their
sponsors, management of Arema claimed they lose Rp. 5 billion, and not including the
operational costs of the team during training and preparation during match. The following years,
was a bright day for Arema, the club received plenty of funding from new sponsor, Torabika and
in billion rupiahs. Later, sponsors of Arema FC during 2017 are: BEON.co.id, Ijen & Suites Resort
and Convention Malang, Corsa, Nusanet (Internet Service Provider), Specs, Guna Bangun
Perkasa, IM3 OOREDOO, Torabika.

AREMA MALANG: IT WAS ONLY BUSINESS

Not many of us know that Malang has two soccer teams that have almost the same name: Arema
FC and Arema Indonesia. People, would only notice easily that nowadays only Arema FC exist, in
fact, one plays in the highest caste, the other one will only perform in the Nusantara League
(Liga Nusantara). What are the other differences?

It was starting from the dualism of competition, Indonesia Super League (ISL) and Indonesia
Premier League (IPL). ISL established in 2008, and only clubs that were not under national
budget may play in this competition that sponsored by PT. Djarum. While, IPL was established in
2011, where at that time Football Association of Indonesia (PSSI) was busy with their internal
conflict, then no exercise for soccer club to examine their socces ability. But it was only because
of money, why there were ISL and IPL? Why not only one competition? It was because the
opportunity to gain sponsor from private company, and meaning that clubs will able to finance
the activities, and for sure they can retain their player with proper salary. Since ISL and IPL exist,
many of soccer player get benefits and able to improve their quality of life.

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118-0209-001 THE BALLADS BETWEEN AREMA AND JOKO SUSILO: INSEPARABLE OR ELSE?

Back to Arema case, as a domino effect, clubs that exists at that time broke out, with plus minus
existing competition, Arema choose to play in IPL. From the name Arema Malang they changed
the name to Arema Indonesia.

Why they kept changing their names was because of business, Bakrie Group acquired Arema that
play in Indonesia Super League, and happen because of collaboration between PT Pelita Jaya
Cronus with Arema on 2012, then the consequences, then apply on the name of the group.

Then, this dualism took place in the club, where there were two parties claimed to have rights to
operate Arema. While ownership between this two club (Arema FC and Arema Indonesia) was
contested, there was party that form Arema Cronus (whose player was in fact Arema Indonesias
player), and later, Arema Cronus change their name to be Arema FC. Administratively, there were
two names of Arema club, one is Arema FC, the other is Arema Indonesia, and Arema FC was the
reformation of Arema Malang and later change to Arema Cronus; while Arema Indonesia was still
listed in PSSI (football association of Indonesia).

JOKO’S ATTEMPT TO AREMA

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. Consistently, he also known as “job hopper”, where the longest
career in one club is three to five years, but most of it only last for one year.

His career in Arema started on 1992/1993’s soccer season. He joined this club, and
successfully accompany Arema won Galatama Championships. He stays in the club for
three years or around 1995, and on 1996 he decided to resign and join PSM Makassar for
one year, then he moved to Persija Jakarta, stays in the club for one year, and on 1998, he
returns to “The Lions Den” or Arema, until 2003 as player. 2003 was the year where Joko
resign completely from the field, he decided to switch his career from “the player” to “the
architect” or coach.

On 2004, he start his first debute as coach, where he join the Arema’s Academy, 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.

JOKO AND THE TEAM: INSEPARABLE OR ELSE?

Arema was not succeed during Liga Super Indonesia game that was held on 2012 at Jalak
Harupat Stadium. They fail with score 2-0 against Persib Bandung or known as “Maung Bandung”
and it was the second after they surrender to Pelita Jaya with score 2-1 in Liga Super Indonesia.
Joko was upset at that time, he admitted his team lose, and a mention to the press, that Arema
was seeking a ideal player figure. Joko looks unconfident, he admit several time that his team
was so

Joko was admit, his team was so difficult to score goals although the mastery of the ball is well
flowing well. That way the team nicknamed Singo Edan was not able to score goals in this game.
Technically Joko also revealed his squad is too easy to give a gap against the onslaught built
through Miljan Radovic, until in the end, Persib always be easy to have goal turn. Nevertheless,

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118-0209-001 THE BALLADS BETWEEN AREMA AND JOKO SUSILO: INSEPARABLE OR ELSE?

Joko still appreciate the hard work of his squad, although with these results make Arema getting
worse. "For the final result is not satisfactory, but I will be responsible," Joko replied.

Arema won in inaugural match, MENPORA CUP 2013. Their opponent was one of Philipina’s
soccer team. Arema achieve maximum point, but it does not make Joko satisfied. To Joko, the
game was not very special, as it has been examined in Kanjuruhan, but Joko understand, that it
might be because fatigue that suffered by players, including boredom. Joko believe, that his
presence is supposed to motivate the players, and they would play the best.

Duet between Suharno and Joko as coach Arema during season year 2014, Joko Susilo staying
recommended as future coach. This is related to the status currently being attempted to change
its coaching license from A national to A AFC, a prestigious license. Joko was currently took a
coaching course in Sawangan, West Java. Together with two assistant coaches of Arema, Alan
Haviludin and I Made Pasek, Getuk as everybody know Joko’s nickname seriously gobbled up the
material presented by AFC instructors from Malaysia. "The instructor is professional, all the
participants are enthusiastic, I feel that there are many new things in this coaching course,
hopefully when the exam will pass satisfactorily," said Getuk.

On 2015, Joko Susilo respond casually to his team's, when they defeat of Persewangi (aka
Football Association of Banyuwangi) during the final match of Sunrise of Java Cup 2015 (SoJC
2015) held in Banyuwangi. Suprisingly, Getuk was not worried about the negative results at the
Diponegoro Stadium, this is a sort of positive feeling that made the club believe that someday
they will win a match. In football, win-lose is already commonplace for Arema, conceded was
also commonplace," said Getuk.

Supported by thousands of Aremania, Singo Edan's squad failed to complete the 2015 SoJC title
with victory in the final game. Single goal Trubus Gunawan in minute 42 ruin the Arema’s
happiness. But the head to head system made Arema on the top score and awarded as the
winner of SoJC 2015. "But after losing one player a little bit panicked, we understand, but that
should not happen," said Getuk. "Lose no problem, for us the players have given the maximum
appearance," he concluded.

Arema coach, Joko Susilo did not hesitate to praise his former mentor, Robert Rene Albert.
Especially when the two coaches brought Arema won Indonesia Super League (ISL) 2009-2010.
"Speaking of Robert Albert, whom I know he is a smart coach, he is also an AFC coaching
instructor," said Getuk.

Getuk admitted to still save the files of science of coaching left by Robert for him. He learns from
notes, and in fact, although it is still used during directing the club. There was a rumour on
2015, when media mentioned that Robert will come to Malang and scheduled to have a meeting
with Getuk, on the beginning of November. This has led to speculation that the Dutch coach will
come back to re-train Arema, although this rumour ultimately denied by the Arema management.
"If there is any chance to cooperate again (as staff coach Arema) with Robert, why not? I will be
very happy, whenever I am ready," said Getuk.

By the end of 2016, after not extending the contract Milomir Seslija, Arema management finally
appoint a new coach. It was Aji Santoso whom is appointed to direct Singo Edan’s squad starting
the 2017 season. The appointment of Aji started from General Manager Arema's anxiety, Ruddy
Widodo while diving an away tour to a city. After discussions with assistant coach Joko Susilo,
they found a new concept for next season. "I think Aji Santoso will be the answer to our desire to
see Arema re-achieving with his Malangan characteristic," said Ruddy in a press conference at
the club's office on one Saturday afternoon, in the last month of 2016.

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Aji projected to handle Arema’s squad during few seasons in 2017. During his duties as coach, he
was accompany by Kuncoro, Yanuar Hermansyah and new name, Singgih Pitono as Aji’s
assistant. "This new coach should be able to restore the fighting spirit, militancy and Arema
typical game that has been lost for several seasons," said Aji

Suprisingly, things were not run well as it plans, 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.

The management, play wisely, they don’t get easily conform to what the fans pushing to. The
General Manager Arema FC Ruddy Widodo, to overcome the tensions, calmly stated to the press,
that the termination of the contract has not been the right solution to overcome the crisis
experienced by Singo Edan. As he also replied, that, there are rules that must be obeyed in the
contract of players and coaches. "If according to the latest FIFA rules the team cannot arbitrarily
make contract termination without compensation simply because of the contribution that is not
meet expectations, FIFA's latest rules regarding contract issues are better protecting the players
and coaches," he said on one Monday in the middle of year 2017.

Ruddy also explained that the club can indeed terminate the contract unilaterally. But it can be
done if there are some serious violations committed players and coaches concerned. "There are
four things that allow direct management to terminate the contract unilaterally without
compensation, when the player or coach involved match fixing, involvement in drugs, crime and
doping” he replied.

Meanwhile, related to what happened in Arema FC at this time, Ruddy judging if viewed using
the parameters of achievement, the team has been able to show the achievement of that
achievement by winning the tournament President Cup some time ago. "If for the current
conditions, what happens in Arema FC at this time can not be immediately said to fail, because,
Arema FC also still can achieve victory. It is the consistency of the performance that has not been
too good. Therefore, we can see that there is still a chance to Arema FC can look good, "he
added.

In addition, for now management prefer to focus on fixing existing deficiencies. So hopefully in
two upcoming home fixes the fix can already be seen. "As long as everything can still be
discussed and improved, we will still do so, so for now we will focus on improving the existing
shortcomings," he concluded.

As a remedy, Arema FC re-do the exercises intensely to prepare for Perseru Serui. With three
points as their target proclaimed to be able to bring Arema FC back on competitive and compete
positioned on the standings.

Later, not long after the protest, on 31st July, 2017, Aji Santoso was officially withdrew from
Arema FC coach seat on Monday. The management, then raise assistant coach, Getuk or Joko
Susilo, and he was appointed as temporary coach for Arema.

The resignation of Aji from the position of head coach did not cause great turmoil in the body of
Arema. Getuk has a qualified quality to be a substitute, especially since he has been with Arema
FC since 2007, so it is believed by the management that he will contribute with so many
memorable team characters. Now, Joko carrying a tough task because he must be able to bring
Arema back to the top of League 1, although only as a temporary coach status. If Arema FC
managed to achieve good results and look slick during the second round of competition, Joko

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likely lined up as a major coach. With A AFC license, Getuk’s experience can be allighned as a top
level coach of the country.

But still, things are not as expected, although Getuk is in charge, but the team was again,
defeated by host club, Bali United, with a score of 6-1 on one Sunday night, 8th October 2017,
the match was located at the Kapten I Wayan Dipta Stadium, Gianyar.

In the press conference room, after the match, Getuk said that his team's defeated in the 28th
week of League 1 from Bali United, only because Getuk was less fortunate.
In that match, Bali United's break six goals, contributed by Irfan Bachdim's free kick, two-goals
from Sylvano Comvalius penalty’s kick, two-goals Stefano Lilipaly from kick and one from team
player’s substitute, Miftahkul Hamdi. As a result, Arema FC awarded in the seventh rank with
total 41 points.

Year 2017 will be most prestigious moment for Getuk. It was Getuk’s fourth comeback to Arema.
Although Getuk will give up, and struggled as coach and, Getuk was questioned for his
competence, will he be accountable to bring Arema back to their glorious era, as the pride of
Malang?

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118-0209-001 THE BALLADS BETWEEN AREMA AND JOKO SUSILO: INSEPARABLE OR ELSE?

EXHIBIT

Exhibit 1. Statue of “Singo Edan”

Source: jv.wikipedia.org (2017)

Exhibit 2. Getuk “Joko Susilo”

Source: malangtimes (2017)

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References
Adwa, Rana. 2017. Arema Pertahankan Joko Susilo Jadi Pelatih Kepada?. Source:
http://bola.liputan6.com/read/3172991/arema-pertahankan-joko-susilo-jadi-pelatih-
kepala

Aminuddin, Muhammad. 2017. Tentang Arema FC dan Arema Indonesia. Source:

https://sport.detik.com/sepakbola/liga-indonesia/3400644/tentang-arema-fc-dan-arema-
indonesia

Arema FC. 2017. Source. https://id.wikipedia.org/wiki/Arema_FC

Kliping. 2017. Kliping: Joko Susilo Kembali ke Arema Malang. Source:

http://www.vamosarema.com/joko-susilo-kembali-ke-arema/

Jaya, Eris Eka. 2017. Komentar Joko Susilo Setelah Arema FC Dilibas 6 Gol oleh Bali United.
Source: http://bola.kompas.com/read/2017/10/09/06400048/komentar-joko-susilo-
setelah-arema-fc-dilibas-6-gol-oleh-bali-united

Mahares, Jun. 2017. Kesempatan Keempat untuk Joko “Gethuk” Susilo. Source:
https://www.cnnindonesia.com/olahraga/20170731190352-142-231549/kesempatan-
keempat-untuk-joko-gethuk-susilo/

Prima, Agung. 2014. Joko Susilo, Pelatih Masa Depan Arema. Source:
http://www.wearemania.net/arema-news/6810-joko-susilo-pelatih-masa-depan-arema

Prima, Agung. 2016. Resmi: Arema Tunjuk Aji Santoso Gantikan Milo. Source:
http://www.wearemania.net/arema-news/13642-resmi-arema-tunjuk-aji-santoso-
gantikan-milo

Prima, Agung. 2015. Joko Susilo: Robert Albert Pelatih Pintar. Source:
http://www.wearemania.net/arema-news/10699-joko-susilo-robert-albert-pelatih-pintar

Raharjo, Oke Suko. 2013. Analisis: Menakar Kebutuhan Dana Klub Indonesia. Source:
http://www.wearemania.net/3472-analisis-menakar-kebutuhan-dana-klub-indonesia-1

Redaksi. 2017. Penampilan Sering Melempem, Begini Nasib Aji Santoso Sebagai Pawang Singo
Edan Arema FC. Source:
Pahttp://suryamalang.tribunnews.com/2017/06/05/penampilan-sering-melempem-
begini-nasib-aji-santoso-sebagai-pawang-singo-edan-arema-fc
Silaban, Christian Anju. 2015. Aji Lengser, Joko Susolo Pelatih Sementara Arema FC. Source:
http://bola.kompas.com/read/2017/07/31/15140008/aji-lengser-joko-susilo-pelatih-
sementara-arema-fc

Wearemania. 2013. Joko Susilo: Puas Secara Hasil Tapi Tak Puas Gaya Main. Source:
http://www.wearemania.net/arema-news/4572-joko-susilo-puas-secara-hasil-tapi-tak-
puas-gaya-main

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About the Author

Anita Maharani, has interest in organizational behavior and family

business. Although not yet many writing produced from her, but some of
her writing was the expression of her interest. This was her first case
study written by herself, about how a foundation struggle to sustain their
aim. Anita, is one of faculty members in Binus Business School – S2, she
teaches subjects as follow: human capital management, ethics and social
awareness, also leadership and organizational behavior.

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