Bali Brunch Restaurant: Collaboration Is a Recipe For Starting Indonesian Restaurant Business In Competitive Amsterdam

This study examines Bali Brunch Restaurant’s strategic efforts of collaboration with multistakeholders to survive in a competitive environment in Amsterdam. Amsterdam is a touristic European city that is already packed with many Indonesian restaurants and other restaurants– its competitors. Bali Brunch, established in 2022, is a newcomer in restaurant industry in Amsterdam and need a survival strategy in starting its business. This research is based on argument that Bali Brunch is commencing operations in Amsterdam with an innovative concept: collaborating with artistic individuals to create something entirely novel. This partnership introduces a burst of novelty to the restaurant industry, seamlessly integrating creative elements into the dining experience. Bali Brunch tries to establish a setting that goes beyond mere sustenance by collaborating with imaginative individuals, combining the essence of Bali's culture with the vibrant atmosphere of Amsterdam. In addition to this impressive teamwork, Bali Brunch is also implementing intelligent marketing strategies. They are employing a shrewd tactic to distinguish themselves in the thriving culinary landscape. By utilising intelligent advertisements and exclusive promotions, their aim is to become the preferred destination for both residents and tourists. Through the combination of innovative collaboration and strategic marketing, Bali Brunch is poised to become the premier destination for a brunch experience that deviates from the ordinary. This research is conducted with a descriptive qualitative approach with primary and secondary data collection. Primary data collection is derived from interviews and observations to Bali Brunch Restaurant, whereas secondary data is carried out through the collection of documents related to online and offline research studies

Indonesia and the ASEAN-China Free Trade Area : why Indonesia did not prepare properly for the full implementation of ACFTA in 2010?

The full implementation of the ASEAN-China Free Trade Area has come into effect since January 2010 but Indonesia does not gain significant benefits from it. Its industries suffer from production and profit decline as well as from termination of employment. Based on the author's study, the problem appears because the country did not have a strategy to face the ACFTA even though the government had 9 years to create one. This paper investigates why Indonesia did not prepare properly for the ACFTA full implementation. It first reviews the ASEAN-China Free Trade Area and Indonesia's experience within the ACFTA briefly. Then it will analyze the reasons behind Indonesian government's lack of preparation. Moreover, it will compare Malaysia, Thailand and the Philippines’ experiences within the ACFTA to explain the importance of a strategy, a good coordination and an effective communication among the stakeholders or the related institutions to create a strategy. In the last chapter, the paper comes to the conclusion that the Indonesian government and ministries did not prepare properly to create a strategy because of their ignorance and lack of good coordination, the ministers' difference of ideas, nature and positions, and an ineffective communication from the central government to the business communities and to the parliament. In the end, the author also provides some policy recommendations and expected results from them.Master of Science (International Political Economy