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"IT Change Management sudah diimplementasikan oleh PT XL Axiata Tbk. sejak 2011. Namun berdasarkan hasil audit yang dilakukan pada tahun 2013, disebutkan bahwa penerapan IT Change Management masih kurang memberikan kontribusi yang signifikan, sehingga perlu dilakukan tahap analisis dan perbaikan. Penelitian ini dilaksanakan untuk mengevaluasi dan mengidentifikasi perbaikan-perbaikan yang dapat dilakukan untuk meningkatkan keefektifan dari penerapan IT Change Management yang telah ada di XL dengan menggunakan framework ITIL versi 3. Tahap pengumpulan data dilakukan dengan melakukan observasi terhadap dokumen kebijakan dan Focus Group Discussion. Selanjutnya, dilakukan tahap analisis kesenjangan antara kondisi saat ini dengan kondisi ideal untuk menemukan bentuk rekomendasi perbaikan yang diperlukan berdasarkan prioritasnya. Hasil dari penelitian ini mengindikasikan bahwa, saat ini IT Change Management XL telah berada pada level 3 ? ?Product?, sehingga untuk meningkatkan level kematangannya ke level selanjutnya, XL IT Change Management perlu melakukan beberapa perbaikan baik dari sisi people dan process, seperti: membentuk Change Process Owner dan ITSM Executive Committee, merancang mekanisme evaluasi, failure report dan validasi, merancang proses penanganan escalation approval, unauthorized change dan emergency karena business urgent, merancang matriks kategori berdasarkan prioritas, meningkatkan post implementation review dengan menyertakan informasi-informasi yang dibutuhkan, serta menambahkan komponen informasi mengenai tujuan bisnis.

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IT Change Management has been implemented in PT XL Axiata Tbk. since 2011. Unfortunately, 2013 annual audit result revealed IT Change Management incapability to give significant contribution for company, therefore XL need to analyze all of the gaps to improve its existing process. This study was conducted in order to evaluate and identify process improvements that can be implemented for improving XL IT Change Management effectiveness by referring to ITIL framework version 3. Data collection is conducted by observing the policy document and performing Focus Group Discussion. Furthermore, gap analysis is performed to compare current and expected condition in determining the design recommendations based on priority. The results of this study indicate that, currently IT Change Management XL has reached maturity level 3 ? ?Product?. In order to elevate its maturity to the next level, XL IT Change Management need to implement some improvements on both aspects: people and process, such as: formalize Change Process Owner and ITSM Executive Committee as a new role, design evaluation, failure report and validation mechanism, design escalation, unauthorized and emergency for business urgent handling process, design matrix categorization based on priority, improve post implementation review process with additional information, and add information from business perspective."

"Salah satu cara mengukur kualitas layanan teknologi informasi adalah denganditerapkannya perjanjian tingkat layanan. Lamanya waktu penanganan terhadapinsiden dan problem terhadap SLA Service Level Agreement yang telah disepakatiserta masih terjadinya insiden setelah adanya perubahan yang terencana dapatmenurunkan kualitas manajemen layanan teknologi informasi TI sehinggamenurunkan tingkat kepuasan pelanggan terhadap organisasi.PT XYZ merupakan sebuah perusahaan penyedia jasa layanan teknologi informasidi bidang infrastruktur TI. Tujuan dilakukannya penelitian ini adalah untukmengevaluasi serta mengukur tingkat kapabi litas proses-proses manajemenlayanan TI pada PT XYZ serta memberikan rekomendasi bentuk perbaikan prosesberdasarkan COBIT 5.Metodologi yang digunakan di dalam penelitian ini adalah dimulai denganmengidentifikasi permasalahan di organisasi, kemudian menentukan proses domaindi ITIL Versi 3 yang terkait dengan permasalahan dan melakukan pemetaanterhadap proses-proses yang serupa di COBIT 5. Hasil pemetaan tersebut kemudiandiukur tingkat kapabilitasnya. Selanjutnya menentukan target tingkat kapabilitasdan dianalisis kesenjangan antara tingkat kapabilitas saat ini dengan target,membuat prioritas terhadap perbaikan proses yang kemudian dilanjutkan denganmenentukan KPI Key Performance Indicator dan rekomendasi aktivitas setiapproses TI.Berdasarkan penilaian tingkat kapabilitas layanan teknologi informasi denganmenggunakan PAM Process Assessment Model COBIT 5, didapatkan hasil bahwatingkat kapabilitas proses-proses TI berada pada level 3 established . Rekomendasiperbaikan proses tersebut telah tersedia melalui panduan dari COBIT 5.

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One way to measure quality of IT services is by applying SLA Service LevelAgreement . The length of time for incident and problem handling with the agreedSLA and incidents post planned change implementation can degrade the quality ofIT service management, thereby it will decreasing the level of customer satisfactionwith the organization.PT XYZ is an IT service provider and focusing on manage IT infrastructureservices. The main goal of this research is to evaluate and measure the level ofcapability of IT service management processes in PT XYZ and to providerecommendations on the form of process improvement based on COBIT 5The methodology used in this research is begin by identifying the problems in theorganization, then determine the process domain in ITIL version 3 which is relatedto the problem, mapping the similar processes in COBIT 5 and then measure itscapability level. Next step is determine target of capability level and then analyseits gap between current capability level with the target, prioritize the processimprovements which then proceed with determining the KPI Key PerformanceIndicator and activity recommendations for each IT process.Based on the assessment of the capability level of IT services by using PAM Process Assessment Model COBIT 5 showed that the capability level of ITservices are at level 3 established . Recommendations for such processimprovmenet are available through guidance from COBIT 5."

"Perancangan CMDB yang dilakukan di PT. XYZ bertujuan untuk membuat rekomendasi perbaikan CMDB yang diharapkan dapat mengatasi permasalahan yang terjadi di dalam divisi service operation and management khususnya departemen change management. Pada tahap awal, dilakukan observasi beserta analisis sehingga didapatkan akar masalah yang menyebabkan CMDB tidak terdata dengan baik dan juga tidak up-to-date. Akar masalah yang diambil dalam penelitian ini yaitu sistem tata kelola CMDB pada departemen change management tidak sesuai dengan standar. Tahap-tahap yang dilakukan pada penelitian ini dimulai dengan melakukan analisis terhadap proses configuration management saat ini yang telah dilakukan oleh PT. XYZ. Setelah itu dilakukan analisis pengukuran dengan menggunakan metrik sehingga diperoleh hasil metrik yang termasuk ke dalam kategori berbahaya dan tidak. Kemudian berdasarkan hasil analisis kondisi saat ini dibuat rancangan perbaikan proses dan atributatribut CMDB dengan mengacu kepada model aktivitas configuration management yang terdapat di dalam modul service transition pada ITIL versi 3 sebagai best practice.

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The CMDB design carried out at PT. XYZ aims to make recommendations for improving the CMDB which is expected to solve problems that occur in the service operation and management division, especially the change management department. In the early stages, observation and analysis were carried out so that the root of the problem that caused the CMDB was not recorded properly and was not up to date. The root of the problem taken in this study is that the CMDB management system in the change management department is not in accordance with the standard. The stages carried out in this study begin with an analysis of the current configuration management process that has been carried out by PT. XYZ. After that, analysis of measurements using metrics is carried out in order to obtain the metric results that are included in the dangerous category and not. Then, based on the results of the current condition analysis, a process improvement design and CMDB attributes are made by referring to the configuration management activity model contained in the service transition module in ITIL version 3 as best practice."

"Industri telekomunikasi Indonesia saat ini sedang berada pada tahap pertumbuhan yang sangat pesat seiring dengan berkembangnya teknologi informasi yang terkait dengan telekomunikasi. Di tengah persaingan industri ini yang sangat ketat, strategi untuk mempertahankan pelanggan untuk tetap loyal menggunakan layanan lebih baik daripada strategi untuk mengakuisisi pelanggan baru (Yeshwanth, Raj, & Saravanan, 2011). Oleh sebab itu, PT XL Axiata Tbk (XL) menjalankan kegiatan churn retention dalam upaya menjaga pelanggan mereka untuk tetap setia. Namun demikian, tingkat churn pelanggan di lima bulan terakhir pada tahun 2012 tidak mencapai KPI yang telah ditetapkan. Salah satu penyebabnya adalah rendahnya akurasi dari model yang digunakan untuk memprediksi pelanggan yang akan churn. Penambahan variabel-variabel baru yang lebih relevan dapat meningkatkan akurasi dari model. Penelitian terdahulu seperti yang dilakukan oleh S. Rossett & E. Neumann (2012) dengan memperhitungkan customer value, dan penelitian yang dilakukan oleh W. Gruszczynski & P. Arabas (2011) yang memasukan variabel social network ke dalam model, terbukti dapat meningkatkan akurasi dari churn model. Hasil kegiatan modeling dalam penelitian ini menghasilkan churn model baru untuk pelanggan low value dengan menambahkan variabel social network, dan churn model baru untuk pelanggan high value tanpa menambahkan variabel social network.

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Currently, telecommunication industry in Indonesia growing fastly, inline with the growth of information technology related to telecommunications. It is always better to retain a customer than having to find a new customer in the present competitive environment (Yeshwanth, Raj, & Saravanan, 2011). To align with that, PT XL Axiata Tbk (XL) do churn retention to keep their subscriber. But in last five months of 2012, subscriber churn rate is higher than targeted. One of the reason for this is accuracy of churn prediction model getting worst. Addition of relevan variable can increase model accuracy.

In the previous research, S. Rossett & E. Neumann (2012) proving that customer value variable can improve their churn prediction model. W. Gruszczynski & P. Arabas (2011) also tried to improve their churn model by adding some variable related to social network. This research produce new and better churn model comparing to previous XL’s churn model. This new model predicting churn for low value subscriber and high value subscriber with different model. Also, the social network variable included in the new churn model. "

"ABSTRAKDalam menghadapi perubahan dinamika bisnis telekomunikasi, pada awal tahun 2012 PT. XL Axiata menjalankan strategi managed services yaitu dengan melakukan pengalihan kegiatan operasional jaringannya ke pihak third party. Strategi ini dijalankan dengan tujuan agar operator dapat lebih fokus dalam menjalankan core business-nya dan optimalisasi terhadap budget operasional. PT. Huawei Services adalah Managed Services Provider (MSP) yang dipercaya XL untuk menjalankan kegiatan operasional jaringannya.Penelitian ini bertujuan untuk melakukan evaluasi strategi managed services yang sudah diimplementasikan PT. XL Axiata dalam kurun waktu 3 tahun. Penelitian ini menggunakan metode evaluasi balanced scorecard. Analisis meliputi empat kategori utama yaitu perspektif keuangan, perspektif pelanggan, perspektif proses bisnis internal serta perspektif pembelajaran dan pertumbuhan.Berdasarkan hasil keseluruhan evaluasi strategi managed services menggunakan metode Balanced Scorecard didapatkan bahwa managed services berdampak positif pada aspek financial XL, yaitu nilai OPEX mampu dioptimalkan hingga mencapai 1% di tahun 2013 dan 4% di tahun 2014. Implementasi managed services juga berdampak positif terhadap aspek non-financial pelanggan, yaitu meningkatnya kepuasan pelanggan dan menurunnya tingkat keluhan pelanggan. Hal ini mengindikasikan kualitas layanan XL semakin meningkat setelah implementasi strategi managed services.

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ABSTRACTPT. XL Axiata (XL) has performing managed services strategic since 2012. Managed services in telecommunication industry was known as transferring the operational resources and activity to the third party. The purpose of managed services are to scale up company core competences (for example: services and customers oriented) and also to optimize operational expenses. PT. Huawei Services (HS) is Managed Services Provider (MSP) that was appointed with XL to take network operational responsibility.The research performed strategic evaluation to XL managed service. It used Balanced Scorecard Analysis method for evaluation. The analysis includes four main categories such as financial perspective; customer perspective; internal business process perspective; learning and growth perspective. The research result should give recommendation to enhance managed services implementation in the future.Based on Balanced Scorecard analysis obtained results that implementation of Managed Services has given positive impact on financial perspective. OPEX has been decreased until Growth 1% in 2013 and Growth 4% in 2014 . Implementation of managed services has give positive impact on customer perspective with increasing customer satisfaction index and decreasing amount of customer complaint."

"Pengetahuan merupakan aset strategis yang sangat penting bagi suatu organisasi. Dengan memanfaatkan pengetahuan, organisasi dapat memperoleh competitive advantages dari kompetitor lainnya. Manajemen pengetahuan yang efektif dapat meningkatkan kinerja organisasi. Dalam melakukan manajemen pengetahuan, organisasi harus mengetahui peran KM infrastructures dalam mendukung KM processes organisasi. Untuk itu, penelitian ini bertujuan untuk menilai seberapa besar peran KM infrastructures organisasi dalam mendukung KM processes yang ada di organisasi. Model penelitian yang digunakan merupakan modifikasi dari model penelitian Allameh, Zare, dan Davoodi (2011) dengan model KM infrastructures dan KM processes dari Becerra-Fernandez dan Sabherwal (2010). Model ini digunakan karena dianggap mencakup semua KM infrastructures dan KM processes yang telah diteliti sebelumnya. Pendekatan partial least squares digunakan untuk menganalisis data dari 58 responden yang berasal dari PT XL Axiata Tbk. Temuan dari penelitian ini adalah lebih dari 80% KM processes organisasi dipengaruhi oleh KM infrastructures yang ada sehingga dapat disimpulkan bahwa secara keseluruhan KM infrastructures memberikan pengaruh yang cukup signifikan terhadap KM processes organisasi.

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Knowledge is a strategic asset for an organization. By utilizing the knowledge, organization can gain competitive advantages from other competitors. Effective knowledge management can improve organization performance. In implementing knowledge management, the organization must know the role of KM infrastructures in supporting organizational KM processes. Therefore, this research is aimed to assess the role of KM infrastructures implemented by the organization in supporting organizational KM processes. The research model used in this research is a modification from the research model from Allameh, Zare, and Davoodi (2011) and the model of KM infrastructures and KM processes from Becerra-Fernandez and Sabherwal (2010). This proposed model is used because it covers all of KM infrastructures and KM processes that have been researched before. Partial least squares approach is used to analyze data of 58 respondents from PT XL Axiata Tbk. The finding from this study is that more than 80% KM processes are influenced by KM infrastructures so it can be concluded that KM infrastructures provide a significant influence on organizational KM processes."

"[ABSTRAKBanyaknya jejaring sosial yang bermunculan. Salah satu jejaring sosial yang marak digunakan adalah twitter. Kegiatan promosi produk melalui twitter sudah mulai digunakan PT XL Axiata Tbk (XL) sejak tahun 2009 melalui akun @XL123. Penggunaan twitter oleh perusahaan telekomunikasi di Indonesia masih dalam tahap penjualan dan promosi.Namun demikian, analisis yang dilakukan hanya terbatas pada perhitungan jumlah retweet, komentar, dan follower. Analisis belum melihat sejauh mana makna komentar dari pelanggan maupun masyarakat. Hal ini akan mempengaruhi keputusan membeli masyarakat jika komentar yang diberikan negatif, dan sebaliknya komentar positif akan meningkatkan citra perusahaan di mata stakeholder. Hal ini dapat dilihat dari fakta bahwa rating yang diperoleh XL Axiata tidak sesuai dengan ekspektasi brand tersebut, yaitu rating 3 dari 10. Sedangkan ekspektasi yang diharapkan berdasarkan analisa perbandingan jumlah follower dan following, semestinya XL Axiata memiliki reputasi yang bagus yaitu 7-8.Penelitian ini melakukan perhitungan reputasi dari produk XL Axiata, dan membandingkannya dengan produk Telkomsel dan Indosat. Selanjutnya dilakukan beberapa teknik ekstrak data, analisis sentimen, serta membandingkan tiga algoritma klasifikasi: Naïve Bayes, Support Vector Machine, dan Decision Tree. Tahap evaluasi performansi menggunakan precision, recall, f-measure, dan kurva ROC (AUC). Hasil menunjukkan bahwa model yang dibentuk oleh SVM memberikan performansi yang lebih baik untuk selanjutnya digunakan untuk melakukan perhitungan Net Brand Reputation. Perhitungan NBR dilakukan di produk 3G, 4G, Voice, SMS, dan Internet (data). Berdasarkan perbandingan kelima produk ini, XL Axiata memperoleh rata-rata nilai reputasi yang lebih di dibandingkan Telkomsel dan Indosat yaitu sebesar 24.5%, sedangkan Telkomsel hanya memperoleh 13.2% dan Indosat 19.3%.

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ABSTRACTThe internet in Indonesia has grown rapidly, it proved by many social media comes up. One of famous social media is twitter. Campaign product using twitter had been used by XL Axiata since 2009 through account @XL123. Unfortunately, the using of twitter in Indonesia telecommunication company still in the stage of sales and promotions.However, the analysis only calculated number of retweets, comments, dan followers. Analyzes haven?t seen what is the meaning of those comments, whether be positive or negative for XL brand products. Negative comments giving influence to society buying decision, while positive comments create good reputation to stakeholders. This is showned by a fact that the rating obtained XL Axiata does not correspond to the brand?s expectation, ie rating 3 out of 10. While expectation based on comparative analysis of number of followers and following, XL Axiata should have a good reputation in rate 7-8.This study not only calculating XL product but also Telkomsel and Indosat for comparative analysis. Hereafter, we extracted features, algorithms and the classification schemes. Evaluation phase using precision, recall, f-measure and ROC curve (AUC). The sentiments are classified and compared using three different algorithms: Naïve Bayes, Support Vector Machine, and Decision Tree classifier method. The result shows model built by SVM is the best result. Using this model, we measure Net Brand Reputation in 5 products which are 3G, 4G, Voice, SMS, and Internet (data). The experiments showned XL Axiata has the highest reputation score rather than Telkomsel and Indosat with average NBR score 24,5%, while Telkomsel only 13.2% and Indosat 19.3%.;The internet in Indonesia has grown rapidly, it proved by many social media comes up. One of famous social media is twitter. Campaign product using twitter had been used by XL Axiata since 2009 through account @XL123. Unfortunately, the using of twitter in Indonesia telecommunication company still in the stage of sales and promotions.However, the analysis only calculated number of retweets, comments, dan followers. Analyzes haven?t seen what is the meaning of those comments, whether be positive or negative for XL brand products. Negative comments giving influence to society buying decision, while positive comments create good reputation to stakeholders. This is showned by a fact that the rating obtained XL Axiata does not correspond to the brand?s expectation, ie rating 3 out of 10. While expectation based on comparative analysis of number of followers and following, XL Axiata should have a good reputation in rate 7-8.This study not only calculating XL product but also Telkomsel and Indosat for comparative analysis. Hereafter, we extracted features, algorithms and the classification schemes. Evaluation phase using precision, recall, f-measure and ROC curve (AUC). The sentiments are classified and compared using three different algorithms: Naïve Bayes, Support Vector Machine, and Decision Tree classifier method. The result shows model built by SVM is the best result. Using this model, we measure Net Brand Reputation in 5 products which are 3G, 4G, Voice, SMS, and Internet (data). The experiments showned XL Axiata has the highest reputation score rather than Telkomsel and Indosat with average NBR score 24,5%, while Telkomsel only 13.2% and Indosat 19.3%., The internet in Indonesia has grown rapidly, it proved by many social media comes up. One of famous social media is twitter. Campaign product using twitter had been used by XL Axiata since 2009 through account @XL123. Unfortunately, the using of twitter in Indonesia telecommunication company still in the stage of sales and promotions.However, the analysis only calculated number of retweets, comments, dan followers. Analyzes haven’t seen what is the meaning of those comments, whether be positive or negative for XL brand products. Negative comments giving influence to society buying decision, while positive comments create good reputation to stakeholders. This is showned by a fact that the rating obtained XL Axiata does not correspond to the brand’s expectation, ie rating 3 out of 10. While expectation based on comparative analysis of number of followers and following, XL Axiata should have a good reputation in rate 7-8.This study not only calculating XL product but also Telkomsel and Indosat for comparative analysis. Hereafter, we extracted features, algorithms and the classification schemes. Evaluation phase using precision, recall, f-measure and ROC curve (AUC). The sentiments are classified and compared using three different algorithms: Naïve Bayes, Support Vector Machine, and Decision Tree classifier method. The result shows model built by SVM is the best result. Using this model, we measure Net Brand Reputation in 5 products which are 3G, 4G, Voice, SMS, and Internet (data). The experiments showned XL Axiata has the highest reputation score rather than Telkomsel and Indosat with average NBR score 24,5%, while Telkomsel only 13.2% and Indosat 19.3%.]"

"Pesatnya perkembangan teknologi informasi pada era global sangat berperan penting untuk meningkatkan efisiensi dan efektivitas kinerja suatu perusahaan dalam menjalankan proses bisnis. Oleh karena itu proses penanganan layanan TI juga perlu dikelola dengan baik agar dapat memberikan dampak positif bagi pencapaian tujuan startegis perusahaan. Permasalahan muncul di PT XYZ ketika penanganan layanan TI tidak dapat memenuhi target yang telah disepakati sehingga perlu dilakukan analisis dan perbaikan proses. Sebagian besar dari permasalahan tersebut adalah terkait dengan manajemen insiden.Pengumpulan data melalui observasi terhadap dokumen laporan TI dan wawancara kepada Kepala Divisi IT Operation PT XYZ dalam bentuk kuisioner sebanyak 31 pertanyaan yang mengacu pada Matrik Kelayakan ITIL Versi 3 untuk mengetahui tingkat kematangan proses manajemen insiden. Keluaran dari proses ini adalah kondisi manajemen insiden saat ini berada pada level 1.5 yaitu manajemen intent dan harapan dari manajemen IT Operation manajemen insiden berada di level 3.5 yaitu Quality Control. Dari kondisi tersebut, dilakukan analisis kesenjangan yang disajikan dalam bentuk tabel. Kemudian dari tabel tersebut, dilakukan perancangan proses/aktivitas yang diperlukan sesuai dengan kondisi manajemen insiden saat itu. Setelah mendapatkan rancangan proses/aktivitas, proses dilanjutkan dengan memetakan aktivitas tersebut terhadap matrik KPI manajemen insiden yang dapat digunakan sebagai acuan untuk pengukuran kinerja dari rancangan proses/aktivitas tersebut. Hasil dari penelitian ini adalah 4 buah rancangan proses/aktivitas yaitu Klasifikasi Insiden/Work Order, Proses/Aktivitas Eskalasi dan Notifikasi, Proses/Aktivitas Penutupan Insiden/Work Order, Pencocokan Insiden dengan basis data problem known-error berserta KPI dari masing-masing rancangan proses/aktivitas. Diharapkan dengan rancangan proses/aktivitas beserta KPI-nya tersebut dapat membantu mengatasi permasalahan yang terjadi dan meningkatkan tingkat kematangan proses manajemen insiden pada divisi IT Operation PT XYZ.

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The rapid development of information technology in the global era very important role to improve the efficiency and effectiveness of a company’s performance in running business processes. Therefore the IT service management process also needs to be managed properly in order to provide a positive impact on the achievement of the strategic objectives of the company. Problems arise in PT XYZ when handling IT services can not meet the agreed targets that require analysis and process improvement. Most of these problems are related to incident management.

The collection of data through observation of documents and interviews of IT reports to the Head of IT Division PT XYZ Operation in the 31- question questionnaire form that refers to the Eligibility Matrix ITIL Version 3 to determine the maturity level of the incident management process. The output of this process is the current condition of incident management at the level of 1.5 that management intent and an expectation of the management of IT Operations Management in the level of incidence of 3.5 is Quality Control. From these conditions, the gap analysis presented in table form. Then from the table, do the designing process / activities required in accordance with the conditions at the time of incident management. After getting the design process / activity , the process is followed by mapping activity to incident management KPI metrics that can be used as a benchmark for measuring the performance of design / process the event.

The results of this study are 4 pieces of the design process / activity that Incident Classification / Work Order , Process / Activity Escalation and Notification , Process / Activity Incident Closure / Work Order , Matching incident with the known- problem database error along with KPI of each design process / activity . It is expected that the design process / activity along these KPIs can help overcome problems that occur and improve the maturity level of the incident management process on the IT Operations division XYZ ."

"Penelitian ini membahas pengaruh corporate social responsibility dalam memperkuat brand image perusahaan. Konteks yang diambil adalah industri layanan telekomunikasi dengan studi kasus E-Learn XL Future Leaders. Dimensi CSR yang digunakan antara lain adalah tanggung jawab etis, filantropis dan juga keberlanjutan dari konsep Triple Bottom Line. Penelitian ini melakukan uji analisis menggunakan regresi hirarkis berganda.Hasil penelitian menunjukkan bahwa CSR terbukti dapat meningkatkan brand image. Variabel yang paling kontributif secara signifikan adalah tanggung jawab etis, sedangkan filantropis dan keberlanjutan cenderung lemah. Karena CSR merupakan konsep yang cukup kompleks, penelitian lanjutan dapat dilakukan dengan pendekatan kualitatif.

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This study discusses the influence of corporate social responsibility in strengthening the company 39 s brand image. The context taken in the telecommunication service industry with a case study of E Learn XL Future Leaders. The dimensions of CSR used include ethical and philanthropic responsibilities, and also sustainability from Triple Bottom Line concept. This research performs analysis test using hierarchical multiple regression.

The results show that CSR is proven to increase brand image. The most significant contributive variable is ethical responsibility, whereas philanthropic and sustainability tend to be weak. Because CSR is a fairly complex concept, further research can be done with a qualitative approach."

"PT XL Axiata (XL), sebuah perusahaan yang bergerak di industri telekomunikasi telah melakukan corporate social responsibility (CSR) sebagai bagian dari kegiatan public relations. Harapannya dari CSR, yaitu adanya peningkatan reputasi positif perusahaan. Salah satu CSR unggulannya yang telah dilakukan sejak tahun 2012, yaitu XL Future Leaders (XLFL). Program ini dibuat untuk mengembangkan pendidikan soft skills mahasiswa Indonesia. Penelitian ini bertujuan untuk menganalisis strategi pelaksanaan program XL Future Leaders dalam meningkatkan reputasi XL. Hasil analisis tentang strategi pelaksanaan program menunjukkan bahwa XL sebelum melaksanakan program XLFL telah melakukan penelitian terkait kebutuhan mahasiswa di aspek pendidikan di Indonesia. Kemudian dalam melakukan komunikasi terkait program XLFL, XL melakukan roadshow ke berbagai universitas dan kota di Indonesia yang sekarang disebut dengan acara XL Youth Town Hall dan juga memaksimalkan media sosial yang XL miliki terutama, Instagram. Kesimpulannya menunjukkan bahwa strategi pelaksanaan program XL Future menggunakan dua strategi CSR dari Galbreath, yaitu strategi timbal balik dan kewarganegaraan.

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PT XL Axiata (XL), a company operating in telecommunication industry, has done corporate social responsibility (CSR) as a part of public relations activities. From the CSR, XL hopes it can increase its positive reputation. One of XL most distinguished corporate social responsibility programs that has been executed since the year 2012 is XL Future Leaders. The program is created to develop Indonesian students soft skills education. This research has a purpose to analyze the implementation strategy of XL Future Leaders program to increase company ™s reputation. The analysis result shows that before executing the program XLFL, XL has done a research regarding the needs of students in education aspect in Indonesia. To communicate the XLFL Program, XL does roadshow to various universities and cities in Indonesia which is now named as XL Youth Town Hall and also maximizes its own social media, especially Instagram. The conclusion of this research is that XL Future Leaders program uses two CSR strategies from Galbreath, which are reciprocal strategy and citizenship strategy."