Context
Taman Safari Indonesia is an institution — a recreation and conservation destination with a brand several generations grew up with. But a big brand does not automatically mean a modern commercial engine: the B2B revenue opportunity — corporate, MICE, large-scale partnerships — was far larger than what was actually being captured.
Challenge
Revenue rested on individual admission tickets, which are seasonal and sensitive to household spending power. Meanwhile:
- There was no dedicated structure working corporate sales and partnerships with any discipline.
- Large-scale collaboration programmes ran ad hoc, dependent on inbound interest rather than a managed pipeline.
- The commercial business unit needed a full restructuring — organisation, targets, process, and how performance was measured.
Approach
- Took full P&L ownership of the commercial business unit — not as an adviser on the sidelines, but as an operator inside it.
- Restructured the sales organisation: separating hunting from farming roles, setting targets by segment, and running a weekly pipeline-based review rhythm.
- Built the B2B channel from zero — corporate sales, partnership programmes, and large-scale collaborations with a repeatable process.
- Enforced discipline around numbers: one source of truth for targets, forecast, and actuals — turning commercial conversations from opinion into data.
Impact
- +33% year-on-year growth in the restructured business unit.
- IDR 10 billion in B2B revenue booked within 9 months, from a channel that barely existed before.
- Commercial structure, process, and rhythm that kept running after the engagement ended — the real measure of a turnaround.