• The Journal of Asian Finance, Economics and Business
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• v.8 no.11
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• pp.317-324
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• 2021

This study aims to analyze how to increase the brand loyalty of BPJS Healthcare participants who are Muslim in Indonesia by increasing customer engagement and brand trust. This study is based on the premise that effective customer engagement is the first step toward gaining brand trust and loyalty. The five dimensions of customer engagement, namely enthusiasm, attention, absorption, interaction, and identification, were tested on how they affect brand trust and brand loyalty. This research was conducted by distributing questionnaires to 216 Muslim respondents who were BPJS Health users from six Islamic hospitals in Central Java, Indonesia. Data analysis was performed using a regression test with SPSS. The results showed that the dimensions of customer engagement consisting of enthusiasm, attention, and absorption had a significant effect on brand trust. Meanwhile, the dimensions of customer engagement which consist of interaction and identification, do not affect brand trust. Furthermore, brand loyalty can be influenced by enthusiasm, interaction, and brand trust. Meanwhile, attention, absorption, and identification cannot affect brand loyalty. Thus, the dimensions of customer engagement that can directly affect brand loyalty are enthusiasm and interaction, while those that affect indirectly (through brand trust), are enthusiasm, attention, and absorption.

• Health Policy and Management
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• v.30 no.2
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• pp.151-163
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• 2020

This study reviewed primary care purchasing issues of the Indonesian single-insurer, BPJS-K, in the context of triangular power relations between the government, the insurer, and the providers, and considered its challenges of purchasing as the national single-insurer. Some literature reviews and interviews with Indonesian stakeholders and residents were used to describe the historical and social contexts of Indonesian healthcare and social health insurance systems especially focusing legal and institutional status of BPJS-K and primary care provision and delivery conditions in remote areas. Though BPJS-K directly belongs to the presidential office of Indonesia, it has limited power in terms of purchasing as a single insurer. Mainly it was due to the lack of primary care resources, Ministry of Health's strong power as the regulator and provider, and BPJS-K's powerlessness against monitoring and quality of care assessment. Ambiguous accountability was another issue among the insurer and the Ministry of Health. This created confusions in primary care provision. It is suggested that each agencies' accountability should be obvious in terms of legal, political, and social contexts.