Analisis Komparatif Sebelum-Sesudah dan Manfaat Sistem Informasi Honda Ekajaya Karunia Abadi AHASS Berbasis TOE Framework

In motorcycle dealer networks, digitalization is generally decided by the main dealer rather than by each dealer, so dealers act as users of systems owned by another party. Earlier TOE studies were quantitative, measured a single point in time, and did not treat the main dealer as an environmental factor. This study aims to identify the digital technologies used by Honda Eka Jaya Karunia Abadi, analyze their adoption through the Technology–Organization–Environment (TOE) framework, and explain process changes, impacts, and benefits before and after digitalization. This qualitative field study examined a 3-in-1 (sales, service, and spare parts) Honda dealer in Surabaya under the main dealer MPM. Data were collected on 15 October 2026 through direct observation, an in-depth interview with the Branch Head, and documentation, then analyzed by grouping findings into the TOE dimensions and comparing conditions before and after digitalization. Digitalization is driven top-down and is mandatory, through the SDMS portal, CRM, and the Brompit application. Process changes occur mainly in administrative work: monthly sales reporting became direct system input, service recording became paperless, and service reminders became better targeted, so work became faster and overtime decreased. However, the dealer relies heavily on the central system, and customer follow-up deliberately remains manual. The Environment, especially the main dealer’s obligations and targets, is the strongest factor.