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This case is set in 1997, when the management of FIF had just finished restructuring the company from a wholesale to a retail financing operation. Prior to this, the company relied on Honda motorcycle dealerships, which offer their customers financing options including those from FIF. When a customer chooses FIF to financing the purchase, the dealership would process the credit and collect the payments. FIF receives transactions and payments in batches from the dealerships. This business model did not work very well. In 1994, Astra International, as the holding company, suspended new ventures and only allowed FIF to collect from its customers. In 1995, FIF was put under Astra’s Financial Services (AFS), an umbrella organization headed by Michael Ruslim. Under AFS, the FIF management submitted a plan to restructure the company with a new business model. The case study describes how FIF’s new business model would transform the company into a retail operation. That meant FIF would seek out, appraise, process, and collect directly from customers. Previously, FIF had no control and little information of its customers since the company heavily relied on the dealers as frontlines of its motorcycle financing business. Also, new FIF would focus on motorcycle financing only. The decision to go retail affected the company in many ways: new processes, large-scale sales organization, and branch offices all over the country. The restructuring plan was a colossal effort to transform the company. The purpose of this paper is to give understanding on how various functions add value in an organization. And the paper is intended for classroom discussion in post-graduate program.