Pengembangan Pengukuran Daya Saing Dengan Metodologi World Economic Forum (WEF) Untuk Tingkat Propinsi Jawa Barat : Hasil Pengukuran Dan Identifikasi Faktor Kunci

Pengukuran daya saing suatu Negara telah popular dilakukan oleh berbagai pihak. Salah satu pihak tersebut adalah World Economic Forum/WEF yang menerbitkan Indeks Daya Saing Global (Global Competitiveness Index, CGI) dari ratusan negara dan merangkingnya. Peringkat ini sering dijadikan oleh suatu Negara untuk melihat posisinya dan melakukan perbaikan-perbaikan di dalam menghadapi persaingan dunia yang makin mengglobal. Tulisan ini mencoba mengikuti dan memodifikasi metodologi WEF untuk dimanfaatkan dalam mengukur daya saing pada level propinsi. Sebagai langkah awal, pada tahun 2006 dilakukan pengukuran daya saing di Jawa Barat dan diidentifikasi factor kunci yang perlu diperbaiki untuk meningkatkan daya saing Jawa Barat. Hasil pengukuran menyatakan bahwa faktor kunci yang perlu segera diperbaiki adalah pada bidang Kesehatan dan Pendidikan Dasar, Institusi dan Infrastuktur. Untuk meningkatkan daya saing Jawa Barat, diusulkan program-program perbaikan di ketiga bidang tersebut. Beberapa program diantaranya adalah pendidikan Gratis sampai tingkah sekolah menengah atas, program kesehatan bagi wanita hamil, Ibu menyusui, Bayi dan Anak dibawah lima tahun (program WIBA), efisiensi birokrasi dan pemberantasan korupsi dan kolusi, dan perbaikan infrastruktur jalan raya, pelabuhan, Bandar udara dan telekomunikasi.Katakunci: daya saing, metodologi WEF, factor kunci, Jawa Barat

Proposal on Electric ARC Furnace Utilization to Achieve Cost Optimization in Slab Steel Plant PT Krakatau Steel

Steel Business environment has changed a lot lately, and competition is getting stronger. The global competitive pressure has changed the nature of economy Causing changes in methods of operation in industries. Faced with these situation, the company must be Able to survive and win the competition by performing measurements include all aspects that are future oriented. Krakatau recently imported a lot of semi-finished slab regarding low price for commercial grade steel. In order to win a competition all the effort was done by continuous improvement to reduce production costs. Steel slab plant is part of an integrated stainless steel production facility of Krakatau play the biggest role of production cost responsibility. It is by the caused of the major metallurgical task to convert iron ore to steel and non-metallic raw material to slag. Secondly steel making consume huge slab of electrical energy to melt the solid material to liquid steel. Excellent strategy and controlling tights will get very high benefit to earn much profit.The final assigment is focused on formulating a production strategy based on market requirements and production cost. Key point to get succesfull implementation of these depends on the top management strategy comitment, the Efforts of socialization, and the participation of all staff and employee. The feedback pattern always makes the learning more effective strategic and structured and continuous improvement smootly runs

Improving Business Synergy Between PT.Krakatau Steel (Persero)Tbk and PT.Krakatau Wajatama Using Byproduct Billet Steel Plant to Increase Consolidated Profit

PT.Krakatau Wajatama is subsidiary 100% owned by PT.Krakatau Steel (Persero) Tbk, doing business in production and distribution steel reinforcing rebars. Marketed using marking “KS”, the product having strong positioning as a steel reinforcing rebars which can lowering risk the building structure damaged impacted by fire and earthquake disasters. Market area are covered jabodetabek, Banten, west jawa and parts of sumatera islands. PT.Krakatau Wajatama have no upstream of raw material production facility and having limitation in production capacity and product variances resulted. Facing with those contsraints, how PT.Krakatau Wajatama can increase its profit as well as consolidated profit for PT.Krakatau Steel (Persero) Tbk. The final project starts by conducting value chain analysis of entire flow activities in PT.Krakatau Wajatama and main activity flow in Billet Steel Plant PT.Krakatau Steel (Persero) Tbk, and PT.Delco Prima Pasific, to find out opportunity to increase profit. The analysis finds an opportunity to increase profit through improving business synergy between PT.Krakatau Steel (Persero) Tbk and PT.Krakatau Wajatama using byproduct of Billet Steel Plant PT.Krakatau Steel (Persero) Tbk. Furthermore the project is collecting primary data which are production volume and transfer price of byproduct Billet Steel Plant PT.Krakatau Steel (Persero) Tbk, join production fee in PT.Delco Prima Pasific and product selling price of PT.Krakatau Wajatama, and conducting simulation using Microsoft Excel 2007 upon every possible alternatives solution to carry out best alternative. The simulation shows that synergy sales alternative between PT.Krakatau Steel (Persero) Tbk and PT.Krakatau Wajatama is giving potential of increasing in consolidated profit with total amount Rp.861.003.983,- per month, which is the highest value compares to other alternative. Therefore the project proposed this alternative as business solution

The Development of Business Strategy and Business Model of Sushi Haikara

The growth of food and beverage industry in Indonesia is rampant. It can be seen from the growth in the culinary industry with a number of people who engaged in this industry and sell any kind of foods. One kind of food which is grown today is Japanese food, especially sushi. The numbers of sushi's outlets that offer sushi with high prices without focusing on quality encourage the emergence of sushi's outlets that offer medium prices without neglecting the quality of sushi. By looking at these opportunities, Sushi Haikara tries to offer sushi with medium price and high quality. As a start-up business, Sushi Haikara faces some issues as well as challenge in operating the business. It still does not have strong brand awareness and business model yet to focus on its position, concept, and make its brand well-known to the public; as well as develops strategy for the future. This final project focuses on improving business strategy for Sushi Haikara using three business strategies in order to solve the issues and challenge, as well as prepare development strategy for the future of this business. In order to be able to develop the business, Haikara should improve and strengthening its brand, so that public know the presence of this brand, by improving products (both in quality and taste), services, employees, and all aspects which are needed for supporting the business. After focusing on strengthening its brand, Haikara could continue the planning of business development, one of those is by opening branch in other areas. Those strategies as the solutions should be balanced with good implementation, which needs to be applied systematically. It is divided into short-term and long-term plan. The aspects that should be considered for implementation, consists of human resources, marketing and promotion, operational, and financial. Those aspects are very crucial for the business process and need to be improved in order to survive in the industry and develop its business

Corporate Entrepreneurship Di Sektor Pelayanan Publik Studi Kasus: Badan Pelayanan Terpadu Kota Dan Kabupaten Bandung

Corporate Entrepreneurship (CE) merupakan konsep penting untuk melakukan pembaharuan terhadap birokrasi yang selama ini dijalankan demi meningkatkan efisiensi dan keefektifan kinerja pemerintah dalam memberikan pelayanan prima kepada masyarakat. Penelitian ini menguji hubungan antara orientasi entrepreneurial dan kepemimpinan entrepreneurial terhadap kepuasan kerja dan kepuasan masyarakat. Alat yang digunakan untuk mengukur CE adalah Entrepreneurial Orientation Survey (EOS) dan Entrepreneurial Leadership Questionnaire (ELQ). Metode yang digunakan untuk memahami dan menjelaskan fenomena tersebut adalah dengan melakukan survei responden terhadap 204 yang bekerja di intansi pelayanan publik di Badan Pelayanan Perizinan Terpadu (BPPT) Kota dan Kabupaten Bandung. Analisis jalur (Path Analysis) digunakan untuk menguji pengaruh orientasi entrepreneurial dan kepemimpinan entrepreneurial terhadap kepuasan kerja dan kepuasan masyarakat. Hasil penelitian menunjukkan bahwa terdapat hubungan yang positif dan signifikan antara orientasi entrepreneurial, kepemimpinan entrepreneurial terhadap kepuasan kerja dan kepuasan masyarakat. Hal Ini berarti bahwa semakin tinggi orientasi entrepreneurial dan kepemimpinan entrepreneurial maka kinerja pemerintah yang ditinjau dari kepuasan dari kepuasan kerja dan kepuasan masyarakat akan semakin meningkat. Hasil pengukuran EOS dan ELQ menunjukan adanya perbedaan karakteristik yang berarti antara BPPT di Kota Bandung dan Kabupaten Bandung, yang ditinjau dari orientasi entrepreneurial, kepemimpinan entrepreneurial, kepuasan kerja dan kepuasan masyarakat.Kata kunci: corporate entrepreneurship, entrepreneurship, path analysis, pelayanan publi

Central Maine Morning Sentinel : December 20, 2019

Plato, the Greek philosopher once opined that "Art is supposed to be part of basic education or should be the foundation of education, because art, to a certain extent, it forms our personality sharpen the mind and character." This indicates that art has a very strong influence in the formation of human character, especially if introduced in early stage. On one hand, Art is also considered as an effective mental health treatment. In psychotherapy often used as an expressive medium to help clients communicate, cope stress and explore more in various personality aspects. Art therapy may eventually be an option for children with special needs. The need for a location that serves as a children\u27s art community and the availability of art therapy in Indonesia seen quite possible. This thesis is to focus on the proposal / initiation of a creative social business model that has Value Proposition as a Children\u27s Interactive Art Space and Art Therapy called Spasi Artistik Interaktif untuk Anak (SAIA). For limited source of information, the analysis be done by benchmarking against some overseas locations that have the same vision and mission as well as analyzing the needs of the external environment in Indonesia through interviews with experts and literature study. It resulted in how Children\u27s Art Space and Art Therapy can be a very promising field to be implemented in Indonesia and a well-strategic plan is needed to overcome its weaknesses of lacking in initial capital and art therapist resources. Solution is generated by using Business Model Canvas to create a creative business model proposal that suits with the need and environment in Indonesia. With parents and children and/or children with special needs as the main Customer Segment, SAIA has three main Key Activities which are Art Space, Art Therapy and ArtCubator. Using Lovermarks style of Customer Relationship, Revenue Streams is generated from classes, workshops, art therapy and lease of space. Physical, human and financial as SAIA\u27s Key Resources; and partnership with numerous organizations, companies, medias, foundation related with children, art, social and education. Implementation of the business model will be placed on the consolidation of all aspects in the Business Model Canvas into 18 month development process strategy which include a series of program like DSUSFellowship, Stack Them Up and Spread The News