Bina Ekonomi
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MEMBANGUN KEUNGGULAN KOMPETITIF MELALUI PENCIPTAAN PENGETAHUAN
Get PDFWe are in our very way in entering the New Era mostly associated with knowledge. Knowledge has become a huge and most frequently spoken theme in businessphere. It is believed among business academic communities and practitioners that knowledge will be the very central issue on competitive advantage. And, building competitive position or advantages means now to create new knowledge in advance of the competitors. However, it is not that all to be competitive are, then, to be very fast in transforming knowledge into innovations (product, process technology, and management) and to abandon them at the proper time; that is, when changes prevail. The roles of management required are as to create and to nurture a relevant and an encouraging habitat and atmosphere for learning. Indeed, it is human entity which does the learning. Therefore, to build competitive advantage is to encourage people to learn new knowledge, to create new knowledge upon old ones, and to innovate product, or technology, or management, upon new knowledge created
Proyek Internasional: Tantangan Abad 21
No full textThe recent trend toward globalization, even in those countries which had opted to operate in isolation in the past, indicates that international projects will receive a greater thrust in the years ahead. This article identified benefits and threat of international project. We must do an environmental analysis or pre project country study to evaluate the feasibility of the international project in culture, geographical position , economic indicators, legal and political stability, business environment, and infrastructures
LEVERAGE CROSS - BORDER LEASING
Get PDFLeverage Cross-border Leasing adalah suatu struktur sewa guna usaha berjenis leverage yang melibatkan pihak lessor dan lessee dari negara yang berbeda dan menganut hukum yang berbeda pula. Artikel ini mendeskripsikan leverage cross-border leasing, keunggulan dan resiko dari yang diperoleh masing-masing pihak cross-border leasing. Uraian mengenai "Double Dip" akan dijabarkan diakhir tulisan
MAKE OR BUY? STRATEGI OUTSOURCING UNTUK MENCIPTAKAN COMPETITIVE ADVANTAGE
No full textMost companies can substantially leverage their resources through strategic outsourcing by: (1) developing a few well-selected core competencies of significance to customers and in which the company can be best-in-world; (2) focusing investment and management attention on them; and (3) ,strategically outsourcing many other activities where it cannot or need not be best. There are always some inherent risks in outsourcing, but there are also risks and costs associated with insourcing. When approached within a genuinely strategic framework, using the variety of outsourcing options available, and analyzing the strategic issues developed here, companies can overcome many of the costs and risks. When intelligently combined, core competency and extensive outsourcing strategies provide improved returns on capital, lowered risk, greater flexibility, and better responsiveness to customer needs at lower cost
SEBUAH GAGASAN PENGEMBANGAN APLIKAISI TEKNOLOGI INFORMASI UNTUK MENDUKUNG PENDIDI KAN MAHASISWA STRATA.I BIDANG EKONOMI PERUSAHAAN
Get PDFUniversities nowadays are under increasing pressure to produce graduates who are not only knowledgeable but who also have valuable work experience as well as excellent interpersonal skills. The last two are often lacking in the university graduates of today, which will be to their detriment when-they enter the workforce looking for good, well-paid jobs with long- range prospects. This paper introduces an idea to include a continuous, lT-enhanced, “work experience" simulation in the curriculum, in which a student will be subjected to all the experiences an actual employee will encounter in an actual firm, at various operational and management levels
MENGUKUR TINGKAT KESEHATAN BANK DI INDONESIA
Get PDFBank plays an important role in economy. Allocation of fund an circulation of money become more efficient with the existence of bank. It one factor that promotes stable economic growth.Only healthy bank can maximize its role in economic activities. The Question is what criteria of healthy bank in Indonesia. There are 5 criteria in measuring the health of bank. The criteria are Capital, Asset quality, management, earning, and liquidity (CAMEL). This paper describes and explains how these 5 criteria work
BALANCED SCORECARD BASED PERFORMANCE MEASUREMENT & STRATEGIC MANAGEMENT SYSTEM
Get PDFDeveloping strategy and performance measurement are an integral part of management control system. Making strategic decision about planning and controlling require information regarding how different subunits in organization work. To be effective, performance measurement, both financial and non-financial must motivate manager and employees at different levels to force goal accomplishment and organization strategic. An organization\u27s measurement system strongly affects the behavior of people both inside and outside the organization. If companies, are to survive and prosper in information age competition, they must use measurement and management systems derived from their strategies and capabilities. Unfortunately, many organizations espouse strategies about customer relationships, core competencies, and organizational capabilities while motivating and measuring performance only with financial measures. The Balance Scorecard retains financial measurement as a critical summary of managerial and business performance, but it highlights a more general and integrated set of measurements that link current customer, internal process, employee and system performance to long term financial success
PENGUJIAN KAUSALITAS ANTARA TINGKAT BUNGA DAN NERACA PEMBAYARAN DI INDONESIA TAHUN 1999,1-2001,2
Get PDFPerekonomian Indonesia pada akhir tahun 1997 mengalami krisis keuangan yang berlanjut menjadi krisis ekonomi. Krisis ekonomi ini mengalami puncaknya pada tahun 1998 dan mulai membaik pada tahun 1999. Seiring dengan krisis yang terjadi, perubahan pada kebijakan moneter pun terjadi terutama yang berhubungan dengan perdagangan luar negeri yaitu kurs dan tingkat bunga. Setelah selama puluhan tahun dilakukan kebijakan nilai tukar terkendali pada masa ini diberlakukan nilai tukar mengambang yang sepenuhnya tergantung pasar. Selain itu, kebijakan tingkat bunga pun diberlakukan secara intensif untuk mempengaruhi arus masuk dan keluar modal sehingga akan mempengaruhi Neraca Pembayaran (Balance of Payment) dan komponennya yaitu Neraca Transaksi Berjalan (Current Account) dan Neraca Modal (Capital Account). Penelitian ini mencoba untuk menganalisis hubungan kausalitas antara Neraca Pembayaran (Balance of Payment) dengan Tingkat Bunga pada periode kuartal pertama tahun 1999 sampai dengan kuartal kedua tahun 2002. Selain itu, komponen dari Neraca Pembayaran yaitu Neraca Transaksi Berjalan (Current Account) dan Neraca Modal (Capital Account) juga akan diteliti hubungan kausalitasnya dengan Tingkat Bunga. Metode yang digunakan untuk melihat hubungan kausalitas ini adalah Metoda Kausalitas Granger dengan menggunakan lag satu kuartal dan lag empat kuartal. Hasil pengolahan data dengan metoda Granger memperlihatkan lag satu kuartal dari tiga model hanya satu hubungan searah yang terjadi, yaitu antara Neraca Pembayaran (BOP) dengan Tingkat Bunga (R) sedangkan untuk dua model lainnya yaitu, Neraca transaksi berjalan (CA) dengan Tingkat Bunga (R) dan Neraca Modal (KA) dengan Tingkat Bunga (R), tidak terjadi hubungan kausalitas atau saling bebas. Model-model dengan persamaan lag empat kuartal terjadi satu hubungan kausalitas satu arah, yaitu antara Neraca Pembayaran (BOP) dengan Tingkat Bunga (R) dan satu hubungan dua arah antara Neraca Modal (KA) dengan Tingkat Bunga (R), sedangkan untuk model antara Neraca transaksi berjalan (CA) dengan Tingkat Bunga (R) tidak memberikan hubungan kausalitas atau saling bebas
DISKUSI MENGENAI PERENCANAAN STRATEGIS DALAM PERGURUAN TINGGI DAN INOVASI DALAM PENDIDIKAN
Get PDFEvery company needs strategic planning to deal with its external environment and to achieve its vision and long-term and short-term goals. In general a typical strategic plan starts with a lengthy description of current industry conditions and the competitive situation to be followed by the discussion of how to increase market shares, capture new segments, or cut costs, followed by an outline of numerous goals and initiatives. The process usually culminates in the preparation of a large document culled from a mishmash of data provided by people from various parts of the organization who often have conflicting agendas and poor communication. In this process, managers spend the majority of strategic thinking time filling in boxes and running numbers instead of thinking outside the box and developing a clear picture of how to break away from competition. It is no wonder that only few strategic plans lead to the creation of blue oceans or are translated into action. Few employees deep down in the company even know what the strategy is. And a closer look reveals that most plans do not contain a strategy at all but rather a smorgasbord of tactics that individually makes sense but collectively does not add up to a unified, clear direction that sets a company apart, let alone makes the competition irrelevant. The strategic planning process should not be based on preparing a document, but on drawing a strategy canvas that focuses on the big picture and not the numbers. This paper starts with a discussion of competitive environment in higher education institutions, such as colleges and universities, where many institutions are competing on the same key success factor and the same competitive rules of competing and many offer the same offering. These situations make the higher education institutions face intense competition, mounting price pressure, and flat demand. Therefore this paper will discuss ideas and steps that could be taken to open the paths to creating blue oceans
PELUANG MEMBANGUN PEREKONOMIAN NASIONAL DENGAN PERBAIKAN SISTEM PEMBIAYAAN BAGI USAHA KECIL DAN MENENGAH (UKM)
Get PDFSmall and medium enterprises (SMEs) have an important role in economy; not only they employ a lot of workers but also contribute to Gross Domestic products (GDP). The SMEs contribute more than 60 percent of GDP (40 percent from small enterprises (SEs)). More than 99 percent of interprises in Indonesia are SMEs and more than 96 percent of worker are employed by them (more than 91 percent work in SEs).Although SMEs are very important for the Indonesian economy, they still have problem to have accessing fund. The SEs invest only 1.5 million rupiahs in average (only 0.0078 and 0.00005 times the average investment of medium (MEs) and big enterprises (BEs) each year) and the MEs invest 855.88 million rupiahs in average (nearly 0.03 times the average investment of BE each year). The data shows that investment for each SE is too small than investment of MEs and BEs. On the other hand the return of investment in SE are more than twice than ME and BE. Although the SMEs contribute 60 percent of total GDP, they only invest 43 percent of total investment every year. The Kredit Usaha Kecil (KUK) that served by commercial Banks for SMEs only contribute 37 percent to total investment of SMEs or 16 percent to total investment. It is proper SMEs invest more than current their investment because they contribute to GDP more than BEs. The intermediation institution (bank) should improve they role in SMEs funding. The development of intermediary system that serve easy funding for SMEs especially SEs is a potential way to increase the economic growth and better distribution of income