Hasil Pencarian  ::  Simpan CSV :: Kembali

"ABSTRAKStrategic Alliance is becoming more important ¡n the globalization era,moreover in the rapid changing technology and greater complexity of process andservices in the business world. Two or more companies with their different corecompetencies could establish a strategic alliance in order to achieve a synergy and toposition themselves as a Competitive company in the market. A comprehensiveunderstanding of Strategic Alliance is presented ¡n Chapter 2. Indonesia as one of the emerging countries ¡n Asia has attracted manyinvestors from different countries. This includes an attractive investment in theproperty industry which experienced booming in 1990 and 1994. The propertymarket in Indonesia particularly in Jakarta has experienced a tremendous growthsince the last five years. This is due to the rapid increase of foreign direct investment(FDI) inflow to Indonesia. A Joint Venture as a form of Strategic Alliance is partnership between twoparties or more. They may establish either fifty-fifty or unequal equity partnership.This study is to elaborate a 50-50 or an equally equity Joint Venture process betweenPT. Z and a foreign investor in property development which is often viewed as aproblem in voting. The purpose of this study is to elaborate a 50-50 Joint Ventureprocese between PT. Z, a local property developer and a foreign investor. As aguidelines a sequence process of joint venture is provided. PT. Z is a medium sized property developer which prefers focusing on a nichemarket. PT. Z has operated a good quality and international standard rentalapartment in South Jakarta. It is performing very well In terms of income andoccupancy level. PT. Z has also acquired a parcel of land in the Jakarta?s CBD areaand keeps it for future development. The shareholders of PT. Z have realized thatthey have a limited capital resources to build the office building. Raising a new loanwill not be possible as the company has already a very high leverage. Havingconsidered all factors by using SWOT analysis, PT. Z will use high value of theapartment to seek foreign partner who can bring new equity to the company. PT. Zoffers 50% equity partnership to the incoming foreign partner. The HIC-SEA (Holding Investment Corporation for South East Asia) is asubsidiary of a large prominent European-based multinational company. The HIC-.SEA isinterested in investing in the property market in the region and will manage propertyportfolio in South East Asia countries including in Indonesia. The HIC-SEA is registered inBermuda and has chosen Singapore as a regional base operation. A WIN-WiN negotiation could be implemented in achieving a joint ventureagreement because both parties will work together for a long term period. Building afoundation for negotiation should be based on similarity of offer/requirements, thenmoving up to negotiate differences in order to achieve WiN-WiN situation.There are several key issues in structuring a 50-50 JoInt Venture such as controland managent, buy-sell provisions In relating to a deadlock resolution in the JointVenture Company. The Joint Venture Company should limit the number of Board ofCommissioners and Board of Directors members in order to speed-up the decisionmaking process. Business plan for the Joint Venture Company should be preparedcarefully to avoid misunderstanding between the two parties. A summary of the joint venture process is as follows: 1. Set-up the objective of doing joint venture 2. Do valuation of the subject properties 3. Arrange all legal documents such as land thle, building permit, artides of association. 4. Do feasibility study for a proposed project and/or prepare property report including investment proposal (e.g. how many percent the shares participation is offered) 5. Set-up criteria for the foreign partner(s) 6. Prepare the agenda for a WiN-WIN negotiation 7. Go through the due diligent process 8. Legally binding agreement"

"Pertumbuhan demand terhadap layanan satelit di Indonesia selama satu tauhun terakhir meningkat sebesar 28 persen. Telkom, sebagai operator satelit lokal terbesar di Indonesia, sudah tidak dapat melayani permintaan tersebut akibat keterbatasan kapasitas yang hanya bersumber dari 2 satelit yang dimiliki. Di sisi lain, operator-operator satelit asing mulai masuk dan siap merebut pasar nasional. Dalam 10 tahun terakhir, persentase market share operator-operator asing di Indonesia terus meningkat hingga saat ini telah mencapai 30 persen dari total market. Menghadapi kondisi tersebut, Telkom berupaya untuk meningkatkan value bisnis satelitnya melalui kerjasama joint venture dengan operator asing tersebut. Kerjasama semacam ini akan memungkinkan Telkom memperoleh slot orbit baru sebagai resource utama pembangunan sebuah satelit serta membuka jalan untuk melakukan ekspansi bisnis ke luar negeri. Penelitian ini akan menganalisis bentuk joint venture terbaik dari sisi finansial, market, risiko, time to setup, serta tingkat national pride. Dari hasil penelitian ini disimpulkan bahwa peningkatan value bisnis satelit paling optimal diperoleh melalui joint venture dengan shared assets yang terdiri atas 3 slot orbit.

---

Since last year, the growth of satellite demand has been increasing 28 percent. Telkom, as the biggest satellite operator in Indonesia, is no longer capable to fulfill such request due to the limited capacity from two satellites of its own. On the other hand, satellite operators from other countries has started to enter and ready to take portion in national market. In the last ten years, the percentage of those foreign operators has been increasing up to 30 percent from the total national market share. Dealing with such condition, Telkom is trying to increase the value of its satellite business through joint venture with foreign operator. This kind of cooperation will give an opportunity for Telkom to get new orbital slot, the main resource for satellite development and, at the same time, will open the way for business expansion. This research will analyze the best form of joint venture from financial, market, risk, time to setup, and national pride aspects. As the result, joint venture with shared-assets consists of 3 orbital slot will give the most optimum value of satellite business."

"The airline industry has been challenged, during the last years, by the opening of the European market, the adjustments required to deal with the new competitive environment and the pressure of the US open skies strategy. European airlines have developed innovative strategies in order to adapt themselves to market growth and competition challenges. During the last decade they have achieved considerable productivity improvements, which now permits the sector to create new jobs. However they still suffer from relative structural fragmentation and financial fragility when compared to their main competitors, notably North-American carriers.Liberalization and globalization make the market increasingly competitive and require airlines to undertake large restructuring efforts. European Commission authorized state aid as a one-off measure to help national carriers to restructure during the transition to the liberalized single market. This transition is now over. The airline industry suffers from the same handicap as other industries in Europe, justifying general initiatives enhancing the efficiency of the economic environment.The 11 September 2001 Tragedy no matter terrible should be identified as a one-off event and not a structural crisis. Air France wanted to act quickly while at the same time taking measures that could be easily reversed when needed. It needed quick action while at the same time avoiding over-reaction. Air France announced an adjustment plan on 18 September. which included among other things a freeze on hiring, a reduction in capacity and a number of cost-saving measures. Air France constantly shifted Its capacity regionally as it betted on the fact that the strength of Its hub, Paris/COG 2, allows it to resist the downturn and attract customers to Paris, thus gaining market share.By the end of November, instead of a growth forecast of 7% over the winter of 2000, Air France had the results stabilized and the winter of 2001 was on the same level as the year before. The capacity reduced less than others but the load factors and the yields, whereas the figures for the European airlines were down 10% and even worse ¡n the U.S.In general, and despite the huge financial losses it incurred, the European airline industry reacted much better this time than during the Gulf War crisis of 1990-91. This is largely due to greater flexibility in managing capacity and to a certain self- imposed discipline, which avoided a potentially disastrous fares war. In the end the fare structure might be imposed instead, which basically covered the costs.Though for some other airlines still questionable, the alliances played an important role in helping Air France manage the crisis. In spite of some initial problems between European and U.S. carriers due to what was perceived as dumping practices on the part of the Americans, at a later stage a dialogue was possible on the issue of fares, thus avoiding much heavier losses. In this case, Air France was able to talk to Delta on these Issues after receiving antitrust immunity in January. In the future, the alliances may play an even larger role in minimizing the impact of such event, market slowdown, or even economic turndown.Overall revenue figures for the industry are still down in the largest markets. There is still a depressed demand in the U.S. We are also facing additional costs as a result of 11 September, in particular ¡n the areas of security and insurance. Just in terms Of insurance, Air France is facing an annual cost increase of around US$100m.Airline industry apparently cannot cover its capital costs. The authorities seem to realize it but they easily forget it as soon as the routines clock back. Unfortunately, if traffic decreases, the airports and the air traffic control authorities immediately increase their charges in order to compensate for lost revenue. There a great imbalance amongst player in the air transport industry.Part of the blame for this, of course, lies within the industry. The low-cost carriers, for instance, while playing a useful role in opening up a new market segment to aviation are also damaging the industry as a whole. Their product is different, they occupy a niche of their own but in their communication they imply.Air France practiced renegotiation, delivery delay, and restructures operating lease, which enables itself to withdraw aircraft from the fleet without being financially penalized. 11 September obviously spurred the airlines to slightly alter their plans and at least to anticipate some measures. Nine A310s were withdrawn from the fleet of Air France nine months ahead of time. They will be replaced by A330-200s. Two 747-200s and one 767 were withdrawn from long-haul operations, while in the medium-haul sector operating leases on three A321 s and one 737-300 were not renewed. The use of short-to-medium term operational leases has given Air France great flexibility in times of crisis. It seems that Air France learned the lesson of 1991 when it received brand-new aircraft that ended immediately parked iri the desert.Strategic alliance is considered to have helped in avoiding cost increases, and building synergic complementary network. Through a code share, one could double a frequency without any spending. This means altogether substantial investment savings. On the cargo side, SkyTeam, for example, has developed frreaChiflg synergies between Air France, Delta and Korean.The alliances are still a very young phenomenon and they have not yet expressed all their potential. Common marketing strategies might do the trick, while preserving the identity and ¡mage of each partner, will also fosters the growth of the SkyTeam brand. The alliance has made much progress over the past three years and the antitrust immunity granted in January will lead to a qualitative jump in its partner relationship."

"ABSTRACTIn Year 2011, heavy equipment sale reached 17,360 units or growth 47% year by year. In 2012, heavy equipment sale is expected to reach 210,000 units, growing 21% compared to 2011. This condition will be impact to the needs of component or spare part for heavy equipment, especially for filter part. Capturing this opportunity, PT Andalan Multi Kencana and PT Astra Otoparts Tbk has made strategic alliance since the end of 2010. This thesis is about analyzes why this strategic alliance cannot capture that opportunity and how to improve the strategy alliance between them. Besides of that, this thesis also analyze the new types of strategy alliance can be adopted by PT Andalan Multi Kencana and PT Astra Otoparts Tbk to enlarge the market size in amount. The analysis will starts from defining external environment and find the opportunities and threat that lie within. Besides of external environment, internal environment also has to be defined to capture the strength and weakness that company has. Using SWOT analysis, strategy can be defined based on all opportunities, threat, strength and weaknesses."

"Salah satu sifat alami dari perusahaan adalah untuk mengejar competitive advantage atas pesaingnya dalam sebuah industri. Namun bagaimanapun, untuk mencapai competitive advantage sangatlah sulit terutama karena persaingan yang kian ketat antar perusahaan. Kondisi ini mengharuskan seorang manajer perusahaan untuk menghasilkan cara baru untuk unggul dalam kompetisi. Oleh karena itu, tesis ini dibuat untuk menganjurkan perusahaan agar terlibat dalam aliansi strategis sebagai media untuk mendapatkan competitive advantage. Penelitian mengatakan bahwa aliansi strategis akan meningkatkan pasokan sumber daya dan saluran jaringan. Selain itu, aliansi strategis juga akan memfasilitasi peningkatan kompetensi inti perusahaan serta untuk belajar dan mengembangkan kemampuan strategis baru. Studi ini menganalisis manfaat yang perusahaan bisa dapatkan jika mereka terintegrasi dalam sebuah aliansi. Manfaat ini juga akan mengarah ke pencapaian competitive advantage. Selain itu, tesis ini juga menyelidiki bagaimana cara untuk membangun sebuah aliansi serta bagaimana cara untuk berhasil mengelola aliansi, karena tidak jarang aliansi menemui kegagalan selama beroperasi. Selain itu, tesis ini juga menghadirkan dua analisa kasus, yang akan menggambarkan konsep dan teori aliansi strategis untuk dunia bisnis yang nyata. Menggabungkan unsur-unsur tersebut, tesis ini berharap dapat mengungkap apa yang diperlukan bagi perusahaan untuk menciptakan competitive advantage dengan terlibat dalam sebuah aliansi strategis yang menguntungkan.

---

It is the nature of the firms to pursue competitive advantage over the rivals in the industry. But however, it is very difficult to achieve competitive advantage especially due to the fiercer competition between firms, which now has been amplifying more than ever. This condition forces manager to impose new way to be stand out in the competition. Hence, this thesis promotes firms to engage in strategic alliances as the medium in order to gain competitive advantage. It is said that strategic alliance will boosts the supply of resources and networking channel. In addition to that, strategic alliance will facilitates the improvement of firm’s core competence as well as to learn and develop new strategic capabilities. This study analyses the benefits that the firms may get if they are integrated in an alliance. These benefits will also leads to the achievement of competitive advantage. Furthermore, this thesis correspondingly investigates the approaches for alliance to gain competitive advantage as well as how to successfully manage alliance, since there are many alliances meet failure during the operation. Moreover, this thesis also presents two case analyses, which will illustrate the concepts and theories of strategic alliance to the real business world. Combining those elements, this thesis hopes to unravel what it takes for firms to create competitive advantage by engaging in fruitful strategic alliance."

"What does it take to build a successful corporate alliance? The dramatically high failure rate -- estimated at 60 to 75% -- suggests that alliance managers often lack the knowledge and skills to determine strategic fit, negotiate win-win agreements, align organizational cultures, and -- perhaps most important of all -- get people to work together productively. This book provides the practical guidance needed to make alliances work. In The Strongest Link, strategic alliance experts Slowinski and Sagal draw on over 40 years of experience working with companies to form strong, profitable collaborations, including AT&T, NEC, Battelle, Eli Lilly, and Procter & Gamble. Packed with stories of these and other companies, the book features exclusive, proven methodologies for planning, structuring, and negotiating an alliance, as well as strategies for training participants in collaborative management."

"The research was conducted with the empirical study of implementing the strategic alliances on a complete learning framework’s dimension: relationship capital, surfacing, joint learning structures, and knowledge acquisition. As a result, strategic alliances create dynamic learning, integration, and reconfiguration capabilities to achieve strategic alliance performance. In addition, this research also studies mediation's function on dynamic capability to strategic alliance performance. The result answered the research problem in this research: the high failure rate of strategic alliance implementation in the partial learning framework. The research uses the quantitative method. The interview was conducted as an additional explanatory function.

---

Penelitian dilakukan dengan studi empiris penerapan aliansi strategis pada dimensi kerangka pembelajaran lengkap: modal hubungan, permukaan, struktur pembelajaran bersama, dan perolehan pengetahuan. Hasilnya, aliansi strategis menciptakan pembelajaran dinamis, integrasi, dan kemampuan konfigurasi ulang untuk mencapai kinerja aliansi strategis. Selain itu, penelitian ini juga mengkaji fungsi mediasi pada kapabilitas dinamis terhadap kinerja aliansi strategis. Hasil tersebut menjawab permasalahan penelitian dalam penelitian ini: tingginya tingkat kegagalan implementasi aliansi strategis pada kerangka pembelajaran parsial. Penelitian ini menggunakan metode kuantitatif. Wawancara dilakukan sebagai fungsi penjelasan tambahan."

"Changes in the world economic climate have fundamentally altered not only the way products are created, but also the way businesses form and thrive. Large organizations once grew by swallowing whole the smaller companies with which they worked. Now, growth for both large and small companies is fostered and nurtured by strategic alliances. This timely book illustrates five types of strategic alliances and how to structure them to achieve the goals of the component companies. Drawing from industries such as communications, healthcare, appliances, and defense, the book covers: * How to determine the right type of alliance, and structure it to meet each company's stated goals * Sharing knowledge and building inter-company teams * Successfully ending an alliance Filled with sample legal documents and agreements, frameworks and guidelines, the book is an essential resource for companies considering strategic alliances."

"ABSTRAKIndonesia merupakan negara yang luas wilayah lautnya lebih luas dari daratan, sudah sepatutnyalah memiliki armada kapal perang yang memadai agar dapat mengamankan wilayah kedaulatan Negara Kesatuan Republik Indonesia dari segala macam ancaman, gangguan, hambatan dan tantangan yang datang dari laut. Selain itu laut merupakan sumber kekayaan alam hayati dan non hayati yang dapat dipergunakan untuk mensejahterakan rakyat dan pembangunan nasional. Perkembangan dunia semakin datar, semua perusahaan dimana saja di dunia dapat diakses dengan cepat tanpa batas waktu, perusahaan berusaha untuk memenangkan persaingan bisnisnya dengan beberapa metode dan strategi yang diciptakan, salah satu cara dengan strategi generik yaitu keunggulan kompetitive (competitive adventage ) hasil produk yang berbeda selalu inovative, keunggulan biaya murah dengan mutu yang baik/standar dan fokus pada produk yang dihasilkan. Banyak perusahaan untuk memperoleh keunggulan bersaing, membangun dan mengembangkan usahanya di beberapa negara sehingga menjadi perusahaan multi national. Pengembangan perusahaan multi national dilaksanakan dengan berbagai cara agar dapat masuk kesuatu negara dengan resiko biaya yang lebih rendah, salah satunya dengan melakukan aliansi strategi dimana perusahaan lokal ikut dilibatkan. Bagaimana perusahaan menjaga kontinuitas suatu hasil produk agar dapat berjalan secara terus menerus dari bahan baku sampai barang jadi dan diterima oleh pelanggan, hal ini tidak mudah untuk itu diperlukan suatu metode dengan supply chain management agar diperoleh jadwal waktu penyelesaian yang tepat, biaya murah dan mutu standar. Penulis menjadikan Dinas Pengadaan TNI Angkatan Laut sebagai obyek penelitian karena sebagai pintu masuk yang melibatkan aktivitas bisnis internasional dalam rangka pengadaan kapal, yang merupakan suatu hal yang penulis anggap cukup kompleks dimana dalam satu buah kapal terdiri dari berbagai macam komponen barang dari beragam sumber/produk.

---

ABSTRACT

Indonesia is state with wide sea territory which is broader than land, approriately has adequate battleship armada to protect sovereignty region of Republic of indonesia from all threats, trouble, resistance and challenge coming from sea. Besides sea is source of natural resources which can be utilized to secure and prosperous of nation and national development. Increasingly leveled off of world development, all companies around the globe are accesable swiftly without time boundary, company tries to win its business competition with a few method and strategy created, one way with generic strategy that is the competitive adventage, different product result, ongoing inovative, cheap expense advantage with good/standar quality and focus at product yielded. Many companies to have the best of competing, builds and develops its business in some states to become multinational company. Multinational company expansion were executed variously that accessible to a state at lower cost risk, one of them is strategic alliance where local companies were involved. How the company taking care of a result product continuity to run continually from raw material to finished goods and received by client, this were not easy, hence, required a method with supply chain management to obtain correct solution time schedule, with cheap expenses and standard quality. Writer makes Dinas Pengadaan TNI Angkatan Laut as research object due to entrance involving international business activity for the agenda of ship levying, which writer assumes as quite complexes where in one ship consisted of various goods component from varying sources."

"PT. PP-TAISEI INDONESIA CONSTRUCTION merupakan salah satu perusahaan Joint-Venture di Indonesia, antara perusahaan dalam negeri dengan perusahaan asing, Jepang, yang telah berusia 25 tahun. Penelitian dilakukan untuk di kaji bagaimana pelaksanaan dalam Manajemen Silang Budaya Organisasinya sehingga tetap dapat meningkat sampai saat ini. Disadari bahwa didalam perusahaan Joint Venture masalah yang timbul dan sangat mempengaruhi jalannya organisasi adalah perbedaan budaya (culture) dari masing-masing anggota organisasi Joint-Venture tersebut. Oleh karena itu penelitian tentang Manajemen Silang Budaya (Cross Culture Management) pada PT. PP-Taisei Indonesia Construction ini difokuskan pada faktor-faktor yang mempengaruhi maupun faktor-faktor yang dapat dipengaruhi oleh nilai-nilai budaya organisasi antara lain; iklim organisasi, kepuasan kerja karyawan dan kemampuan daya saingnya dalam memasuki era globalisasi atau era persaingan bebas. Sehingga pokok masaiah dalam tests ini ialah bagaimana pengelolaan silang budaya sehingga organisasi (perusahaan) dapat berkembang dan maju, serta mempunyai daya saing ? Penelitian ini dengan pendekatan deskriptif analitis dengan menggunakan data kepustakaan serta data primer (in-depth interview) dan studi dilakukan secara kualitatif. Hasil penelitian menunjukkan bahwa manajemen PT. PP-Taisei Indonesia Construction sangat memperhatikan nilai-nilai budaya yang ada dan yang terjadi dan berupaya mengetolanya sehingga tercipta iklim organisasi dan kepuasan kerja karyawan. Temuan penelitian yang paling utama adalah gambaran adanya suatu hubungan empiris antara nilai-nilai budaya yang ditetapkan oleh perusahaan dengan iklim organisasi serta kepuasan kerja pegawai. Pengalaman kemampuan mengelola silang budaya di PT. PP-Taisei dapat pula dijadikan acuan dalam mengelola Silang Budaya Organisasi lainnya, baik organisasi publik maupun Organisasi Swasta terutama yang bersifat aliansi ; Joint-Venture, Joint Operation, Konsorsium atau Penggabungan (Merger). Nilai-nilai Budaya Organisasi yang telah mengkristal menjadi Budaya Organisasi baru yang telah disepakati, dihormati, ditaati dan dihargai bersama jika dikelola, disosialisasikan serta dipelihara dengan balk akan menjadi kekuatan organisasi dan meningkatkan daya saing organisasi dalam menghadapi era globalisasi."