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Rinaldy Awaluddin
"L'Astra Otopart a ete nee en 1976 sous le nom de PT Pacific Western comme une entreprise commerciale d'exportation et importation. Posterieurement, le nom changea a PT Astra Pradipta Internusa. En 1979 Astra Pradipta Internusa a ete nomme comme le seu! distributee d'accumulateur de la marque GS et Kayaba en Indonesie. Et puis en 1991 I'entreprise PT Federal Adiwiraserasi est incorporee comme le fabricant des produits plastiques. Le group du business de pieces detachees automotive d'Astra faisait la consolidation en 1996, PT Federal Dinamika Lestari, PT Astra Pradipta Internusa, PT Astra Persada Nusantara et PT Astra Multi Trading se sont fusionnees et deviennent PT Federal Adiwiraserasi et changea son nom a PT Astra Dian Lestari. Apres le processus de la consolidation, PT Astra Dian Lestari devient PT Astra Otopart.
Voila done en bref la chronologie de la naissance de PT Astra Otopart. Ensuite I'entreprise Astra Otopart s'accroTt rapidement. En 1998 AOP (Astra Otopart) a obtenu la certification d'lSO 9002 pour la division du commerce et a debute le 15 juin a Jakarta Stock Exchange. Tres rapidement en 1999, AOP lancait son projet-pilote et a ete nommee le seul distributee de lubrifiant automotive en Indonesie de la marque FUCHS. Enfin en Tan 2000, AOP est votee comme L'Entreprise indonesienne le mteux dirigee par le magazine Asiamoney.
1.1.2 Le Profile
Astra Otoparts est une entreprise de forme de holding company qui est affilie avec 30 entreprises dans le groups d'Astra Automotive Component Group. L'Astra Automotive Component Group contient d'entreprises qui fabriquent un grand nombre de produit de pieces detachees. Le groupe derive sa solidite grace a ses strategies de joint-ventures et d'un commun accord d'assistance technique avec les fabricants de pieces detachees americains, europeens et japonais. Certaines entreprise d'Astra Automotive Component Group ont obtenu ['accreditation de QS 9000 et ISO 9000. La plupart des produits de pieces detachees exportees a I'etranger satisfait aussi le standard de JIS.
Le Business de Manufacture Strategic du business
En appliquant les strategies efficaces, le segment du business de fabrication a reussit a maintenir et meme ameliorer sa performance du business alors que I'economie d'lndonesie n'a pas encore completement gueri. D'abondant de capacite de production installee s'accrolt egalement, comparee avec I'annee derniere. Ces reussites sont possibles grace a :
- renvoi de quelques investissements et optimiser I'utilisation de toutes les ressources d'AOP pour le segment du business de fabrication
- se focaliser la production pour les produits orientes en exportation
- formation des personnels en etranger avec support de partenaires du business d'AOP
- accreditation des standards de qualites internationaux tels que les certifications d'lSO 9001, ISO 14001 et OS 9000
Performance Financiers
Le segment du- business de fabrication contribue Rp 864 milliard ou 55% de vente totale d'AOP. Ce montant represente une augmentation de Rp 142 milliard sur I'annee derniere due de vente de niveau plus eleve des pieces detachees et aussi Amelioration de marche automotive local. Le benefice brut monte jusqu' a Rp 225 milliard, represente une augmentation * de Rp 49 milliard ou 28% sur I'annee precedents. L'augmentation est principalement attribute par le faible cout de matieres premieres importees."
Depok: Fakultas Ekonomi dan Bisnis Universitas Indonesia, 2000
T774
UI - Tesis Membership  Universitas Indonesia Library
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Ignasius Steve W. W.
"ABSTRAK
Kinerja PT Astra Otoparts Tbk Unit Niaga Divisi Internasional pada tahun 1999 mempunyai total penjualan sebesar US$ 32.991.430 di mana 44% -nya berasal dari penjualan unit sepeda motor Honda ke Greece. Produk unggulan lainnya adalah battery dengan pasar utama di Timur Tengah (27%).
Strategic Planning dilakukan sebagai sarana untuk menghadapi persaingan global , menghadapi perubahan di pasar dan mengurangi ketergantungan pada salah satu produk I customer /pasar tertentu.
Hasil dari Strategic Planning ini adalah formulasi program untuk level Divisi meliputi Survey Pasar, Pengembangan Produk Baru, Penyusunan Organisasi Matrix, Penjajakan Branch Office di Dubai dan Pemanfaatan E Commerce.
Untuk level Departemen meliputi Departmen Autoparts perlu melakukan fokus dan utilisasi data survey pasar , Departemen Battery/ Motorcycle perlu memperkenalkan produknya ke pasar-pasar baru (MC) dan produk baru ke pasar baru (Battery), department Tyre/ Tube perlu memperkenalkan produk baru ke pasar yang baru.
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2000
T-Pdf
UI - Tesis Membership  Universitas Indonesia Library
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Syaiful Amri
"The introduction of the euro, the unique European currency, is aimed at conveying its advantages to the individuals, which are, among others:
a) The stability and solidity of a single currency, which will bring steady and low interest rates and low inflation for saving protection.
b) With a single currency, an individual could travel and purchase easier in Euro Zone country members due to the absence of the currency exchange cost.
Since June 1997, the Banque Populaire du Nord (BPN) has started informing its employees by using the existing tools and developed many strategies to disseminate the information, from intranet system Dedic to four-page bulletin, L'Essentiel.
In regards to the Euro transition, BPN has conducted many communication strategies targeted at its clients. The bank has published the brochures and monthly leaflets since mid 1997. Those documents are distributed to it's the clients by mail accompanying the bank statement.
At the level of the quantity of disseminated information, the efforts conducted by BPN indicate that the bank has a capacity to manage its clients' relation, more precisely its proximity with its clients. This is one of the values of the Group of Banques Populaires.
At the level of the content quality of documents, which offer the fundamental data related to the Euro transition, BPN has great capacity to manage its clients banking business. It would be much better if the BPN carries out a questionnaire in order to measure the clients' satisfaction degree and to obtain their feedback for its own development.
Knowing that the Euro transition is a big opportunity to improve its clients' relation, BPN could benefit to increase its revenue, especially in regards to the sales of bank cards, which is one of the simplest and most reliable payment methods related to the Euro conversion.
By emphasizing its own Euro calendar, BPN shows that it has taken into consideration several ways to approach its clients and to convey to its clients that the bank is always prepared whenever they require information about the Euro.
In brief, the BPN has taken many efforts to familiarize its individual clients to the Euro migration. It has done its best so that its clients are assured, helped and guided during the transition to the European single currency. Through this way, BPN could maintain the loyalty of its clients and at the same time attract new clients."
2001
T748
UI - Tesis Membership  Universitas Indonesia Library
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Brierty, Edward G.
Upper Saddle River, New Jersey : Prentice-Hall, 1998
658.8 BRI b
Buku Teks  Universitas Indonesia Library
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Bradley, Frank
England: John Wiley & Sons, Ltd, 2003
658.8 Bra s
Buku Teks  Universitas Indonesia Library
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McCarthy, E. Jerome
Homewood: Irwin, 1988
658.8 MCC e
Buku Teks  Universitas Indonesia Library
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Kotler, Philip
Boston: Pearson, 2016
658.87 KOT m
Buku Teks  Universitas Indonesia Library
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Aaker, David A.
New York: John Wiley & Sons, 2000
658.83 AAK m
Buku Teks  Universitas Indonesia Library
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Kotler, Philip
Boston: Pearson, 2016
658.8 KOT m
Buku Teks  Universitas Indonesia Library
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Crisp, Richard D.
New York: McGraw-Hill, 1957
658.8 CRI m
Buku Teks SO  Universitas Indonesia Library
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