Showing posts with label Investment. Show all posts
Showing posts with label Investment. Show all posts

Friday, December 3, 2010

Cara Pasang Adsense For Feed

Membuat dan Memasang Adsense For Feed di blog merupakan cara mendapatkan penghasilan bagi pemilik blog, terutama bagi blog yang berbahasa Indonesia yang hanya bisa di pasangi Adsense For Feed dan Adsense For Search saja.

Adsense For Feed ini akan sangat memberi penghasilan bagi yang memiliki banyak pelanggan blog. Penghasilan akan di dapat untuk setiap iklan yang diklik oleh pengunjung pada feed blog.

Cara Membuat Adsense For Feed, sebagai berikut :
1. Pertama daftar dulu di Google Adsense, silahkan masuk ke http://www.google.com/adsense.

2. Bila sudah mempunyai akun di Google Adsense, tinggal Membuat Adsense For Feed dan memasangnya di blog

3. Login dulu di http://www.google.com/adsense


4. Klik menu tab Konfigurasi Adsense --> Dapatkan Iklan

5. Klik Adsense Untuk Feed

6. Pada bagian Adsense untuk Feed --> Jenis Iklan, pilih Iklan/gambar teks agar semua jenis iklan maupun gambar tampil di blog anda.

7. Pilihlah seberapa sering iklan akan tampil di feed blog anda di bagian Frekuensi. Sebaiknya pilih setiap bahan umpan agar peluang iklan di blog anda di klik cukup besar.

8. Pilihlah panjang pesan iklan yang akan tampil di feed blog anda di bagian Panjang Pesan. Sebaiknya pilih Pesan dengan panjang berapa pun.

9. Pilihlah posisi iklan di bagian Posisi. Sebaiknya pilih Di bagian atas bahan umpan, karena peluang untuk di klik lebih besar.

10. Pilih warna sesuai keinginan anda dengan mengaktifkan Biarkan saya memilih warna

11. Klik buat channel baru dan masukkan alamat feed blog anda.
Misalnya http://no-1-seo.blogspot.com/feeds/posts/default

12. Klik Tambah lalu klik Simpan untuk mengaktifkan google adsense for feed ini. Iklan akan tampil setelah 10 menit atau lebih.

Monday, November 15, 2010

From King Parking incarnates So 'King Luwak'

Lampung - Civet Coffee Enchantment increasingly became a byword as a line of coffee that has a distinctive taste. Even Civet Coffee was once dubbed as the world's most expensive coffee.

Civet Coffee fame apparently also by Gunawan was arrested Confessing Way resident, Liwa Lampung Barat. Gunawan, who previously was a parking coordinator in West Lampung with a mediocre income, now after 3 years in the business of production and sale of civet brew their economy improves.

"I had previously had 17 years as coordinator for parking, it can only be made to eat alone. I finally eliminated," said Gunawan told detikFinance when met at his residence, Way Confess, Liwa, Lampung Barat, on Wednesday (06/10/2010).

Gunawan said had mastered parking locations in 7 markets in West Lampung, with the men up to 25 people. But over time, the profession was becoming displaced during perpakiran management taken over by the government.

Gunawan's fate was finally brought to mengakrabi Luwak coffee business. He tells the story of the beginning of his plunge in business Civet Coffee began when he was a walk in the market and attracted two animals weasel or mongoose. As a fan of animals he then bought two ferrets are with each of the price of Rp 50,000 per cow.

"I love that name Luwak Inul and Adam (dangdut singer)," he recalls with a laugh.

He explained that the introduction to business acquaintances Civet Coffee originated from a citizen requesting descent from Medan in cooperation. Task Gunawan ktika it only provides feedback to the two animals luwaknya coffee. The fellow is in a certain period to take and buy these civet droppings.

"Weasel I offered $ 1 million to him," he said.

Interval of 3 months he started walking suspicious of the movements of his partner who is not open. Previously, he only knew the reason for his purchase dirt Luwak Coffee is only for the drug. While the two luwaknya apprehensive because of too much coffee fed.

"I'm curious, because I do not understand the internet for help to find the solution on the internet by a friend about the civet droppings by a friend. I am amazed that in China there is information from Luwak coffee prices persetengah valued up to Rp 2.5 million pounds," he said.

Start since it was he thinking to develop Coffee Luwak by collecting as much as mongoose and 67 tails. Unfortunately, it's not as easy as he imagined because a lot of Civet are sick and eventually die, or even escape from the cage. Until now the number of mongoose that he had only a dozen left alone.

Civet name also had protruding into the most sought after animals at the time, whereas formerly known as Civet animal pests that interfere with farmers in the area of Liwa. The price also rose sharply to Rp 150,000 per head, at this time can be sold for RP 300-500000 per fish. According to Gunawan Weasel divided the various types of weasel months, weasels and pandanus trees.

"Weasel good for civet coffee is the pandanus and the moon. Civets not eat coffee tree, but the juice alone," he said.

He claimed to mongoose-mongoose that was alive was not easy to be fed. Through the process of learning self-taught he started to know the ins and outs of Civet including what foods he should give, when it's time, what kind of coffee you like civet.

"Food is like Civet other than the ripe red coffee, Luwak also like bananas, papayas until the snail, the coffee was the evening meal," he said.

For business mongoose food is also not easy, the article he was not yet have its own coffee plantation. So have to hunt to find coffee from farmer to farmer with a price of Rp 5000 per kg.

During this learning process she had to stay up to give feedback to the Luwak coffee at night. Gunawan said at the same time the neighbors began to many who are interested, even though it was musangnya not be relied upon to generate dollars.

"From there is a desire to ask the cooperation of the results. But I do not want direcokin," he said.

Gradually, his efforts began to be seen, although many neighbors menjalini same business he remained confident of success. At least this time could prove to be sufficient for his family everyday and be able to buy the car operations Trooper Jeep worth RP 40 million.

"People judge a lot of my success, and many emerging," he said.

He also admitted there are things that proud of Coffee product during Luwaknya reportedly been purchased for the presidential banquet. Before the fasting month some time ago, continued Gunawan, there are acquaintances of the military who bought it for entertainment purposes.

"I've used Coffee Luwak coffee morning for Mr. President SBY, then the number 4 Kg," he claims.

He said today in Liwa West Lampung robusta coffee harvest is over, and now is the season of coffee interlude. Coffee harvest period June-August, so the current decline of coffee production process, producers rely on existing stock.

Gunawan added at the time of high production in the form of coffee production luwaknya brenjel (un-processed form of manure) to 300 Kg per month. But when the coffee harvest season is not far below the real production of 100 kg per month.

"Now more selling powder, a month of sales of powder Rp 10 million per month, if sales brenjel still minimal," he said.

Besides producing luwaknya own coffee, he has partners with small-scale coffee producers by the amount of mongoose mongoose tail perorangnya 2-5. His role here as well as collectors or broker the sale for customers in Bandar Lampung, Bandung, Jakarta and others.

Civet coffee prices powder that he sold ranging from Rp 600,000 to 750,000 per kg depending on the destination. While Civet Coffee in the form of logs and dirt brenjel or sold RP 200-250000 per Kg temporal in the form of clean seed ready milled RP 350000-500000.

"I heard Luwak coffee prices in Jakarta in Grand Indonesia to Rp 2 million per kg," he said.

As is known Luwak coffee production boom in Liwa Lampung Barat at least has started bustling in 2007. At that time Luwak coffee began to be developed in incentives with the breeding patterns.

And Luwak coffee itself has been known in Dutch colonial times until the era of the 1950s. In those days it was known that the civet is a beast who likes to eat the coffee fruit is ripe and the farmers often pick up the droppings of civet coffee fruit in the wild with the belief coffees are the best coffee beans and has been through the process of fermentation in the stomach by mongoose natural.

Saturday, October 30, 2010

Move MONEY TO FIND MONEY

Many of you, from past until now, always thought that money could only be sought by working. For example, you or your husband accidentally broke once again. Then, you both negotiate, and finally decided that you or your husband must work to earn money.

It was not wrong. However, to get the money you have to work. But which one is that if you think that only you can work. In fact, there are other parties that you can hire to make money in the family. Who is he?

If now you are only working, then you can ask the husband to work well. If you already have an adult child, then there is no harm in asking him to help you work.

In addition to family members, there are other sources of income that you can ask for the money. Who is he? Your own money. Yes, the money you have now, can you hire to join his own money.

Why, that is how?

Yeah, let's say at this time your husband works. From this work, your husband can get a regular income of about Rp 1.5 million a month. Then, let's say you also work, and be earning Rp 1 million per month. Thus, the total income you both is Rp 2.5 million per month.

Along the way, you both can have a pretty good savings. The amount - let's say - Rp 20 million. The money was placed in savings. Rarely still in use, because after all your monthly expenditures are both always take it from regular income.

Now the question is, if you still remember, how much regular income earned for your family? The answer is clear: USD 2.5 million per month. The following question, who is working to get USD 2.5 million per month? The answer is clear: You and your husband. How's USD 20 million that you have? Idle. Lho, kok idle? Yes obviously unemployed, wong just put in savings. The flowers do not yet amount to much.

If you're creative, you can have extra income with memproduktifkan part of USD 20 million that you have had. For example, you can wear just USD 10 million of your money to invest and earn additional revenue the new, the same is like if you have family members that work contributes to family income.

The problem now is, how to invest the money so he can generate income for your family? There are only two answers:

* Invest Enterprises
* Invest Products

If you invest into the business, you may be able to get a decent income from it. For starters, while you do your primary job, you can run the business by getting - say - a member of your family. Eventually, after several months for example, you can submit a complete business management to the members of your family, while you keep working on your early work. Thus, at this time not only you are looking for money, but also the money you could be 'driven' to make money as well. Although it may at first he still needs your help to be 'driven'.

In addition to the business, you also can invest your money into the product. Here, the results you get may be smaller than if you make an investment into the business. However, initial efforts you do to move this money to make money again will be lighter than if you do it by opening a business. Generally, the products that you can choose to make your money work for money again are products that can provide results for a minimum deposit. Of course, if you can find other products that provide greater results would be great.

So once again Mr. Mom, if this time is just you and your husband who works for the money, from now on no more was thought that only you both can work to get money. But also the money you can 'move' to get more money. If you continue to work to make money, tired of dong Bu! So, do not let only your own work for the money. Involve your money also can make money too. Is not that right?

Greetings.
Safir Senduk
Financial Planner

Tuesday, October 19, 2010

FIND MONEY ONLINE


If you want to earn money online (through internet-red), you first must have a personal website. it's like making a bulletin board in the Nevada desert tengah2, if no one saw it, then it would be meaningless.The best thing in looking at this online business is in the following way.






If the three keywords in the property business are: location, location and location, then the three words are key in online business, traffic, traffic and traffic. The main task of the most important in online business is to drive traffic (traffic internet visitor / buyer-ed) to access into your website. Of course not just any traffic, but traffic that is your choice and selection. It must be done repeatedly in a certain period.

If no traffic visiting your website, it will not increase the value of your website. Your website will not mean apa2 without the presence of traffic. In the virtual world / internet (online), traffic is everything. Your website will be a city of imagination in the arid desert tengah2.

If you can attract traffic to visit / access to your website, while building your website, then what is in your website to increase its value. The following is generally a major source of online business, which sells anything you produce both goods and the creative product. Many people who sell books, newspapers / magazines, etc. online. Affiliate Program is a means for you (must register first) to be able to sell goods and services belong to someone else, you will get a commission / profit from their results that you selling aids.

Google Adsense is one of the affiliate program you can register a website where if there is traffic / people who visit then you will get paid (money). A small percentage of a larger population can always provide opportunities for people. The next thing is something you need to consider when trying to attract visitors to your website so that they can longer visit, namely: Duration (duration): how long visitors spend the time to look at your website; depth (depth): how deep / detail their (visitor) will explore your website; Frequency (frequency): how often people come back to your website.

In the Internet world you do not require millions of visitors for you to earn millions of money. Simply, if you have about 10,000 (ten thousand) targets that were selected by either you refer to build mutually beneficial relationships with them, so just 10,000 people who will make you rich. What many people bebar really want from the internet is to find a way of solving the most quickly and easily about the problem.

They want quick results, delivery available at any time, poses a fast to them interact with each other. If you build your business in this way (in collaboration with other people using the internet), then you will get some other business you can manage themselves in a sustainable manner.

Monday, October 18, 2010

Strategi Core (The Core of Strategy)

5 Maret 2001
Perusahaan yang paling sukses tahu bagaimana untuk mengabaikan gangguan dan membangun kekuatan pasar berdasarkan bisnis inti mereka. Jadi menulis ahli strategi Chris Zook dan James Allen dalam kutipan dari buku baru mereka, Laba dari Core: Strategi Pertumbuhan dalam Era Turbulensi.
oleh Zook Chris dan James Allen
Masalah utama yang dihadapi eksekutif senior bergulat dengan masalah pertumbuhan atau frustrasi adalah menentukan apakah strategi perusahaan yang salah atau apakah organisasi ini tidak mampu melaksanakannya. Terkadang masalah ini dapat hidup berdampingan dan sulit untuk memisahkan. Sebuah strategi yang dibangun untuk sebuah organisasi yang tidak bisa menjalankan file ini bukan merupakan strategi yang baik, menurut definisi. Sebaliknya, sebuah organisasi yang hebat dapat membentuk dan beradaptasi bahkan strategi biasa-biasa saja menjadi pemenang.
Di pasar tinggi pertumbuhan, yang paling umum organisasi-versus-strategi manajemen masalah adalah kapasitas memadai untuk pertumbuhan dan keputusan yang cepat membuat dikombinasikan dengan kurangnya arah pusat, sehingga banyak inisiatif pertumbuhan marjinal dan defocusing untuk getah sumber daya. Jim Vincent, CEO Biogen, sebuah "keuntungan dari inti" klasik kisah sukses, berpendapat meyakinkan dalam wawancara bahwa masalah ini kapasitas adalah nomor satu CEO kendala pertumbuhan, dalam pengalamannya. 




Solusi ini melibatkan fokus lebih erat di sekitar strategi dan, sering, memperkenalkan kemampuan manajemen untuk berurusan dengan perusahaan, lebih besar lebih kompleks, lebih cepat bergerak. Sejarah manajemen baik di industri komputer dan mulai internet-up menunjukkan pola ini berulang-ulang.
Di pasar yang lebih rendah-pertumbuhan, masalah yang paling umum adalah penambangan berlebihan inti dikombinasikan dengan kegagalan untuk melihat pemandangan baru yang muncul dan kemungkinan. Seringkali tim manajemen bersejarah telah melakukan pekerjaan luar biasa dan merawat bangunan inti tetapi sepanjang jalan telah membeli bias dan kebiasaan yang membuat sulit untuk melihat kebutuhan dan mengikat sumber daya serius pergeseran strategis. Solusinya sering memerlukan suntikan bakat manajemen baru bersama dengan pengalihan strategis.
tetap kita dikejutkan oleh relevansi kontemporer ini pengamatan dari Sun-Tzu's The Art of War: "Peluang lagi bahwa saya menangkap, semakin banyak peluang yang kalikan sebelum aku."
Sepuluh Pertanyaan Kunci untuk Manajemen
Kami dekat dengan sepuluh pertanyaan yang kami percaya tim manajemen harus secara berkala bertanya pada diri sendiri tentang perusahaan mereka dan harus termasuk pada awal setiap penelaahan terhadap strategi pertumbuhan dasar mereka. Tentu saja, perusahaan menemukan diri mereka dalam berbagai situasi hampir tak terbatas strategis. Namun, kami percaya bahwa pertanyaan-pertanyaan ini telah diterapkan secara universal bagi perusahaan mulai dari bisnis produk dominan mencoba untuk memutuskan bagaimana berurusan dengan Internet untuk perusahaan distribusi bergulat dengan unbundling tiba-tiba rantai nilai mereka kepada perusahaan-perusahaan online berusaha tampak luar "profitless kemakmuran" mimpi hari ini terhadap persyaratan untuk berkelanjutan, pertumbuhan yang menguntungkan.
1. Apa inti yang paling ketat pasti menguntungkan dari bisnis kami, dan apakah memperoleh atau kehilangan kekuatan?
2. Apa yang mendefinisikan batas-batas dari bisnis yang kita berkompetisi, dan di mana batas-batas itu akan bergeser di masa depan?
3. Apakah ada pesaing baru saat ini berada di pinggiran bisnis kami yang menimbulkan ancaman jangka panjang potensi untuk inti?
4. Apakah kita yakin bahwa kita mencapai potensi strategis dan operasional penuh dengan bisnis inti kami, "nilai tersembunyi" dari inti?
5. Apa set lengkap adjacencies potensi untuk bisnis inti kami dan bergerak adjacency mungkin (bergerak tunggal atau ganda)? Apakah kita melihat ini dalam urutan, direncanakan logis atau sedikit demi sedikit?
6. Apa sudut pandang kita tentang masa depan industri? Sebagai tim, kita memiliki konsensus? Bagaimana sudut pandang ini membentuk strategi adjacency kami dan titik kedatangan?
7. Haruskah utama inisiatif pertumbuhan baru akan dikejar dalam, sebelah, atau di luar inti? Bagaimana kita harus memutuskan?
8. Apakah industri turbulensi mengganti sumber dasar keunggulan kompetitif di masa depan? Bagaimana? Melalui model baru? Segmen Baru? Baru pesaing? Dan apa yang kita pemantauan secara teratur?
9. Apakah enabler organisasi dan inhibitor terhadap pertumbuhan dalam keseimbangan yang tepat untuk perubahan yang dibutuhkan?
10. Apakah prinsip-prinsip pedoman strategis yang harus diterapkan secara konsisten terhadap semua keputusan utama kami strategis dan operasional?
Walaupun analogi strategi militer untuk saat ini tidak disukai, kami tetap dikejutkan oleh relevansi kontemporer ini pengamatan dari Art Sun-Tzu's of War: "Yang lebih banyak kesempatan yang saya merebut, semakin banyak peluang yang berkembang biak di depan saya." 1 Fenomena ini merupakan inti dari strategi pertumbuhan dan mewujudkan ketegangan mendasar antara melindungi inti dan mengemudi ke adjacencies lebih dan lebih, didorong oleh sukses yang lebih besar dan lebih besar. Namun, kami berharap bahwa prinsip-prinsip panduan dan pelajaran dari kesuksesan dan kegagalan dapat membantu meningkatkan peluang bagi para manajer bisnis berjuang di dunia ketidakpastian yang lebih besar, lebih banyak pilihan, sedikit waktu, penghargaan yang lebih besar dan hukuman, dan kompleksitas yang lebih tinggi daripada sebelumnya.
• • • •
Disarikan dari Laba dari Core: Strategi Pertumbuhan dalam Era Turbulensi HBS Press, 2001.
1. Sun-Tzu, The Art of War (London: Oxford University Press, 1984).

The Core of Strategy

March 5, 2001
The most successful companies know how to ignore distractions and build market power based on their core business. So write expert strategists Chris Zook and James Allen in this excerpt from their new book, Profit from the Core: Growth Strategy in an Era of Turbulence.
by Chris Zook and James Allen





A key issue for senior executives wrestling with growth problems or frustrations is determining whether the company's strategy is wrong or whether the organization is not able to execute it. Sometimes these problems can coexist and are difficult to separate. A strategy built for an organization that cannot execute it is not a good strategy, by definition. Conversely, a superb organization can shape and adapt even a mediocre strategy into a winner.
In high-growth markets, the most common organization-versus-strategy problem is inadequate management capacity for growth and rapid decision making combined with a lack of central direction, allowing many marginal and defocusing growth initiatives to sap resources. Jim Vincent, CEO of Biogen, a classic "profit from the core" success story, has argued convincingly in interviews that this capacity issue is the number-one CEO growth constraint, in his experience. The solution involves focusing more tightly around a strategy and,
frequently, introducing management capabilities to deal with a larger, more complex, faster-moving company. The history of management in both the computer industry and Internet start-ups shows this pattern over and over.

In lower-growth markets, the most common problem is excessive mining of the core combined with a failure to see the emerging new landscape and possibilities. Often the historic management team has done a superb job of building and tending the core but along the way has acquired biases and habits that make it difficult to see the need for and commit serious resources to a strategic shift. The solution often requires the injection of new management talent along with a strategic redirection.
we remain struck by the contemporary relevance of this observation from Sun-Tzu's The Art of War: 'The more opportunities that I seize, the more opportunities that multiply before me.'
Ten Key Questions for Management
We close with ten questions that we believe management teams should periodically ask themselves about their companies and should include at the start of every review of their basic growth strategy. Certainly, companies find themselves in an almost infinite variety of strategic situations. However, we believe that these questions have universal applicability for companies ranging from dominant product businesses trying to decide how to deal with the Internet to distribution companies wrestling with the sudden unbundling of their value chain to online companies trying to look beyond the "profitless prosperity" dream of today toward the requirements for sustained, profitable growth.
1. What is the most tightly defined profitable core of our business, and is it gaining or losing strength?
2. What defines the boundaries of the business that we are competing for, and where are those boundaries going to shift in the future?
3. Are there new competitors currently at the fringe of our business that pose potential longer-term threats to the core?
4. Are we certain that we are achieving the full strategic and operating potential of our core business, the "hidden value" of the core?
5. What is the full set of potential adjacencies to our core business and possible adjacency moves (single or multiple moves)? Are we looking at these in a planned, logical sequence or piecemeal?
6. What is our point of view on the future of the industry? As a team, do we have consensus? How is this point of view shaping our adjacency strategy and point of arrival?
7. Should major new growth initiatives be pursued inside, next to, or outside the core? How should we decide?
8. Is industry turbulence changing the fundamental source of future competitive advantage? How? Through new models? New segments? New competitors? And what are we monitoring on a regular basis?
9. Are organizational enablers and inhibitors to growth in the right balance for the needed change?
10. What are the guiding strategic principles that should apply consistently to all of our major strategic and operating decisions?
Although military analogies to strategy are currently out of favor, we remain struck by the contemporary relevance of this observation from Sun-Tzu's Art of War: "The more opportunities that I seize, the more opportunities that multiply before me." 1 This phenomenon is at the heart of growth strategy and embodies the fundamental tension between protecting the core and driving into more and more adjacencies, propelled by greater and greater success. However, we hope that the guiding principles and lessons learned from success and failure can help improve the odds for business managers battling in a world of greater uncertainty, more options, less time, bigger rewards and penalties, and higher complexity than ever before.
• • • •
Excerpted from Profit from the Core: Growth Strategy in an Era of Turbulence HBS Press, 2001.
1. Sun-Tzu, The Art of War (London: Oxford University Press, 1984).


Sunday, October 17, 2010

Glosari Perdagangan (Glossaries of Trading)


1. Trading Volume, Value and Frequency:
Angka volume perdagangan, nilai dan Frekuensi dihitung sekali, kecuali pada data perdagangan bursa saham 'anggota. Frekuensi Perdagangan mengacu pada jumlah transaksi.
2. Number of shares (number of issued shares):
Angka ini adalah jumlah saham yang tercatat setelah penyesuaian ketika bonus dan isu-isu hak, berbagi membelah dan konsolidasi dilakukan.
3. Number of listed shares:



Angka ini mengacu pada jumlah saham yang sudah tercatat dan dapat diperdagangkan di bursa.
4. Market Capitalization:
Angka ini menunjukkan jumlah keseluruhan saham dikalikan dengan harga penutupan pasar reguler.
5. Stock exchange Composite Index
= Σ(Regular Closing Price * Number of Shares) x 100
Base Value
Base Value
= Σ(Base Price * Number of Shares)
6. Individual Index
= Regular Closing Price x 100
Base Value
7. Untuk menghitung Indeks Gabungan bursa saham dan Indeks Saham Individu, Base Harga dan Nilai dasar disesuaikan ketika bonus dan isu-isu hak, berbagi membelah dan konsolidasi dilakukan. Base harga untuk perusahaan yang terdaftar baru
8. Untuk menghitung Rasio Keuangan, laporan keuangan terbaru yang digunakan..
• Earning Per Share (EPS): Sosok EPS diperoleh dengan membagi Laba setelah Pajak dengan jumlah saham yang diterbitkan. Kami disetahunkan EPS ketika laporan interim yang digunakan (lihat tanggal laporan Keuangan dan Akhir Tahun Keuangan).
• Price Earnings Ratio (PER)
= Regular Closing Price
EPS
• Book Value per Share (BV): Sosok BV diperoleh dengan membagi Ekuitas Total 'dengan jumlah saham yang diterbitkan.
• Price to Book Value (PBV)
= Regular Closing Price
BV
• Return On Asset (ROA)
= Net Income x 100
Total Assets
• Return On Equity (ROE)
= Net Income x 100
Equity
• Net Profit Margin (NPM)
= Net Income x 100
Total Sales
• Operating Profit Margin (OPM)
= Operating Income x 100
Total Sales



Dana Pensiun di Indonesia (Pension Funds in Indonesia)


Dana Pensiun di Indonesia dapat dipisahkan menjadi 2 kategori:
1. DPPK (Dana Pensiun Pemberi Kerja)-EPF (Dana Pensiun Pemberi Kerja)
2. DPLK (Dana Pensiun Lembaga Keuangan)-DPLK (Dana Pensiun Lembaga Keuangan)
Jenis program pensiun:
1. Program Iuran Pasti
2. Program Pensiun Manfaat Pasti




Dana pensiun
Dana Pensiun Pemberi Kerja (EPF) - DPPK
- EPF adalah entitas yang terpisah dari perusahaan.
- Untuk mengatur EPF, perusahaan harus mengajukan permohonan lisensi resmi dari Departemen Keuangan.
- Jenis Rencana: Iuran Pasti atau Manfaat Pasti
- Iuran Pasti (DC) Rencana:
Keuntungannya adalah akumulasi dari kontribusi ditambah bunga pada usia pensiun
- Manfaat Pasti (DB) Rencana:
Manfaatnya ditentukan dalam jumlah tetap pada pencapaian usia pensiun. Rumusnya adalah sebagai berikut:
Faktor x Tahun Layanan x Final Pensiun Gaji mampu
- Pensiunan telah mentransfer manfaat lump sum ke manfaat penghasilan bulanan dengan membeli program anuitas dari Perusahaan Asuransi Jiwa

Dana Pensiun Lembaga Keuangan (DPLK) - DPLK
DPLK adalah entitas yang terpisah dari Perusahaan Asuransi Jiwa atau Bank.
- Untuk mengatur DPLK, Perusahaan Asuransi Jiwa atau Bank telah mengajukan permohonan lisensi resmi dari Departemen Keuangan.
- Jenis Rencana: Iuran Pasti
Program Iuran Pasti:
Keuntungannya adalah akumulasi dari kontribusi ditambah bunga pada usia pensiun.
- Pensiunan telah mentransfer manfaat lump sum ke manfaat penghasilan bulanan dengan membeli program anuitas dari Perusahaan Asuransi Jiwa.

Monday, June 14, 2010

Pension Funds in Indonesia

Pension Funds in Indonesia can be separated into 2 categories:
1. DPPK (Dana Pension Pemberi Kerja) –EPF (Employer Pension Fund)
2. DPLK (Dana Pension Lembaga Keuangan) –FIPF (Financial Institution Pension Fund)



Type of pension plans:
1. Defined Contribution Plan

2. Defined Benefit Plan

Pension Fund
Employer Pension Fund (EPF) – DPPK
- EPF is a separate entity of the company.
- To set up an EPF, the company has to apply for legal license from the Ministry of Finance.
- Type of Plan: Defined Contribution or Defined Benefit
- Defined Contribution (DC) Plan:
The benefit is the accumulation of the contribution plus interest at retirement age
- Defined Benefit (DB) Plan:
The benefit is determined in a fixed amount at the attainment of retirement age. The formula is as follows:
Factor x Year of Service x Final Pension able Salary
- The retiree has to transfer the lump sum benefit to a monthly income benefit by purchasing an annuity plan from a Life Insurance Company

Financial Institution Pension Fund (FIPF) – DPLK
FIPF is a separate entity of the Life Insurance Company or Bank.
- To set up a FIPF, the Life Insurance Company or Bank has to apply for legal license from the Ministry of Finance.
- Type of Plan: Defined Contribution
Defined Contribution Plan:
The benefit is the accumulation of the contribution plus interest at retirement age.
- The retiree has to transfer the lump sum benefit to a monthly income benefit by purchasing an annuity plan from a Life Insurance Company.

Marketing Activities

Marketing activities in the context of marketing investments refer to marketing communications, brand identity creation and other promotional activities. Each of this activities is carried out with the sole purpose of making the company and its products favorable to customers.

As such, even though the company includes a number of other functions and activities, selling the company
comes under the purview of marketing. In such a scenario, marketing activities must be viewed in the broader context of selling a company or its image to potential customers.

When marketing investments are utilized to achieve much broader objectives that expand beyond the narrow confines of the marketing department, measuring the outcomes of this investments should also be in line with such broader objectives.

The second challenge in measuring marketing productivity is the separation of marketing activities from other actions of a company. Even though many marketing investment are made for the company as a whole, only marketing productivity is measured and not the returns on the company as a whole. As such, it does not project the actual complete picture. Isolating marketing activities from other company activities only compounds this problem.

Saturday, June 5, 2010

Glossaries of Trading

1.        Trading Volume, Value and Frequency:
Figures of trading volume, value and Frequency are calculated once, except on the stock exchange’ members trading data. Trading Frequency refers to number of transaction.
2.       Number of shares (number of issued shares):
This figures is number of listed shares after adjustment when bonus and rights issues, share splits and consolidations are made.
3.       Number of listed shares:
This figures refers to the total number of shares that is already listed and can be traded at the exchange.
4.       Market Capitalization:
This figures indicates the aggregate number of shares multiplied by regular market closing price.
5.       Stock exchange Composite Index
                   = Σ(Regular Closing Price * Number of Shares)  x 100
Base Value
Base Value
          = Σ(Base Price * Number of Shares)
6.       Individual Index
                   = Regular Closing Price  x 100
Base Value
7.       To calculate the stock exchange Composite Index and Stock Individual Index, Base Price and Base Value are adjusted
when bonus and rights issues, share splits and consolidations are made. Base price for new listed companies is
IPO price.
8.       To calculate Financial Ratio, the latest financial reports are used.
·                    Earning Per Share (EPS): The figure of EPS is derived by dividing the Profit after Taxation by number of issued shares. We annualized the EPS when interim reports are used (see the Financial statement dates and Financial Year Ends).
·                    Price Earnings Ratio (PER)
                             = Regular Closing Price  
EPS
·                    Book Value per Share (BV): The figure of BV is derived by dividing the Total Shareholders’ Equity by number of issued shares.
·                    Price to Book Value (PBV)
                             = Regular Closing Price  
BV
·                    Return On Asset (ROA)
                             = Net Income  x 100
   Total Assets
·                    Return On Equity (ROE)
                             = Net Income  x 100
        Equity
·                    Net Profit Margin (NPM)
                             = Net Income  x 100
    Total Sales
·                    Operating Profit Margin (OPM)
                             = Operating Income  x 100
          Total Sales

Source of Profit Insurance

In the pricing insurance, sources of profit depend on:

1.        Interest
          Profit will happened if interest earned less than interest credited
2.       Cost of Insurance
          Cost of insurance charges less than death benefit paid
3.       Expense Charges
          Expense charges less than expenses and commissions
4.       Surrender Charges

From Single Star to Team Player

A single star is someone who performs really well in his or her job but does not help others. Or one asks for help and is sometimes even abrasive when asked to do something for the company that does not benefit him or her directly. The problem with these people is that they can poison the organization—they set a bad example for others if executives keep rewarding and





promoting them. Managers may feel that they need them, of course, as they do perform well. So it is pretty gutsy to fire them in today's rather poor economic environment. But if you're really serious about building a collaborative company and want to reap the economic rewards from doing so, you have to screen for single stars

Companies, industries, and functions that reward hugely based on individual performance are prone to this problem. It is a problem in investment banking and can also be a problem in sales organizations where individuals are compensated for their own sales and not for helping others and sharing best practices.

Many companies have focused on knowledge management the last couple of years. While that has been a good start, it is only one part of the overall challenge of creating an effective collaborative organization. KM is only a special case of instilling a collaborative organization, which also includes coordinating activities and doing joint work across organization boundaries.

Why Employees Don't Collaborate
Executives first need to understand why people in the organization are not collaborating and sharing as much as they should.
There are four obstacles involving employees' motivations and abilities that must be overcome.

First, unwillingness to seek advice and learn from others. Employees may not want to seek advice across the organization, either because they believe they cannot learn anything or because there is a prevailing norm that people ought to fix their problems themselves. No electronic knowledge management system can fix this problem; simply making documents and links to experts available does not help if employees do not want input from others.

Another method is to recruit employees who have a natural inclination to ask for help. A chain of restaurants in the U.S. does this deliberately. At interview, it asks: "What obstacles have you faced in a previous job that prevented you from doing a good job and how did you overcome these obstacles?" The desirable answer should include asking for help and communicating the problem to others, not trying to be a hero and fix it alone.

Second, there is inability to find expertise. There is often someone who knows the answer to a problem but it may be nearly impossible to connect the person who has the expertise with the one who needs it. Clearly, databases and electronic search engines serve a useful role here but more in the capacity of being "electronic yellow pages" than as self sufficient electronic repositories. In most management consulting companies, for example, consultants upload sanitized documents containing their finished work into databases, which are then accessed by other consultants who review prior work and contact the consultants who did it.

However, technology has its limits. Expert directories become out of date and do not fully capture what each person knows. More importantly, they do not allow for creative combinations of ideas and individuals. Companies therefore need to cultivate people who know where experts and ideas reside. These "connectors" tend to be long-timers who have worked in many different areas in the company and hence have an extensive personal network. They see opportunities for new value creation based on the combination of talent, ideas, and expertise in different units.

Then there is unwillingness to help. Is knowledge hoarded in your company? Employees may be willing to seek advice but others are sometimes reluctant to share it. The growing emphasis on performance management has fuelled this problem: People no longer have the time to help others, or they do not care, because they are only asked to deliver on their own targets. While performance is important, executives also need to develop incentives to help others and cultivate a shared identity among employees. This is a notorious problem in many investment banks, where bankers chase their own opportunities without properly assisting others.

Lastly, there is the inability to work together. A "chemistry" problem can sometimes prevent people working well together, even if they want to and are part of a project team. It is a very different problem from the other three obstacles and requires different responses, including training sessions on teamwork, coaching people as they try to work together, and the development of strong relations between people from different units.

For example, a study of time-to-market performance of new product development projects in a high-technology company found that project engineers who worked with engineers from other divisions took 20 to 30 percent longer to complete their projects when they had not established a personal relationship. Engineers found it hard to articulate, understand, and absorb complex technologies that were transferred between divisions when they had not learned to work together beforehand.

Managers must respond to each of these obstacles in different ways. For example, developing an electronic knowledge management system will not help if the underlying problem is that employees hoard knowledge and will not seek help; it will only make people cynical about collaboration. Likewise, making promotion contingent on the extent to which people seek advice from others will not help if there is no way of identifying experts. All four obstacles need to be overcome for effective collaboration to occur. Solving one problem, but not the others, will not help.

by Morten Hansen