Koperasi 2 [Compatibility Mode]
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Transcript of Koperasi 2 [Compatibility Mode]
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CO-OPERATIVE MANAGEMENT
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4 QUADRANT OF COOPERATIVE MNGT
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MAIN GOAL OF THIS COURSE
After take this course completely, hopefullystudents have deep understanding about 4quadrant of cooperative managementcourses. By deep understanding of core
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quadrant of cooperative managementcourses. By deep understanding of coreconcepts, students will have critical thinking toanalyze current cooperative phenomenon inbusiness environment
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Apa itu koperasi ?
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“A co-operative is autonomous association of person
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“A co-operative is autonomous association of person
voluntarily to meet their common economic, social, and
cultural needs aspirations through jointly-owned and
democratically-controlled enterprises”. (ICA)
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PRINCIPLES OF COOPERATIVE
1 Voluntary and Open Membership
2 Democratic Member Control
3 Member Economic Participation
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3 Member Economic Participation
4 Autonomy and Independence
5 Education, Training, and Information
6 Cooperation among Cooperative
7 Concern for Community
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KOPERASI VS KORPORASIKOPERASI VS KORPORASI
Koperasi dengan korporasi memiliki persamaan,yaitu “equity relationship”. Tetapi pada poin itujuga salah satu perbedaan mendasar keduanya
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juga salah satu perbedaan mendasar keduanya
KORPORASI KOPERASI
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SHU SHU VSVS DIVIDENDIVIDEN
SHU DIVIDEN
-Salah satu mekanisme
pembagian keuntungan bagi
-Mekanisme pembagian
keuntungan khusus untuk
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pembagian keuntungan bagi
para stakeholders, tidak
hanya bagi shareholders
-Bagi shareholders, proporsi
pembagiannya adalah sama
keuntungan khusus untuk
shareholders
-Bagi shareholders, proporsi
pembagiannya tergantung
dengan proporsi kepemilikan
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Salah satu masalah utama dalambisnis adalah keterbatasan resources.
Pertanyaan yang muncul kemudian
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Pertanyaan yang muncul kemudianadalah darimana akan saya dapatkanresources itu ?
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By Cooperate or by Alliance ?
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Apakah berkoperasi sama dengan beraliansi ?
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Dalam bisnis ada tipe tata kelola untuk mengatasi keterbatasan “resources” (governance) :
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(governance) :
1. Market governance
2. Intermediate governance
3. Hirarchical governance
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MARKET GOVERNANCE
Dengan asumsi bahwa semua yang Anda butuhkan tersedia di pasar, dan semua pelaku bisnis memiliki
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semua pelaku bisnis memiliki informasi yang sama.
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HIRARCHICAL GOVERNANCE
Dengan asumsi bahwa semua resources bisa Anda sediakan sendiri
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Kontrol sepenuhnya Anda pegang
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THE BOUNDARIES OF MARKET GOVERNANCE
2 pilar kegagalan pasar sempurna :
1. asymmetry information
2. transaction cost theory
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2. transaction cost theory
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THE BOUNDARIES OF HIRARCHICAL GOVERNANCE
1. Enough time
2. Enough money
3. Luck
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3. Luck
Perkembangan dimensi persaingan bisnis saat ini tidak hanya terkait dengan harga dan kualitas, tetapi juga “speed”
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STRATEGIC ALLIANCE AND COOPERATION
Strategi aliansi dan koperasi berada dalam dimensi intermediate governance. intermediate governance.
Tetapi, pemilihan strategi aliansi harus memberikan sebuah konsekuensi :
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sebuah konsekuensi :
1. Sharing control
2. Penurunan tingkat independensi
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STRATEGIC ALLIANCE
COMPLEMENTARYMUTUALLY PROFITABLE
AND
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LEARNING RATE
COMPLEMENTARY AND
MUTUAL ADAPTATION
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ALLIANCE VS COOPERATION
STRATEGIC ALLIANCE COOPERATION
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NO EQUITY RELATIONSHIP EQUITY RELATIONSHIP
NO CREATING NEW ENTITY CREATING NEW ENTITY
SHORT-TERM DURATION LONG-TERM DURATION
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STRATEGIC ALLIANCE VS COOPERATIONSTRATEGIC ALLIANCE VS COOPERATION
Pada tahap isu complementary, mutualadaptation, mutually profitable dan skalaekonomis kedua tipe strategi ini memilikikesamaan. Tetapi, apabila sampai pada
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kesamaan. Tetapi, apabila sampai padamekanisme equity relationship, durasi akanterlihat bahwa ada perbedaan yang mendasar.
KEMUDIAN MANA YANG LEBIH BAIK ?
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COOPERATION AS A STRATEGICCOOPERATION AS A STRATEGIC
COOPERATIONA
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Bigger is better
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COOPERATION AS A STRATEGICCOOPERATION AS A STRATEGIC
Dalam dunia bisnis, berlaku prinsip “bigger is better”, dengan asumsi
prinsip ini maka skala ekonomis akan dapat dicapai.
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Cost
Leadership
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COST LEADERSHIP
“a cost leadership business strategy focuses on gaining advantages by reducing its economic cost below competitors. This doesn’t mean that the firm abandons other business or corporate
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the firm abandons other business or corporate strategies” (Jay Barney)
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SOURCES OF COS LEADERSHIP
- SKALA EKONOMIS (economic of scale)
C = COST ���� fixed cost, variable cost
Q = OUTPUT
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C X Q = TC
TC = TOTAL COST
AV (Q) = TC (Q) / Q
Skala ekonomis muncul apabila, jumlah produksi meningkat dan biaya produksi per unit mengalami penurunan
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PRODUCT DIFFERENTIATIONPRODUCT DIFFERENTIATION
“Product differentiation strategy is a businessstrategy whereby firms attempt to gain acompetitive advantage by increasing theperceived value of their products or services
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perceived value of their products or servicesrelative to perceive value of other firms’ productsor services”
(Jay Barney)
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PRODUCT DIFFERENTIATIONPRODUCT DIFFERENTIATION
KONSUMENVALUEPRODUCT
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Berbeda itu meliputi semua dimensi dari produk tersebut :
- dari segi fitur
-cara penyampaian (channel to distribute)
-reputasi / prestige / citra