strategic mnjmn 1st lect 09 10

KerangkaKerangka PerkuliahanPerkuliahan

Industrial Strategy and Industrial Strategy and CompetitivenessCompetitiveness

DR.IrDR.Ir. Dana . Dana SantosoSantoso, , MEngScMEngScDr. Ir. Mohammad Hamsal, M.Eng, MBADr. Ir. Mohammad Hamsal, M.Eng, MBA

Pascasarjana - UMB

TujuanTujuan KhususKhusus Mata Mata KuliahKuliah: : Memberikan kemampuan dalam menganalisis posisi Memberikan kemampuan dalam menganalisis posisi kompetitif korporasi, baik dari dimensi waktu maupun kompetitif korporasi, baik dari dimensi waktu maupun lingkungan. Kuliah juga akan memberikan pemahaman lingkungan. Kuliah juga akan memberikan pemahaman dasar manajerial dalam mengembangkan strategi dasar manajerial dalam mengembangkan strategi implementasi dan pengambilan keputusan, agar tujuan implementasi dan pengambilan keputusan, agar tujuan korporasi dapat tercapai secara efektif dan efisien.korporasi dapat tercapai secara efektif dan efisien.

TujuanTujuan UmumUmum Mata Mata KuliahKuliah: : MemberikanMemberikan pemahamanpemahaman dasardasar atasatas pentingnyapentingnya konsepkonsepstrategistrategi, , khususnyakhususnya dalamdalam kontekskonteks pertumbuhanpertumbuhanbisnis/industribisnis/industri dandan persainganpersaingan global, global, maupunmaupun dalamdalamkontekskonteks pencapaianpencapaian tujuantujuan organisasiorganisasi


Pengertian dasar korporasi. Strategi korporasi vs. manajemen stratejik• Analisis Industri

– Dasar-dasar strategi– Analisis industri– Konsep competitive advantage

• Proses Manajemen Stratejik: – Karakteristik manajemen stratejik, – Proses dan komponen strategi

• Misi Perusahaan: Formulasi & Implementasimisi

KerangkaKerangka PerkuliahanPerkuliahan• Lingkungan Eksternal

– Teknik analisis– LIngkungan industri– Faktor-faktor terkait

• Analisis Internal– Analisis SWOT– Analisis value-chain– Analisis sumber daya– Implikasi

• Strategi dan Tujuan Jangka Panjang– Pengertian tujuan jangka panjang– Strategi generik– Disiplin nilai– Grand strategy

lanjutanlanjutan


• Strategi Bisnis– Evaluasi dan memilih strategi– Kelangsungan competitive advantage

• Implementasi– Tujuan jangka pendek– Teknik implementasi– Isu personalia

• Balanced Score Card

lanjutanlanjutan BukuBuku ReferensiReferensi

• Thompson, Jr., A. A.; A. J. Strickland III and J. E. Gamble (2010). Crafting and Executing Strategy: The Quest for Competitive Advantage, Edisi ke-17, New York: McGraw-Hill

• Hitt,M.A.; R.D. Ireland, and R.E. Hoskisson (2005). Strategic Management: Competitiveness and Globalization, 6th ed., Thomson, South Western.

• Barney, J.B. and W.S. Hesterly (2008). Strategic Management and Competitive Advantage. 2nd Ed. Pearson-Prentice Hall.

Apa yang ingin dicapai oleh perusahaan:Apa yang ingin dicapai oleh perusahaan:

AboveAbove--Average ReturnsAverage Returns

Strategic CompetitivenessStrategic CompetitivenessSustained Competitive AdvantageSustained Competitive Advantage

The Strategic Management ProcessThe Strategic Management Process

Memerlukan serangkaian tahapan besarMemerlukan serangkaian tahapan besar::

ActionsActionsCommitmentsCommitments DecisionsDecisions

Strategi: Keluaran yang DiharapkanStrategic CompetitivenessDicapai pada saat perusahaan berhasil memformulasi & mengimplementasi value-creating strategy.

Terjadi pada saat perusahaan mengembangkan strategiyang pesaing tidak secara bersamaanmengimplementasikannya.

Sustained Competitive Advantage

Above-Average ReturnsReturns yang diperoleh investor yang melebihi dariharapannya bila diinvestasikan pada bidang lain denganresiko bisnis yang sama.

Memberikan keuntungan diatas keuntungan rata2 perusahaan lain sejenis (jenis produk & konsumen yang sama)

Rapidly changing technologies,Rapidly changing technologies,Global market,Global market,Fiercely competition environment,Fiercely competition environment,Nearly identical products due to common Nearly identical products due to common components and technology usedcomponents and technology usedHigh customer expectationHigh customer expectationBetter education and more demanding Better education and more demanding customer customer

Why we need Business StrategyWhy we need Business Strategy 2121stst Century ValuesCentury Values

FlexibilityFlexibility

Speed to marketSpeed to market

InnovationInnovation

IntegrationIntegration

Handling challenges from constantly Handling challenges from constantly changing conditionschanging conditions

HypercompetitionHypercompetition

RiskKetidaktentuan akan keuntungan atau kerugian yang terjadi terhadap investasi yag dilakukan.

Keuntungan yang didapat setara/senilai dengan investasi yang dilakukan.

Average returns

Strategic management processSerangkaian tahapan commitments, decisions and actions yang diperlukan oleh perusahaan untuk memiliki daya saing dan berhasil memperoleh keuntungan diatas average returns.

Strategi: Beberapa definisi The Strategic Management Process

Bus.-Level Strategy

Competitive Dynamics

Corp.-Level Strategy

Acquisition & Restructuring

International Strategy

Cooperative Strategy

Strategy Formulation

Corporate Governance

Org. Structure &

Controls

Strategic Leadership

Org. Renewal & Innovation

Strategy Implementation

StrategicActions

Ch. 1: Strat. Mgmt. & Com-petitiveness

Strat. Mgmt . &

Performance

The External Environment

The Internal Environment

Strategic Competitiveness

Strategic Mission & Strategic Intent

Strategic Objectives & Inputs

Strategic Management



Strategic Mission & Strategic Intent

Systems View of Business ProcessSystems View of Business Process

OUTPUTSPRODUCTS/SERVICES

FINANCIALCONSEQUENCES

HUMANCONSEQUENCES

OPERATIONS

TECHNOLOGY

MANAGEMENT

LABOR’S EFFORTS

TRANSFORMATIONPROCESS

INPUTS- FINANCIAL

- HUMAN- MATERIAL

- INFORMATION- TECHNOLOGY

INTERNAL ENVIRONMENT

EXTERNAL ENVIRONMENT

Business Process: Business Process: Different PerspectiveDifferent Perspective

Firm LevelFirm LevelNational LevelNational LevelRegional and Global LevelRegional and Global Level

External Factors Affecting External Factors Affecting Business ProcessBusiness Process

FIRM

AcquisitionsReorganisations

Economy

Laws

Technology

Competition

Globalisation

Unions

Regulations

Demographics

THREE LEVEL THREE LEVEL CHARACTERISATIONCHARACTERISATION

Level 1: Process LevelLevel 1: Process LevelLevel 2: Operations LevelLevel 2: Operations LevelLevel 3: Strategic LevelLevel 3: Strategic LevelEach level consists of several Each level consists of several elements.elements.

Strategic LevelLevel 3

Research andDevelopment PartnershipsFinance

Operations LevelLevel 2

Accounting Legal Planning

Process LevelLevel 1

Inputs Processes OutputsSUPPLIERS CUSTOMERS

HumanResource Environmental Marketing

New Technologies New MarketsSocio/Political

Three Level Characterisation of Business Process

What is Strategy?What is Strategy?

An integrated and coordinated set of An integrated and coordinated set of commitments & actions designed to commitments & actions designed to

exploit core competencies and gain a exploit core competencies and gain a competitive advantage.competitive advantage.

What is Strategy?What is Strategy?“A unified, comprehensive, and integrated plan designed to ensure that the basic objectives of the enterprise are achieved.” (Glueck, 1980)

“The pattern or plan that integrates an organization’s major goals, policies, and action sequences into a cohesive whole.”(Quinn, 1980)

“A good strategy… neutralizes threats and exploits opportunities while capitalizing on strengths and avoiding or fixing weaknesses.”(Barney, 1997)

“A pattern of resource allocation that enables firms to maintain or improve their performance.

Mengapa satu organisasi lebih suksesdaripada yang lainnya?

Kepemimpinan Strategi• Kemampuan mengelola secara efektif

proses perencanaan strategi Formulasi Strategi

• Menentukan pilihan strategi Implementasi Strategi

• Menerapkan strategi yang telah dirancang secara efektif danefisien

Competitive AdvantageResults when a company’s strategies lead to

superior performance compared to competitors

Strategi: suatu set tindakan yang terintegrasi yang dilakukan oleh manajemen untuk meningkatkan kinerja

perusahaan.

Superior Performance danCompetitive Advantage

Superior Performance• Suatu perusahaan memiliki kinerja yang lebih baik daripada

perusahaan lain untuk jenis & kelas industri yang sejenis• Memaksimumkan shareholder value adalah tujuan akhir dari

keuntungan perusahaan. ROIC (Profitability) = Return On Invested Capital• Net profit Net income after tax

Capital invested Equity + Debt to creditors Competitive Advantage

• Suatu perusahaan memiliki faktor-faktor yang lebih unggul ataumenguntungkan daripada perusahaan lain untuk jenis, kelas sertakonsumen yang sejenis

=ROIC =

Sustainable Competitive AdvantageJika strategi perusahaan mampu menjagakeuntungannya selama beberapa tahun.

Faktor Yang MenentukanShareholder Value

Untuk meningkatkan shareholder value, manajerharus mejalankan strategi yang dpt

meningkatkan keuntungan perusahaan

Business model mencakup bagaimana perusahaan:

Company’s Business ModelModel Manajemen: Menentukan bagaimana

strategi agar perusahaan memperolehkeuntungan dan unggul

• Tentukan konsumen• Definisikan produk yang

ditawarkan• Ciptakan nilai tambah bagi

konsumen• Tetapkan target

konsumen & bagaimanamempertahankan

• Proses produksi

• Proses pengiriman ke pasar• Kelola aktivitas pendukung

proses• Tetapkan sumber daya• Bagaimana memperoleh &

mempertahankankeuntungan

• Pengembangkan usaha

Strategic Managers

Manajer tingkat Korporasi• Merencanakan strategi perusahaan

secara menyeluruh General Managers

• Bertanggung jawab pada keseluruhanunit bisnis atau divisi pada perusahaan

Functional Managers• Bertanggung jawab terhadap tugas atau

pekerjaan spesifika.l.: marketing, operations, accounting, human resources

Alternative Models of Superior ReturnsAlternative Models of Superior ReturnsIndustrial Organization Model

The External Environment

An Attractive Industry

Strategy Formulation

Assets and Skills

Strategy ImplementationSuperior Returns

Resource-BasedModel

Resources

Capabilities

Competitive Advantage

An Attractive Industry

Strategy Implementation

Superior Returns

OOMissionMission

Mission Mission -- where are you where are you going?going?–– OrganizationOrganization’’s purpose for s purpose for

beingbeing–– Provides boundaries & Provides boundaries &

focusfocus–– Answers Answers ‘‘What do we What do we

provide society?provide society?’’

© 1995 Corel Corp.

Mission of FedExMission of FedExFedEx is committed to our PeopleFedEx is committed to our People--ServiceService--Profit Profit philosophy. We will produce outstanding financial philosophy. We will produce outstanding financial

returns by providing total reliable, competitively returns by providing total reliable, competitively superior, global airsuperior, global air--ground transportation of high ground transportation of high priority goods and documents that require priority goods and documents that require rapid, rapid, timetime--certain delivery.certain delivery. Equally important, positive Equally important, positive control of each package will be maintained using control of each package will be maintained using real time electronic tracking and tracing systems. real time electronic tracking and tracing systems. A complete record of each shipment and delivery A complete record of each shipment and delivery will be presented with our request for payment. will be presented with our request for payment.

We will be helpful, courteous, and professional to We will be helpful, courteous, and professional to each other and the public. We will strive to have each other and the public. We will strive to have

a completely satisfied customer at the end of each a completely satisfied customer at the end of each transaction.transaction.

Sample Mission Sample Mission -- MerckMerck

The mission of Merck is to provide society with The mission of Merck is to provide society with superior products and services superior products and services -- innovations innovations

and solutions that improve the and solutions that improve the quality of life and quality of life and satisfy customer needssatisfy customer needs -- to provide employees to provide employees

with meaningful work and advancement with meaningful work and advancement opportunities and investors with a superior rate opportunities and investors with a superior rate

of returnof return

Mission of the Hard Rock CafMission of the Hard Rock Caféé

To spread the spirit of Rock To spread the spirit of Rock ‘‘nn’’ Roll by delivering an Roll by delivering an exceptional entertainment and dining experience. exceptional entertainment and dining experience.

We are committed to being an important, We are committed to being an important, contributing member of our community and contributing member of our community and

offering the Hard Rock family a fun, healthy, and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our nurturing work environment while ensuring our

longlong--term success.term success.

Factors Affecting MissionFactors Affecting Mission

Mission

Philosophy &Values

Profitability& GrowthEnvironment

Customers Public Image

Benefit toSociety

Mission/StrategyMission/Strategy

Mission Mission -- where you are goingwhere you are going

Strategy Strategy -- how you are going to get there; how you are going to get there; an action planan action plan

StrategyStrategy

Action plan to achieve Action plan to achieve missionmissionShows how mission Shows how mission will be achievedwill be achievedCompany has a Company has a business strategybusiness strategyFunctional areas have Functional areas have strategies strategies © 1995 Corel Corp.

Strategy ProcessStrategy Process

MarketingDecisions

OperationsDecisions

Fin./Acct.Decisions

CompanyMission

BusinessStrategy

Functional AreaFunctional AreaStrategies

Four Attributes of Resources and Four Attributes of Resources and Capabilities (Competitive Advantage)Capabilities (Competitive Advantage)

Rare possessed by few, if any, current and potential competitors

Costly to when other firms either can’t obtain them Imitate or must obtain at a much higher cost

Organized supported by the appropriate structure, to be controls, and rewards Exploited

*an *

Res

ourc

es a

nd C

apab

ilitie

sR

esou

rces

and

Cap

abili

ties

Valuable allow firm to neutralize threats or exploit opportunities in its external environment

Resources and capabilities Resources and capabilities that meet these four criteria become a source of:that meet these four criteria become a source of:

Rare

Costly to Imitate

Organized to be Exploited

Valuable

*an *

Core CompetenciesCore CompetenciesCore Core CompetenciesCompetencies

Res

ourc

es a

nd C

apab

ilitie

sR

esou

rces

and

Cap

abili

ties

*an *

Core CompetenciesCore CompetenciesCore Core CompetenciesCompetencies

Core CompetenciesCore Competenciesare the basis for a firmare the basis for a firm’’s:s:

Competitive Competitive advantageadvantage

Strategic Strategic competitivenesscompetitiveness

Ability to earn Ability to earn aboveabove--average average

returnsreturns

The World Economic is Changing

Mar 2007 Mar 2008 Oct 2008 Jan 2009

Aug 2009Feb 2009 Feb 2009Feb 2009

Penciutan Nilai Aset Beberapa Lembaga Keuangan Dunia Sangat Drastis

49

Morgan Stanley

16

120

4.6

RBS

76

10.3

Duetche Bank

67

17

Credit Agricole

80

26

Societe Generale

91

7.4

Barclays108

32.5

BNPParibas

93

26

Unicredit 118

35

UBS

Nilai pasar – January 20th 2009, $Bn

Nilai pasar – per Q2 2007, $Bn

75

27

Credit Suisse

100

35

Goldman Sachs 116

64

Santander

255

19

Citigroup

165

85

JP Morgan215

97

HSBC

Business Outlook has Changed Lindt & Sprüngli, a maker of exquisite chocolate truffles, is

closing 50 of its 80 stores in America, TI Automotive, which makes fuel tanks, has laid off a quarter of

its white-collar staff in North America in the past year, A plan approved in May allocated ¥2 trillion ($21 billion) to prop

up (indirectly) troubled companies. Pioneer, an electronics firm, Elipda, a chipmaker, and Japan Airlines are among the first to look for government support.

There is a widespread belief that the incentives, which range invalue from about €750 ($1,050) to €2,500 and are only available to buyers with cars over ten years old.

A pronounced in American vehicle sales, which fell by 40% towards the end of last year and have stayed at their lowest level since the 1970s,

Chrysler and General Motors prepared for bankruptcy in the early 2009.

Compare the cost of producing a small car such as the popular Fiat 500 with that of making a sport-utility vehicle such as the Audi Q7, the fixed costs are nearly identical, whereas the variable costs of making the Q7 (labour, raw materials and so on) are only about €10,000 ($14,700) higher for the Audi. Yet the Fiat sells for as little as €10,000, compared with a sticker price of at least €40,000 for the Audi. So a permanent shift toward smaller cars would devastate industry profits

Global Competitiveness Global Competitiveness Index 2001 Index 2001 –– 20092009

202424232218141620New Zealand191311241929182128Korea, Rep.181920202025272514Belgium171415171517171813Austria161618181227263012France151819191814579Australia141516121769919Norway131291091115117United Kingdom12171413845321Taiwan, China111112111421241718Hong Kong SAR108109111212153Netherlands9101316131516811Canada8987109111315Japan775861313144Germany666221121Finland5334354108Denmark444373356Sweden3575576410Singapore211612212United States122146765Switzerland

200920082007200620052004200320022001



200920082007200620052004200320022001



200920082007200620052004200320022001


202424232218141620New Zealand191311241929182128Korea, Rep.181920202025272514Belgium171415171517171813Austria161618181227263012France151819191814579Australia141516121769919Norway131291091115117United Kingdom12171413845321Taiwan, China111112111421241718Hong Kong SAR108109111212153Netherlands9101316131516811Canada8987109111315Japan775861313144Germany666221121Finland5334354108Denmark444373356Sweden3575576410Singapore

211612212United States122146765Switzerland

200920082007200620052004200320022001

Global Competitiveness Index Global Competitiveness Index 2001 2001 –– 2009 (Asia Countries)2009 (Asia Countries)

126129127112113----Timor-Leste110109110103111----Cambodia1061111079998102987473Bangladesh1011019291949173--Pakistan877171717376666154Philippines797770798073685957Sri Lanka757068777477606562Vietnam545554506969726755Indonesia495048434555564836India363428353334323138Thailand3239-------Brunei Darussalam293034544846443347China242121262531292737Malaysia191311241929182128Korea, Rep.12171413845321Taiwan, China111112111421241718Hong Kong SAR8987109111315Japan3575576410Singapore

200920082007200620052004200320022001

Global Competitiveness Index Global Competitiveness Index 2001 2001 –– 2009 (Asia Countries)2009 (Asia Countries)

126129127112113----Timor-Leste110109110103111----Cambodia1061111079998102987473Bangladesh1011019291949173--Pakistan877171717376666154Philippines797770798073685957Sri Lanka757068777477606562Vietnam545554506969726755Indonesia495048434555564836India363428353334323138Thailand3239-------Brunei Darussalam293034544846443347China242121262531292737Malaysia191311241929182128Korea, Rep.12171413845321Taiwan, China111112111421241718Hong Kong SAR8987109111315Japan3575576410Singapore

200920082007200620052004200320022001

Indonesia:Global Competitiveness Index GDP: Asian Countries

440.50.51.1Timor Leste6008.614.6Cambodia

818.17086.4Vietnam977.71,098.901,135.60India

1,624.70144.185.9Philippines1,924.70432.9228.1Indonesia2,460.803,250.801,331.40China3,736.80245.765.3Thailand6,947.60186.526.2Malaysia

19,750.80957.148.1Korea35,162.90161.34.4Singapore

per Capita (US$)GDP GDP (US$

billion)Population (millions)

Country

The most problematic factors for doing business in Indonesia

Kemudahan dalam melakukan Investasi

11638214751136Closing Business9444235981145Enforcing Contracts751034634660Trading Across Borders12057810649133Paying Taxes170332151460Protecting Investors83337101383Getting Kredit3418129866120Registering Property10446311838140Employing Workers2538113137131Dealing With Lisence97281110871161Starting Business10418112625135Ease of Doing Business

VietnamThailandSingapur

aPhilipinaMalaysiaIndonesi

a

Figure 1: The 12 pillars of competitiveness

Source: The Global Competitiveness Report 2009–2010

Figure 2: Six levels of measurement

Moving to a New Global Competitiveness Index



Figure 4: Foundations of productivityFigure 3: Defining competitiveness


Figure 5: Macroeconomic competitiveness


Figure 6: Microeconomic competitiveness


Proyeksi Indikator Ekonomi Indonesia 2010

9.759

5,7

0,5

-0,3

3,6

6,2

2010

9.2589.3109.1169.166Kurs rupiah

5,96,08,511,3Tingkat bunga deposito

0,70,90,40,4Neraca transaksi berjalan

-1,1

13,2

5,3

2006

-0,4-0,7-0,8Defisit Anggaran

4,04,67,0Inflasi (%)

6,36,56,0Pertumbuhan PDB (%)

200920082007Indikator

Sumber : Economist Intelegence Unit. Country Forecast : Indonesia

SectoralSectoral growth rategrowth rate(2000 base year, year(2000 base year, year--onon--year growth rate, %)year growth rate, %)

2006 2007 Q1-07 Q2-07 Q3-07 Q4-07 Q1-08 Q2-08Tradable 3.21 3.38 3.02 4.35 4.37 2.25 2.80 2.59

Agriculture 3.36 3.50 -1.69 4.69 7.56 3.12 6.06 4.65

Mining & Quarrying 1.70 1.98 6.16 3.23 1.00 -2.14 -1.89 -0.94

Manufacturing 4.59 4.66 4.59 5.13 4.55 3.81 4.24 4.05

Non-Tradable 7.78 9.41 6.00 7.30 9.07 10.67 10.30 10.31Electricity, Gas & Water 5.76 10.40 8.16 4.47 11.29 11.81 12.59 11.20

Construction 8.34 8.61 8.43 8.52 8.32 9.94 7.91 8.00

Trade, Hotel & Rest. 6.42 8.46 9.24 5.86 7.94 9.06 7.13 7.87

Transport & Comm. 14.38 14.38 13.02 13.78 14.09 17.37 20.30 19.64

Finance 5.47 7.99 8.13 5.17 7.58 8.65 8.25 8.67

Services 6.16 6.60 7.02 6.00 5.20 7.17 5.61 6.48

Non Oil & Gas GDP 6.13 6.92 6.68 7.09 6.93 6.96 6.84 6.85GDP 5.51 6.32 6.09 6.41 6.51 6.25 6.32 6.39

Source: BPS.

Real GDP growth: Real GDP growth: tradablestradables (%)(%)

Source: Badan Pusat Statistik.

2004 2005 2006 2007 2008* Share* 1. Agriculture 2.8% 2.7% 3.4% 3.5% 5.3% 14.0%

a. Farm Food Crops 2.9% 2.6% 3.0% 3.5% 6.5% 7.5%b. Non Food Crops 0.4% 2.5% 3.8% 3.5% 6.6% 1.9%c. Others 3.9% 3.0% 3.7% 3.5% 3.0% 3.0%

2. Mining and Quarrying -4.5% 3.2% 1.7% 2.0% -1.4% 8.3%a. Oil & Gas -4.3% -1.8% -1.1% -1.2% 0% 4.6%b. Non Oil & Gas -8.0% 12.2% 4.8% 5.5% -6.5% 2.7%c. Quarrying 7.5% 7.7% 8.3% 8.6% 8.1% 0.9%

3. Manufacturing Industries 6.4% 4.6% 4.6% 4.7% 4.1% 26.9%a. Oil & Gas -2.0% -5.7% -1.7% -0.1% 0.7% 2.3%b. Non Oil & Gas 7.5% 5.9% 5.3% 5.2% 4.5% 24.5%

* Food, Bev. & Tobacco 1.4% 2.7% 7.2% 5.1% -2.4% 6.4%* Textile, Leath & Footw 4.1% 1.3% 1.2% -3.7% -3.4% 2.6%* Wood & Forest Prod. -2.1% -0.9% -0.7% -1.7% 0.3% 1.0%* Paper & Printing 7.6% 2.4% 2.1% 5.8% 0.4% 1.3%* Fertilizer, Chem.& Rubber 9.0% 8.8% 4.5% 5.7% 3.5% 3.3%* Cement/Non-Metal Quarry 9.5% 3.8% 0.5% 3.4% -0.5% 0.8%* Iron & Steel -2.6% -3.7% 4.7% 1.7% 3.0% 0.4%* Transport/Machine Equip. 17.7% 12.4% 7.6% 9.7% 15.8% 8.6%

Real GDP growth: nonReal GDP growth: non--tradablestradables (%)(%)

Source: Badan Pusat Statistik.

2004 2005 2006 2007 2008** Share** 4. Utilities 5.3% 6.3% 5.8% 10.4% 11.9% 0.7%5. Constructions 7.5% 7.5% 8.3% 8.6% 8.0% 6.2%6. Trade, Hotel & Rest. 5.7% 8.3% 6.4% 8.5% 7.5% 17.3%

a. Wholesale & Retail 5.5% 8.8% 6.6% 8.9% 7.9% 14.3%b. Hotel 7.9% 6.2% 5.2% 5.3% 4.3% 0.7%c. Restaurant 6.1% 5.9% 5.8% 6.8% 6.1% 2.3%

7. Transport & Comm. 13.4% 12.8% 14.4% 14.4% 20.0% 7.3%a. Transport 8.8% 6.3% 6.6% 2.8% 6.4% 3.7%

* Railways -0.9% -3.0% 6.4% 1.3% 17.6% 0.0%* Road 5.0% 4.8% 5.0% 3.6% 4.6% 1.6%* Air Transport 30.1% 10.4% 10.7% 8.3% 17.7% 0.6%

b. Communication 22.9% 24.6% 26.4% 29.5% 34.3% 3.6%8. Finance 7.7% 6.7% 5.5% 8.0% 8.5% 9.4%

a. Banks 6.0% 4.5% 1.6% 8.0% 8.1% 4.0%b. Non Bank Financial 9.2% 8.3% 7.1% 8.1% 8.7% 0.8%

9. Services 5.4% 5.2% 6.2% 6.6% 6.0% 9.3%Non Oil & Gas GDP 6.0% 6.6% 6.1% 6.9% 6.8% 92.7%

Real GDP 5.0% 5.7% 5.5% 6.3% 6.4% 100.0%

Pertumbuhan Indeks Produksi Industri Besar dan Sedang Pertumbuhan Indeks Produksi Industri Besar dan Sedang Menurut 2 Digit Kode ISC (2006Menurut 2 Digit Kode ISC (2006--2009)2009)

Source: Badan Pusat Statistik. -6,24%1,74%33,56%-14,12%-1,87%Furnitur & Pengolahan lainnya

2006 2007 2008 Q1-2009 Q2-2009Makanan & Minuman 11,89% 5,19% 2,65% 0,34% 3,9%Pengolahan Tembakau -0,89% 15,9% 14,63% 8,29% 2,26%Tekstil 6,04% 11,17% 3,38% -4,05% 8,0%Pakaian Jadi 67,32% -23,03% -28,72% -2,29% 0,13%Kulit, Barang Kulit & Alas Kaki -3,54% -0,47% 14,01% -4,56% 2,76%Kayu, Barang2 dr Kayu (non-furnitur) dan barang Anyaman -41,04% -16,41% -5,57% -6,29% -3,42%Kertas & Barang dr kertas. -16,91% 15,48% 3,17% 4,05% 0.03%Kimia & Barang dr Kimia 25,78% 35,84% -6,84% 1,81% 2,47%Karet, barang dr Karet dan Plastik -8,35% -12,49% 8,89% -0,23% 3,70%Barang galian bukan Logam 11,81% 0,33% -9,46% -2,77% 5,63%Logam Dasar 22,10% 12,09% 6,31% 2,99% 2,98%Barang2 dr Logam (kec. Mesin) 9,55% -23,34% -14,61% 1,23% 0,54%Mesin dan Peralatan -2,94% 43,05% -9,34% 5,00% 0,16%Mesin Listrik dan Perlengkapannya -1,31% -22,06% 1,59% -0,31% -2,37%Radio, Televisi, Alat Komunikasi & Perlengkapannya 87,14% 50,46% 13,29% -8,85% 0,12%Kendaraan Bermotor -46,46% 29,65% 22,41% -16,80% 6,82%Alat Angutan (kec. Kend Bermotor) -36.62% -8,89% 35,45% -1,10% 2,73%

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strategic mnjmn 1st lect 09 10

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