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All Journal MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah

Rizal Syarief

Departemen Ilmu dan Teknologi Pangan, Fateta IPB

Author-ID : 2516266

Industrial & Manufacturing Engineering

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Strategi Peningkatan Daya Saing Tuna Olahan Indonesia di Pasar Internasional Wiji Lestari; Rizal Syarief; Komar Sumantadinata
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 8 No. 1 (2013): Manajemen IKM
Publisher : Institut Pertanian Bogor

Tuna Indonesia mostly exported in fresh and frozen (55%), and 45% in processed tuna. It is therefore necessary to study the competitiveness of processed tuna. The method used is the Revealed Comparative Advantage (RCA) and the analysis of the Competitive Profile Matrix (CPM) Analysis, In the year 2006 to 2010, Indonesia has a fresh tuna RCA index between 4.56 to 8.18, tuna frozen at 0.49 to 1,43 and processed tuna fish ranged from 1.25 to 2.68. Based on the analysis of the competitive profile, three factors of production and marketing of highly influential on the competitiveness of tuna fish are (1) the quality of the resulting processed tuna fish with a weight of 0.143, (2) tariff and non tariff barriers with a weight of 0.114, and (3) Development and Promotion Intellegence market with the weight of 0.110. As for the human and institutional factors, factors which have an important role in increasing competitiveness is (1) The Role of Government in the development of the tuna processing industry with a weight of 0.147, (2) Availability of human resources capable of handling quality with weights 0.135, and (3) the role of government in the prevention and handling of illegal fishing by weight of 0.130. Based on the analysis of RCA analysis and matrix analysis of the competitive profiles of priority strategies that can be done to improve the competitiveness of Indonesia's processed tuna to the factors of production and marketing are as follows (1) Improve the quality of processed tuna Indonesia; (2) Encourage overcome tariff and non tariff barriers; (3) enhance market development and promotion Intellegence, The strategic priorities for the human and institutional factors are (1) Increase the Role of Government in the development of the tuna processing industry, (2) Improving the human resources capable of handling quality, (3) Eradication and control of illegal fishing.

Strategi Pengembangan Kewirausahaan Sosial PT Bina Swadaya Konsultan Ikhwan Safa'at; Rizal Syarief; Ani Suryani
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 9 No. 2 (2014): Manajemen IKM
Publisher : Institut Pertanian Bogor

In the second World Entrepreneurship Forum in Lyon, France in 2009, Bina Swadaya stated definition of Social Entrepreneurship is social development with entrepreneurship solution. Developments that includes aspects of poverty alleviation, productive employment and social integration. PT Bina Swadaya Konsultan, a subsidiary of Bina Swadaya Organization with the spirit of entrepreneurship in an effort to sustain the community development process that can provide benefits for society and the life-cycle companies develop social entrepreneurship in accordance with its competence. . The purpose of this study was (1) Identify the internal and external factors that influence the development of social entrepreneurship PT BSK, (2) Getting some alternatives strategy in the development of social entrepreneurship to the purpose of the development of social entrepreneurship, (3) Obtain the priority of social entrepreneurship development strategy in accordance with the company's internal and external conditions. Research methodology using IFE, EFE, IE Matrix, SWOT and QSPM. Priority strategy of development of social entrepreneurship PT BSK are (1) Restructuring and Market Penetration, (2) Focus, Product Development and Differensiation, (3) Market Development and Market Penetration, (4) Vertical Integration, (5) Product Improvement and Diversification.

Pengembalian Modal Usaha Program Komunitas Usaha Mikro Muamalat Berbasis Masjid Kota Bogor Kostia Digdaha; Rizal Syarief; MH Bintoro Djoefrie
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 11 No. 1 (2016): MANAJEMEN IKM
Publisher : Institut Pertanian Bogor

In the process of eradicating poverty, Bank Muamalat with the collaboration with the Baitul Maal Muamalat (BMM), has undertaken the Mosque Based Micro Muamalat Community Program (KUM3). The problem identified in the program is that many members of KUM3 cannot make a capital return at the right time, causing them to fail in re-threading the capital. This study aims to determine the factors that affect the KUM3 member’s capital returns. Investigations carried out in four districts in Bogor City namely the Community of Loji, Pamoyanan, Pasar Anyar and Situ Gede. Eight factors that might affect the business capital was studied i.e. the value of social capital, the theory, the economy, the religion, marketing, finance, management and technical. The method used in analysing the data is the multiple logistic model . The analysis obtained a good results in the social value, theoretical value, the economy, the religion, marketing, finance, management , and technical for the KUM3 participants in Bogor City. The most influential factor in the return of capital is the social value. Two factors were studied in this value i.e. family factor and community factor. It has a tendency to break on time 6.46 times faster with the value of the regression coefficient 1.946 and value of -p 0.010 (<0.05) compared to the social disadvantage significance level of 5% . The good social value has a tendency to break even at 7,000 times compared to the less good social value. Based on the comparison between the family factor and the community factor, both have an impact on the capital returns

Analisis Tekno Ekonomi Industri Kecil untuk Akses ke Lembaga Perbankan (Studi Kasus Pada Perusahaan Kecap Damai di Purwokerto) Bambang Sumpeno; Rizal Syarief; Nora H Pandjaitan
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 3 No. 1 (2008): Jurnal Magister Profesional Industri Kecil Menengah
Publisher : Institut Pertanian Bogor

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In 1997 Indonesia experienced an economic crisis which is started with the decrease in value of Rupiah towards the US Dollar. Many industries were closed, but a lot of small and medium scale industries survived and still exist until now. One of them is “Damai” kecap industry in Purwokerto. For most of small and medium scale industries, the limited capital is one of the problems to developing their business. There were several requirements to gain access to banking services, such as current ratio (CR), debt equity ratio (DER) and value of warranty. To establish a kecap industry a working capital of Rp. 62.099.500,- is needed to fulfill a one-month operational cost. Fixed assets require approximately Rp. 211.350.000,- (excluding land), so the total capital needed is Rp. 273.449. 500,-. The marketing analysis shows that the break-even point (BEP) of the kecap industry is 14.625 bottles or approximately Rp. 68.471.671,-, and CR is 165,90%. It means that the kecap industry should be able (liquid) to settle current liabilities from its current assets. The banks ask for a minimum current ratio of 120,00%. DER of this kecap industry is 20,45%, which means that the kecap industry has enough capital to settle its liabilities. The banks ask for maximum DER of 200,00%. In order to enlarge its business, the industry needs to increase its capacity. It means that “Damai” kecap Industry needs an extra credit from bank or kecap industry can cooperate with the third party as investor. An industry needs a lot of time to gain credit from a bank. The “Damai” kecap Industry can obtain extra credit of Rp. 100.000.000,- from its land and building because their value is more than Rp. 400.000.000,-.

Co-Authors Ani Suryani Bambang Sumpeno Ikhwan Safa'at Komar Sumantadinata Kostia Digdaha MH Bintoro Djoefrie Nora H. Pandjaitan Wiji Lestari

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