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All Journal Jurnal Siasat Bisnis Bina Ekonomi: Majalah Ilmiah Fakultas Ekonomi Universitas Katolik Parahyangan
Setiadi Umar
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Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Environmental Science Social Sciences

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Implementasi Knowledge Management pada UMKM Indonesia Untuk Meningkatkan Daya Saing UMKM dalam Dunia Internasional Setiadi Umar
Jurnal Siasat Bisnis Vol. 12 No. 2 (2008)
Publisher : Management Development Centre (MDC) Department of Management, Faculty of Business and Economics Universitas Islam Indonesia

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Abstract

It is indisputable that SMEs (Small Medium Enterprises) hold a key role in Indonesian Economic Development. Steps should be taken to increase the performance of SMEs and thus its contribution to the Indonesian economy, since a 10% increase in SMEs performance could mean a 5% increase in Indonesian GDP.  This is a significant number, remembering our GDP only increases by an average of 6% per annum. According to strategic management experts, the ability of one company to make an economic profit (an above average level of profit) depends on their ability to compete. Many pilot projects that conducted have failed and met enormous obstacles along the way. This research analyzes and highlights the condition of Innovation actors in Indonesia, who implement the knowledge management and problems in implementing knowledge management in Indonesia’s environment. Therefore, it is hoped that strategic solutions can be proposed. Keywords:    implementation knowledge management, inovation, aktor inovasi Indonesia, UMKM, daya saing UMKM
Tujuh Fokus Pemimpin Pasar Setiadi Umar
Bina Ekonomi Vol. 8 No. 1 (2004)
Publisher : Center for Economic Studies Universitas Katolik Parahyangan

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (481.443 KB) | DOI: 10.26593/be.v8i1.625.%p

Abstract

Becoming a market leader is not an easy task, many things should be done and many have been done by market leader. However by becoming a market leader, doesn't mean that the tasks in hand have been completed. Actually it's far from completed, and there are many jealous rivals that try to wrest over the market leadership in many ways at any cost. Based on 3 disciplines values: product leader, operationally excellent firm, and customer intimate firm, that was written by Michael Treacy and Fred Wiersema, writer tries to highlight seven areas that should be brought into account in order to maintain market leadership: Market Sensing, Creativity, Range of Competencies, Speed, Operational Effectiveness, Loyalty Program, and Stakeholders Interest.
APAKAH ANDA BENAR-BENAR MENGENALI PESAING ANDA? Setiadi Umar
Bina Ekonomi Vol. 9 No. 1 (2005)
Publisher : Center for Economic Studies Universitas Katolik Parahyangan

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (435.504 KB) | DOI: 10.26593/be.v9i1.635.%p

Abstract

Paying attention  to competitor is as important as caring your  customers.  By giving full attention ONLY  to customers  and not aware of what your competitors  doing will create a very  fragile  condition. Since, as we know, what we called  satisfaction, expectation, and customer value  is very  relative to competitors offering. Their values are not absolute.  There are many companies who have  lack  information about their competitor. Many do not even know, whether they have competitor or not. It is because  they are the only one of their kind or because  they are market  nicher. According to Levitt, these enterprises are suffering what he called marketing myopia. Actually (in the real situation) they do have  competitor  in the greater context. Even though  their products are not similar,  however  they do serve similar  need.
DOVE, EDUKASI PASAR DENGAN HARAPAN Setiadi Umar
Bina Ekonomi Vol. 10 No. 2 (2006)
Publisher : Center for Economic Studies Universitas Katolik Parahyangan

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (277.23 KB) | DOI: 10.26593/be.v10i2.830.%p

Abstract

Many companies and management authors have recognized the importance of product innovation. They call it, "first mover advantage". However this product innovation is not without risk. In reality many product innovations have failed and busted. Many failed because of a single reason: low level of market acceptance. To make the matter worse, the product that finally succeeded in gaining market acceptance only to be taken over, or to be bought, or to be replaced because they could not stand from the competition, especially from those multinational companies that have better resources and better staffs. Up until now, only few new product categories that actually enjoyed what they called first mover advantage and all of them have a similarity: they are the first that dominated the market or they have a good patent protection. Forming a market itself is clearly challenging. Dominating the market presents another challenge. This literature is trying to give an insight about how primary demand is formed, by observing Unilever, in her effort in making a new market for one of her products, Dove. We observe how Unilever through Dove is trying to build a new product category inside her consumer mind and how Unilever is trying to educate their market by saying that clean is slippery not arid in the society that have a contrary habit. We hope that this literature could prove helpful in future work on forming a primary demand in new product category and on launching new product.
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