Tuesday, December 18, 2018

Rencanakan 6 Pilar Bisnis Anda

http://www.investmedan.com/id/2016/11/29/708/rencanakan-6-pilar-bisnis-anda/



Ketika ingin membangun sebuah bisnis, setidaknya ada 6 pilar dalam model bisnis yang perlu Anda kerjakan dan persiapkan. Anda perlu berpikir matang tentang keenam pilar ini demi keberlangsungan bisnis Anda di masa depan. Apa saja itu?

Layanan atau service. Anda harus bisa menjelaskan layanan/produk seperti apa yang diberikan oleh bisnis yang Anda tawarkan. Coba rincikan secara spesifik tentang jasa atau produk tersebut. Terangkan juga tentang terobosan yang akan Anda kembangkan.

Yang kedua adalah pembiayaan atau financing. Anda perlu menjelaskan bagaimana sistem pemasukan dan pengeluaran dalam bisnis yang akan Anda kerjakan tesebut. Perjelas dari mana Anda akan mendapatkan modal dan bagaimana pembiayaan operasionalnya. Bagaimana pula pengelolaannya.

Ketiga, pernyataan misi atau mission statementAnda perlu juga menjelaskan apa yang menjadi misi perusahaan Anda. Perjelas dalam hal apa bisnis Anda akan menyuplai kebutuhan pasar.

Keempat, personalia atau management team. Terangkanlah siapa saja personel yang Anda butuhkan dan fungsi apa saja yang diperlukan. Bagaimana tugas dari masing-masing personel tersebut.

Kelima, prakiraan penjualan atau sales forecast. Buatlah rancangan ke depan atau proyeksi beberapa bulan ke depan. Bagaimana prakiraan Anda terhadap geliat bisnis Anda.

Keenam, rencana ekspansi (expansion plan). Rumuskan bagaimana target Anda ke depan. Ketika Anda sudah sukses dengan bisnis Anda ini, apalagi yang akan Anda lakukan? Langkah bisnis apa yang perlu diambil agar bisnis Anda bisa menjadi lebih besar?

Sebagai entrepreneur, Anda harus bisa merencanakan keenam hal ini. Anda perlu melakukannya secara spesifik dan menggunakan riset. (eka/foto dari ciputraentrepreneurship.com)

Sunday, October 28, 2018

Temperaments Model of Personality and Leadership

https://mdharrismd.com/2013/04/02/temperaments-model-of-personality-and-leadership/






Most experts agree that leadership is the single most important factor in the success of any organization. Libraries of books, thousands of coaches, and scores of organizations exist to help people become better leaders. Tomes decry the lack of leadership in all areas of life. An Arab proverb is said to read “Better an army of sheep led by a lion than an army of lions led by a sheep.”

Leadership can be taught, and it can be useful to identify each individual’s natural temperament, understand the strengths and weaknesses of that temperament, and help the leader perfect what is good and improve what is bad. There are dozens of ways to characterize personality, including the Myers-Briggs (introvert-extrovert, thinking-feeling, sensing-intuiting, and judging-perceiving), Types A and B, Animals (bear-monkey-dolphin-owl) and others. One of the most famous is the Temperaments (choleric-sanguine-melancholy-phlegmatic). Each model has strengths and weaknesses, and Temperaments model is commonly used.

The derivation of this system is historical, based on Galen’s four humours which were thought to comprise the body. Everyone had a mix (Latin temperare – to mix) of each humor, but one was predominant. The humour which predominated gave them their personality type. Greek physicians Hippocrates (460-370 BC) and Galen (AD 129-199) thought that imbalance of these humours caused disease. This theory was taught in to physicians throughout the western world and elsewhere for over 1500 years.

Choleric (Gk choler – “yellow bile”) – bilious of temperament or complexion, easily moved to anger
Phlegmatic (Gk phlegmatikos – “of the phlegm) – apathetic, sluggish, self possessed, composed
Sanguine (Medieval sanguin – “color of blood”) – warm, passionate, cheerful
Melancholic (Gk melancholia – “black bile”) – sadness


Even though some of these personality types seem bad and others good, each has advantages and disadvantages. The theory of the humours fell out of favor in medicine 200 years ago, but some of the ideas are still useful.

Choleric
1.Strengths – well organized, gets jobs done, strong willed and driven, independent and takes a stand
2.Weaknesses – can run over people, insensitive, hot tempered, can be proud or angry
3.Opportunities – potential to inspire and direct others to accomplish great things
4.Threats – potential to alienate others and overlook the best things because those best things are often not measurable.


Sanguine
1.Strengths – lively, friendly, outgoing and people-loving. Tender and compassionate.
2.Weaknesses – weak-willed, with go along to get along, impractical and disorganized.
3.Opportunities – potential to minister to others with sensitivity and caring, meeting the deepest needs.
4.Threats – potential to compromise on important doctrines and decisions just to get along. Can be egotistical.


Melancholy
1.Strengths – analytical, self-sacrificing, gifted and perfectionistic.
2.Weaknesses – self centered, pessimistic, fearful and dark, moody
3.Opportunities – potential to solve complex and important problems, both for people and for his organization as he puts them before himself.
4.Threats – potential to be paralyzed by fear or depression.


Phlegmatic
1.Strengths – happy, easy going, dependable, practical and efficient
2.Weaknesses – doesn’t want to get involved in hard things, lazy, stubborn and resistant to leadership
3.Opportunities – potential to hold groups together by being a peacemaker, to lighten up the cholerics and melancholics of the world, and to stay the course in a storm.
4.Threats – potential to be unleadable and uninterested in helping anyone but himself.


Everyone has a combination of each of these characteristics, but everyone tends to exhibit one (or even two) type(s) more strongly than the others. To use Biblical examples, Abraham tended towards choleric. He had to be, because moving a large party of humans and animals from a safe home to an unknown environment hundreds of miles away takes drive, guts, and a high degree of competence. Gathering an army of servants, pursuing a larger enemy at night and destroying it is not for the light hearted either. Most sanguines, melancholics and phlegmatics probably could never have done it. His “get it done” style of leadership was well suited for his tasks.

Jacob had a fair amount of choleric, because outmaneuvering Laban, confronting Esau and wrestling with an angel were not for the faint of heart. However, he had a broad streak of melancholy as well. Jacob’s dark side was manifest in his preferential treatment of his wife Rachel and her sons Joseph and Benjamin. After Joseph’s disappearance (Genesis 37:34-35) and when later faced with possibility of losing Benjamin (Genesis 43:14), Jacob’s bias and his mournful side are apparent.

Joseph was more of a phlegmatic. He did not so much initiate new things as perform faithfully the things he was given to do. Being sold to Potiphar, being accused of adultery, being left in prison and interpreting Pharaoh’s dream were not moves that he planned and made on the chessboard of his life, but rather things that happened to him. To Joseph’s credit, he was wise and industrious enough to faithfully serve God throughout all of these. Joseph was faithful and was certainly stubborn but was not lazy. He did not avoid leadership but did not scheme for it either.

Most people are a combination of these types, but one or two predominate. Further, people become more of one and less of another depending upon their situation. One cannot remain long in leadership in the US military without having a stiff dose of choleric. Personalities can change, and so even if you are not choleric when you start, you will be more so when you finish. When faced with problems that can kill you, only people who can “get it done” survive.

People in academia or in theater tend towards melancholic, perhaps in part because of the introspection required to be a good professor or actor. Those in sales and politics seem to do well if they are more sanguine. And every organization needs a few phlegmatics.

Like every personality tool, this one has limitations. No one can be put into a box by any label, and to do so is to misunderstand them and harm their organization. Nonetheless, they are all worth considering as we strive to develop leaders. The Temperaments model can assist us as we strive to guide our organizations, nation and world through the 21st century.

Wednesday, September 19, 2018

Rupiah Jeblok, Konglomerat Theodore P Rachmat: Enggak Usah Pusing

https://bisnis.tempo.co/read/1125837/rupiah-jeblok-konglomerat-theodore-p-rachmat-enggak-usah-pusing
Reporter: 
Editor: 

Kodrat Setiawan


Pimpinan Grup Astra, Theodore Permadi Rachmat. youtube.com

Pimpinan Grup Astra, Theodore Permadi Rachmat. youtube.com

TEMPO.CO, Jakarta - Konglomerat Theodore Permadi Rachmat alias TP Rachmat menilai depresiasi rupiah yang terjadi akhir-akhir ini tidak perlu diambil pusing.
"Enggak usah pusing, barang-barang kan enggak naik (harganya). Naik enggak beli barang?" ujar pendiri Triputra Group itu di Balai Kartini, Jakarta, Rabu, 12 September 2018.
Berdasarkan Jakarta Interbank Spot Dollar Rate, kurs berada pada level Rp 14.863 per dolar AS pada Rabu, 12 September 2018.
Theodore, salah satu orang terkaya Indonesia versi Forbes, menduga nilai rupiah akan terus berada di kisaran Rp 14.800 per dolar Amerika Serikat hingga akhir tahun ini. Menurut Teddy, sapaan Theodore, hal terpenting bagi dunia usaha adalah kestabilan nilai tukar.
Bahkan, kalau pun rupiah menginjak level Rp 16 ribu per dolar AS, pria yang disebut memiliki kekayaan US$ 1,7 miliar itu tidak merasa bermasalah. "Yang penting bukan nyaman tapi stabil. Mau Rp 15 ribu, Rp 16 ribu, Rp 14 ribu juga enggak masalah asal jangan gonjang-ganjing," ujar Teddy. Ia menegaskan hal terpenting bagi pengusaha adalah kepastian.
Teddy menilai hingga saat ini kondisi perekonomian masih cukup aman untuk dunia usaha. Pria yang telah memulai kariernya sejak 1970-an itu menilai kondisi saat ini masih lebih baik ketimbang yang pernah dialaminya dulu.
"Saya usaha mulai akhir tahun 1970, masa Presiden Soeharto itu devaluasi sering sekali, enggak ada masalah. Ini mah kecil," ujar Teddy.
Teddy melihat pelemahan rupiah saat ini lebih dipicu oleh faktor eksternal, yakni menguatnya perekonomian Negeri Abang Sam. Dampaknya, modal pun lari ke AS. Karena itu, negara-negara yang tidak siap akhirnya kewalahan dan mengalami krisis.
"Tapi Indonesia dan yang lain karena sudah prepare, jadi oke aja. Repot ya repot, tapi oke saja," ujar Teddy. Ia menyebut kerepotan yang dimaksud adalah ketika terjadi kepanikan dan orang-orang akhirnya mengambil duitnya dari bank, atau menukarkan rupiah ke dolar secara bersamaan.

https://www.facebook.com/budi.soehardi/posts/10161024823465691?__tn__=K-R

Budi Soehardi

Majalah Tempo this week

Konglomerat Theodore Permadi Rachmat, yang telah melewati masa-masa ekonomi sulit, mengatakan jangan melihat ekonomi dari devaluasi nilai tukar semata. Menurut dia, inflasi tinggi lebih mengerikan karena membuat masyarakat bawah tak sanggup membeli kebutuhan pokok.

SAAT kebanyakan pelaku usaha kelimpungan melihat rupiah yang limbung, Theodore Permadi Rachmat, 74 tahun, adem-ayem saja. Pengalamannya berbisnis selama lima puluh tahun membuatnya yakin bahwa tidak ada yang perlu dikhawatirkan dari kondisi ekonomi Indonesia sekarang. “Di masa Presiden Soeharto, devaluasi sering sekali. Enggak ada masalah. Ini mah kecil,” ujar pendiri Triputra Group itu.

Theodore telah melewati masa-masa ekonomi sulit, dari 1997-1998, 2005, 2008, hingga terakhir tahun ini. Ia meminta kondisi ekonomi tidak dilihat dari penurunan nilai tukar semata. Rupiah yang melemah, kata dia, hanya berdampak hebat terhadap importir. Selama konsumen tidak menggunakan barang impor, tidak ada pengaruhnya. “Inflasi tinggi lebih mengerikan karena membuat masyarakat bawah tidak sanggup membeli barang kebutuhan pokok,” ujarnya kepada wartawan Tempo Reza Maulana dan Andi Ibnu dalam wawancara khusus di kantor PT Kirana Megatara—anak usaha Triputra yang bergerak di bidang perdagangan karet—di kawasan Kuningan, Jakarta Selatan, Rabu petang pekan lalu.

Ia menilai situasi perekonomian Indonesia saat ini berbeda dengan masa krisis ekonomi 1998. Kala itu, perbankan terkena krisis dan inflasi melambung hingga 77 persen. Saat ini, inflasi Indonesia 3,2 persen. Pada 1998, selain ekonomi, politik mengalami krisis.

Lulus dari Institut Teknologi Bandung pada 1968, Theodore ikut pamannya, William Soeryadjaya, yang saat itu sedang membangun Astra—perusahaan multinasional yang kini mempekerjakan lebih dari 200 ribu karyawan di 200-an anak perusahaan. Sarjana teknik mesin itu mendapat nomor karyawan 16 dengan tugas menjual alat-alat berat. Teddy—panggilan Theodore—mengakhiri kariernya di Astra pada 1998, setelah 14 tahun menjadi presiden direktur.

Ketimbang bermain golf pada masa pensiun, Theodore memilih mendirikan PT Triputra Investindo Arya, yang menjadi perusahaan induk Adira Mobil dan Adira Finance. Penjualan Adira Finance ke Bank Danamon Tbk pada 2004 membuat perusahaan itu merambah ke berbagai sektor. Triputra Group kini bergerak di bidang perkebunan, manufaktur, pertambangan, dan perdagangan. Pendirinya pun menjadi orang nomor 19 terkaya di Indonesia versi majalah Forbes.

Sebagai pengusaha, bagaimana Anda membandingkan situasi sekarang dengan krisis ekonomi 1997-1998?

Bedalah. Waktu itu, perbankan rusak. Inflasi tinggi (sempat menyentuh 77 persen). Sekarang inflasi kita 3,2 persen. Sebelum tiga tahun terakhir, inflasi kita tidak pernah di bawah 5 persen. Itu yang penting. Inflasi jangan naik. Lagi pula, kenapa harus naik? Beras dibikin di Indonesia, cabai dibikin di Indonesia. Tidak impor. So, why worry?

Anda memimpin Astra saat krisis ekonomi pecah. Apa masalah terbesar yang Anda hadapi?

Market hancur. Orang enggak ada yang beli mobil dan sepeda motor. Harga naik karena komponen impor dan dibayar pakai dolar. Sekarang beda. Baru saja kami ngomong dengan para dealer sepeda motor, harga jual mereka enggak naik. Waktu 1998, yang krisis bukan hanya ekonomi, tapi juga politik. Saat itu orang menganggap Pak Harto overstayed. Dia berkuasa sejak 1966 sampai 1998, sudah 32 tahun. Kelamaan.

Mungkinkah pemilihan presiden dan Pemilihan Umum 2019 memperlemah rupiah?

Menurut saya, tidak, karena aturan main di politik lebih ketat. Jauh benar dengan situasi 1998.

Apa pandangan Anda terhadap upaya pemerintah menahan pelemahan rupiah?

All in all, it’s okay. Pemerintah memotong biosolar 20 persen, impor dikurangi, penjadwalan ulang proyek-proyek besar. Sudah benar semua. Saya punya rasa hormat yang tinggi sekali kepada Menteri Keuangan Sri Mulyani dan Gubernur Bank Indonesia. Di bawah Pak Agus Martowardojo dan Perry Warjiyo, Bank Indonesia sudah melakukan langkah-langkah yang tepat. Sekarang, setiap kali beli dolar mesti ada underlying transaction. Jadi terkontrol. Yang penting, jangan panik. Tahun depan pemerintah menargetkan defisit fiskal kita kurang dari 2 persen. Itu tidak pernah terjadi sebelumnya. Penyebabnya, banyak uang masuk dari pajak.

Ada yang bilang amnesti pajak tidak berpengaruh....

Jangan bilang tax amnesty is not working. Saya lihat, mungkin 90 persen pengusaha ikut tax amnesty. Mereka yang tidak ikut sekarang kepayahan. Mau beli mobil saja ketahuan. Hidup ketakutan terus. Enggak tahu mau bagaimana. Jadi Indonesia should be okay. Walaupun banyak hal yang masih bisa dilakukan pemerintah.

Apa saja yang bisa dilakukan?

Kenapa harga bahan bakar minyak tidak dinaikkan sesuai dengan nilai keekonomian? Padahal defisit transaksi neraca berjalan paling besar ada di impor bahan bakar minyak. Dengan menaikkan harga BBM, konsumsi akan turun dan transaksi neraca berjalan juga turun. Seperti kata Muhammad Chatib Basri (Menteri Keuangan 2013-2014), ini obat yang paling manjur.

Tapi tidak populis di tahun politik....

Ya, ini tahun politik. Pak Harto dulu jatuh setelah menaikkan Premium dari Rp 700 menjadi Rp 1.200 per liter. Di masa Susilo Bambang Yudhoyono, saya menjadi anggota Komite Ekonomi Nasional. Waktu itu, beban subsidi BBM sampai Rp 300 triliun. Pemerintah selalu berhati-hati menaikkan harga bensin. Takut ada demonstrasi dan sebagainya. Padahal itu wasted semua. Sekarang juga begitu. Tujuh bulan lagi pemilihan presiden dan pemilihan umum. Ini pilihan politik.

(Pemerintah Presiden Susilo Bambang Yudhoyono menaikkan harga Premium dari Rp 4.500 menjadi Rp 6.500 pada 22 Juni 2013.)

Dari kacamata ekonomi, kenaikan harga BBM tak bisa ditawar?

Saya bukan orang politik. Tapi, dari pertimbangan ekonomi, ya, naikkan saja.

Beberapa waktu lalu, Anda dipanggil Wakil Presiden Jusuf Kalla. Membicarakan apa?

Saya sampaikan, program biofuel B20 sudah bagus, mengganti 20 persen impor solar dengan konten lokal, yaitu minyak kelapa sawit. Kalau jalannya sudah benar, kenapa tidak dipercepat? Misalnya ke B25 atau B30. Saya juga sampaikan usul tambahan, yaitu kembali menerapkan biaya fiskal luar negeri. Itu sama dengan ajakan menghabiskan uang di dalam negeri saja. Kenapa mesti spend di luar negeri? Pariwisata di Indonesia kan banyak dan bagus.

Apakah pengusaha memandang pelemahan rupiah sekarang sudah pada tahap mengkhawatirkan?

Saya enggak bisa bilang atas nama pengusaha, karena tiap bisnis berbeda. Bisnis saya kebanyakan di ekspor. Jadi, saat rupiah melemah, saya lebih senang, ha-ha-ha…. Yang komplain dolar naik kan orang-orang Jawa saja. Orang-orang yang hidup dari perkebunan dan pertambangan di Sumatera, Kalimantan, dan Sulawesi tertawa semua. Saya berusaha mulai akhir 1970. Di masa Presiden Soeharto, devaluasi sering sekali. Enggak ada masalah. Ini mah kecil.

Perusahaan Anda untung banyak?

Buat saya, rupiah turun, ya, happy-happy saja, ha-ha-ha…. Misalnya bisnis kantor ini, PT Kirana Megatara, hampir 100 persen ekspor karet.

Tapi pengusaha impor rugi besar....

Pengusaha impor pasti marah-marah. Misalnya importir Lamborghini, yang produknya kini dipajaki tinggi oleh Menteri Keuangan, pasti kesal. Tapi buat apa mobil mewah seperti itu? Saya melihat orang pakai Lamborghini di Indonesia, ngelus dada. Kijang saja cukup.

Anda sehari-hari pakai mobil apa?

Saya pakai Lexus yang usianya sudah tujuh tahun. Ada juga Toyota Alphard. Saya pakai bergantian sesuai dengan tanggal ganjil-genap, he-he-he…. Setiap kali melihat Lamborghini, saya langsung terbayang harganya, Rp 5 miliar. Berapa ton minyak sawit mentah yang harus saya ekspor untuk mengimbangi transaksi berjalan dari masuknya mobil itu? Begitu juga kalau melihat orang yang pakai handbag Hermes. Rasanya kok enggak pantas.

Untuk menahan pelemahan rupiah, apakah pengusaha ekspor mau menyimpan devisa hasil ekspor (DHE) di dalam negeri?

Asalkan dikasih insentif. Misalnya mendapat bunga yang sesuai. Aturannya belum keluar. Kami lihat dulu aturan mainnya seperti apa. Tapi, saat ini, DHE saya sudah di bank nasional.

Peluang apa yang pengusaha bisa ambil dalam kondisi rupiah yang lemah?

Kalau rupiah kuat, orang berpikir impor saja. Dengan rupiah melemah, ekspor jadi lebih lancar dan konten lokal lebih besar. Jadi low currency itu bisa melindungi industri lokal.

Muhammad Chatib Basri mengatakan rupiah bergerak menuju titik kesetimbangan baru. Apakah industri bisa bertahan jika angkanya di atas 15 ribu?

Setiap hari pun angkanya baru. Mau 14 ribu atau 15 ribu, buat saya enggak penting. Yang penting stabil, jangan inflasi besar. Inflasi ini yang lebih ngeri dibanding devaluasi. Karena, dengan inflasi, kasihan masyarakat bawah, enggak sanggup beli barang kebutuhan pokok.

Berapa kurs rupiah yang ideal?

Enggak ada angka ideal. Buat saya, mending Rp 16 ribu per dolar Amerika Serikat. Tapi, buat importir, mending Rp 14 ribu. Siapa yang benar? Mau Rp 14 ribu, mau Rp 15 ribu, mau Rp 16 ribu per dolar, enggak jadi masalah. Yang penting jangan bergejolak, karena gejolak memberi ketidakpastian.

Guru besar Fakultas Ekonomi Universitas Indonesia, Anwar Nasution, mengatakan fundamen ekonomi Indonesia lemah. Anda merasakannya?

Waktu saya mulai kerja di Astra, 50 tahun lalu, satu rupiah hampir sama dengan satu yen. Waktu itu nilai dolar Amerika Serikat sekitar Rp 300. Sekarang yen menguat ke Rp 132 dan dolar Amerika hampir Rp 15 ribu. Kenapa? Karena fundamen ekonomi Indonesia weak.

Apa sebabnya?

Indonesia tidak punya ekosistem industri yang kuat. Indonesia tidak punya basis manufaktur seperti Jepang, Cina, Taiwan, Korea Selatan, dan yang terbaru, Vietnam. Sebab, dibanding negara-negara tersebut, investor menilai Indonesia paling tidak nyaman. Hingga dua tahun lalu, sedikit-sedikit buruh berdemonstrasi, menutup jalan, dan sebagainya. Mana mau investor masuk? Di Vietnam, buruh kerja 48 jam dalam sepekan. Di Indonesia, 40 jam. Di Karawang (sentra industri manufaktur di Jawa Barat), upah minimum Rp 4,2 juta per bulan. Lima tahun lalu cuma Rp 2 jutaan. Masak, naik 200 persen? Siapa yang mau invest?

Bukankah upah minimum merupakan kesepakatan bersama?

Itu karena pemilihan kepala daerah. Biar terpilih, menjanjikan sesuatu yang berat untuk dilaksanakan. Ibarat menembak ke kaki sendiri. Baru ada kepastian setelah Presiden Joko Widodo menetapkan kenaikan gaji didapat dari penghitungan pertumbuhan ekonomi plus inflasi.

***
Bagaimana rasanya jadi salah satu orang terkaya di Indonesia?

Siapa yang diberi Tuhan berkah lebih banyak, tanggung jawabnya lebih banyak. Sebagai pengusaha, kami diberi keberuntungan dapat hidup lebih dari cukup. Maka selayaknya juga berpikir, bagaimana dengan yang lain? Yang penting, setiap orang harus punya misi dalam hidupnya.

Apa misi Anda?

Saya ingin tidak ada lagi kemiskinan di Indonesia. Rumah yang saya tinggali merupakan bagian dari rumah besar kita. Percuma rumah saya sangat berada kalau rumah besarnya berantakan. Semua jadi tidak bisa langgeng. Rumah besar itu Indonesia.

Caranya?

Lewat pendidikan. Pada 1999, saya mendirikan Yayasan Pelayanan Kasih A&A Rachmat. Diambil dari nama orang tua saya, Adi Rachmat dan Agustine. Hingga sekarang, telah tersalurkan 19.500 beasiswa jenjang D-3 dan S-1 bagi siswa kurang mampu di seluruh Indonesia. Kami juga membantu banyak panti asuhan.

Pernah berpikir menjadi salah satu orang terkaya di Indonesia?

Sewaktu mulai bekerja, 50 tahun lalu, saya tidak punya apa-apa. Pak William Soeryadjaya—pendiri Astra—memberi tempat kerja di Jalan Juanda III Nomor 11, Jakarta Pusat, di garasinya. Pagi buat ngantor, malam buat tidur. Sebagai salesman, penjualan pertama saya adalah ekskavator ke Kementerian Pekerjaan Umum. Waktu itu, tidak mikir apa-apa. Kerja keras saja cari duit. Digaji Rp 30 ribu sebulan, dua minggu sudah habis. Istri saya jual koran bekas buat menutup pengeluaran, he-he-he….

Forbes menyebutkan kekayaan Anda turun dari US$ 1,7 miliar pada Maret lalu menjadi US$ 1,4 miliar bulan ini. Mengapa turun?

Wah, itu enggak pentinglah. Mau berapa juga enggak habis-habis, ha-ha-ha.... Forbes bilang US$ 1,7 miliar, yang lain bilang lain lagi. Mana yang benar juga kita enggak tahu.

Menurut hitungan Anda berapa?

(Menggeleng-gelengkan kepala) Not important, ha-ha-ha…. Yang penting bukan berapa yang kamu punya, tapi berapa yang kamu kasih. Yang saya rasakan, makin banyak saya memberi, makin banyak saya menerima.

***
BIODATA

Theodore Permadi Rachmat

Panggilan: Teddy

Tempat dan tanggal lahir: Kadipaten, Majalengka, Jawa Barat, 15 Desember 1943

Pendidikan: SMA Katolik Santo Aloysius, Bandung TOP61; Sarjana Teknik Mesin Institut Teknologi Bandung, lulus 1968

Riwayat pekerjaan:

- PT Astra International Tbk (1968-1998); Mengelola United Tractors, anak usaha Astra (1972-1984); Presiden Direktur Astra International (1984-1998)

- Mendirikan PT Porta Nigra (1970)

- Mendirikan PT Tripel A Jaya (1979)

- Mendirikan Triputra Group (1998)

Komisaris, di antaranya: PT Surya Esa Perkasa Tbk, PT Adaro Strategic Investments, PT Adaro Strategic Lestari, PT Viscaya Investments, PT Biscayne Investments, dan PT Dianlia Setyamukti

Kegiatan sosial: Yayasan Pelayanan Kasih A&A Rachmat (sejak 1999)


Sunday, September 9, 2018

OPINION: Testing times for Asia's emerging markets

https://asia.nikkei.com/Opinion/Testing-times-for-Asia-s-emerging-markets
Stephen Grenville
September 07, 2018 07:00 JST

Excessive investor mood swings risk provoking debate on new capital controls


Investors must be prudent and avoid stampedes or risk more market restrictions.

Financial commentary is currently dominated by concerns that emerging markets are facing a repeat of the 2013 "taper tantrum" or worse -- a repeat of the 1997-1998 Asian crisis.

These worries have put leading emerging economies in Asia in the spotlight, including Indonesia and India, which have both seen their currencies weaken this year.

But emerging economies are diverse and defy generalization. Turkey and Argentina, which are together at the center of the current market storm, face challenges on a par with 1998.

For most other emerging economies, including all those in Asia, the strains are more routine. As in 2013, they must respond to a change in the global financial cycle. In 2013 they did this, painfully but successfully. They are doing so again now.

This is a testing time not only for emerging economies, but also for financial markets. Emerging economies are routinely grouped together as a single investment class, calibrated against a single composite indicator, such as the MSCI emerging markets index. This, however, confounds vastly disparate circumstances. Can investors distinguish between these different economies, including in Asia?

If not, there is a deeper issue in play. How can emerging economies keep their capital markets open if foreign flows are dominated by surges and reversals, driven by poorly based sentiment swings rather than proper analysis of individual economies?

One of the key lessons of the past decade is that capital flows to emerging economies are heavily influenced by circumstances in advanced economies, particularly the U.S. These foreign events are far more important than domestic happenings in the recipient economies. When American interest rates are low, capital flows readily, perhaps too readily, to almost all emerging economies -- to countries with weak policy frameworks, as well as to well-run countries with profitable opportunities.

When the American cyclical tide turns, a generalized "risk-off" reassessment reverses the flows. Competent emerging economies can adjust, meeting the outflows by using exchange rates as buffers, running down foreign-exchange reserves, tightening budgets and delaying investments. Growth slows, but this is the price of stability.

These countries accept that they must trim their sails to the prevailing global breeze. Not all emerging economies have this capacity. Warren Buffett's apt image is that low tide reveals who has been swimming naked.



We observe this today. Turkey and Argentina have been swimming naked. Turkey's leader, rather than accept that growth has been too fast for a decade, is shouting defiance at foreign investors. Argentina, having defaulted on its debt in 2001, bought time by persuading lenient foreign investors that it had reformed its profligate ways. Eventually the pretense became patently unsustainable.

But for many other emerging economies, the current circumstances are part of a routine global cycle. Sooner or later, the U.S. had to shift its interest rates up, as it has been doing gradually since December 2015. Quantitative easing, with its abnormal expansion of central bank balance sheets, had to be wound back.

As usual, there are complications, deepening the "risk-off" gloom. President Donald Trump's tax cuts, providing excessive stimulus to an economy already at full capacity, raise the real possibility that interest normalization will be hastened, and some overshooting of policy interest rates may be needed to prevent overheating. Similarly, Trump's arm-wrestle with China over tariffs adds to the nervousness. China's own financial fragility can add to the downside risks. Terms-of-trade are shifting against commodity producers. The oil price is up, adding to import bills.

Markets never adjust smoothly, with any trend quickly becoming self-exacerbating. Investors are on edge, waiting to see what other participants do. The environment is ripe for contagion.

But how parlous is all this in practice? So far, at least, investors have easily distinguished the basket cases from the countries facing routine cyclical adjustments. We expect to see pressure on their current accounts, reflecting the terms of trade deterioration. Exchange rate falls are part of the fix. Interest rates are being tightened to balance both higher U.S. interest rates and pressure on exchange rates. Budgets are being trimmed. We expect to see an acceptance of somewhat slower growth.

This is precisely what we are experiencing in the Asian economies which have been unnecessarily singled out by commentators as "fragile."

Take Indonesia, for example. As the current account deteriorated, the exchange rate fell, but by less than 10% so far this year. Modest exchange intervention has contained this process, and the improvement in international competitiveness will be valuable. Foreign exchange reserves remain ample. Inflation is well controlled, able to absorb the exchange rate fall. The current-account deficit will be held within the informal limit of 3% of gross domestic product. The budget is being tightened. In other circumstances, domestic petrol prices might be raised, but this would be a big ask before next year's presidential election. Overall, there is a clear policy intent: Growth will be trimmed to maintain stability.

The story in India is similar. Again the fall in the exchange rate is around 10%. Much is made in media commentary that the rupiah and rupee exchange rates are both testing new levels, but this just reflects somewhat faster underlying inflation. A long-term downward trend is needed to preserve international competitiveness.

In advanced economies, these adjustments would be seen as normal. For example, the Australian dollar has fallen this year by much the same amount, but no one views this as a harbinger of disaster.

The contagion that characterized the 1998 Asian crisis is not evident. The Turkish lira and the Argentine peso took another downward dive in late August, taking them down around 60% over the past year. But the action in Asian currencies was minor.

So far, so good. If, however, investors fail to distinguish between Turkey -- led by an authoritarian president who defies conventional economics -- and Indonesia -- with its conservative adherence to economic rectitude -- then the notion of a global capital market cannot be maintained.

Maintaining market equanimity is not helped by the usual drama-laden financial commentary, but this is the nature of the medium. A more thoughtful analytical approach might be expected from the Institute of International Finance, the Washington-based bank lobby group. In June, the IIF assessed that the Turkish lira had already overshot its equilibrium. Now the lira is down a further 20%.

On the other hand, in August the IIF assessed Indonesia as "fragile" because it had received more than its normal share of short-term capital flows. If the vulnerability of these countries is judged crudely in terms of the volume of foreign inflow received, then the rational policy response would be to introduce short-term controls on inflows, along the lines of Chile's encaje unremunerated reserve requirements.

China has found it useful, especially during the exchange rate pressures of 2015, to be able to restrain capital outflows by tightening direct controls. Policymakers in other countries may well take note.

Financial analysts have long criticized such restrictions on free capital flows. But if they are to be avoided, a high degree of maturity needs to be maintained by market participants themselves.

Stephen Grenville is a non-resident fellow at the Lowy Institute in Sydney. He was deputy governor at the Reserve Bank of Australia.

Thursday, September 6, 2018

Realizing Indonesia's Economic Potential

Realizing Indonesia's Economic Potential:

Realizing Indonesia's Economic Potential

Series:
Books
Author(s):
Luis Breuer, Jaime Guajardo, and Tidiane Kinda
Publisher:
INTERNATIONAL MONETARY FUND
Published Date:
August 2018
DOI:
http://dx.doi.org/10.5089/9781484337141.071
ISBN:
9781484337141
Page:
336
Analytical work on Indonesian macroeconomic and financial issues, with an overarching theme on building institutions and policies for prosperity and inclusive growth. The book begins with a 20-year economic overview by former Finance Minister Chatib Basri, with subsequent chapters covering diverse sectors of the economy as well as Indonesia's place in the global economy.


https://www.elibrary.imf.org/doc/IMF071/24870-9781484337141/24870-9781484337141/Other_formats/Source_PDF/24870-9781484355954.pdf