McKinsey: Pasar RI Tembus US$1,8 Triliun pada 2030

http://jaringnews.com/ekonomi/umum/23252/mckinsey-pasar-ri-tembus-us-triliun-pada-
Eben Ezer Siadari

Berikut ini empat area prioritas yang disarankan oleh McKinsey untuk mewujudkan pasar US$1,8 triliun itu.

JAKARTA, Jaringnews.com - Pada tahun 2030 empat area potensial dalam perekonomian Indonesia akan menawarkan pasar senilai US$1,8 triliun, naik hampir empat kali lipat dari hanya US$0,5 triliun saat ini. Hal ini terungkap dalam studi terbaru McKinsey Global Institute (MGI) bertajuk Unleashing Indonesia's Potential, yang dilansir di Hotel Four Seasons, Jakarta, hari ini (18/9).

"Indonesia harus berkeyakinan untuk bertindak dan mengambil langkah praktis untuk mendorong pertumbuhan. Jika berhasil, upaya ini dapat menciptakan peluang pasar sebesar US$1,8 triliun untuk kesejahteraan rakyat Indonesia," kata Arief Budiman, presiden direktur McKinsey Indonesia, ketika mempresentasikan studi tersebut.

McKinsey mengasumsikan sektor konsumsi bisa tumbuh 7,7 persen pertahun mulai dari 2011 hinga 2030. Sedangkan sektor pertanian dan perikanan diperkirakan tumbuh 6 persen. Sumber daya alam diasumsikan tumbuh 7 persen dan pendidikan 7 persen.

Untuk itu, menurut Arief Budiman, ada empat area prioritas, yang disarankan oleh McKinsey untuk mewujudkan pasar US$1,8 triliun itu. Keempatnya  adalah sebagai berikut.

Pertama, mentransformasi jasa konsumen. Dengan tingkat konsumsi yang diperkirakan tumbuh sebesar 7,7 persen per tahun, sektor jasa memiliki peluang bisnis US$1,1 triliun di 2030. Ini terwujud jika Indonesia dapat mengatasi hambatan produktivitas termasuk regulasi berlebih, proteksionisme dan infrastruktur transportasi.

Kedua, mendorong produktivitas pertanian dan perikanan. Seiring dengan banyaknya tenaga kerja yang meninggalkan pedesaan, urbanisasi dan tingkat pendapatan yang terus meningkat akan mendorong peningkatan permintaan pangan baik di Indonesia mau pun dunia.

Dengan meningkatkan hasil produksi, meminimilisasi limbah pasca panen dan melakukan peralihan ke tanaman pangan bernilai tinggi, Indonesia tidak saja dapat memenuhi permintaan domestik namun juga melakukan ekspor produk pertanian ke kawasan Asia.

Ketiga, membangun perekonomian dengan penggunaan sumber daya yang cerdas. Dengan kebutuhan energi yang berpotensi meningkat tiga kali lipat pada 2030, RI perlu memaksimalkan penggunaan sumberdaya nonkonvensional termasuk panasbumi. McKinsey menilai energi alternatif dapat memenuhi 20 persen kebutuhan energi pada 2030.

Keempat, berinvestasi dalam pengembangan keterampilan. Untuk mencapai laju pertumbuhan 5-6 persen, Indonesia perlu menambah 60 juta pekerja terampil dan semi terampil ke dalam angkatan kerja untuk menanggung risiko terjadinya kekurangan tenaga terampil.

Acute hospital care 'on brink of collapse' say doctors

http://www.guardian.co.uk/society/2012/sep/13/acute-hospital-care-brink-collapse-doctors

Sarah Boseley Health editor
The Guardian, Thursday 13 September 2012


Royal College of Physicians says there has been 37% rise in admissions over last 10 years and new hospital planning is needed

Acute hospital care is on the brink of collapse, according to leadingdoctors who say one in 10 of their colleagues would not recommend treatment at their own hospital to a family member or friend.

A shocking picture of hospitals cracking under the strain of soaring numbers of acutely sick patients is delivered by the Royal College of Physicians, which says significant changes are needed.

The crisis has been building as more people survive cancer, heart attacks and stroke and live on into old age. Nearly two-thirds of the patients now being admitted to hospital are over the age of 65 and many are much older. Their needs are increasing – they are frail and many have dementia. Many arrive in hospital because of a sudden crisis in their health: over the last 10 years, there has been a 37% increase in emergency hospital admissions.

But at night or over the weekend, most hospitals have only a junior doctor in their first two years of training as cover. Studies show patient deaths rise by 10% over weekends. Sir Richard Thompson, president of the RCP, said: "One doctor told me his trust does not function well at night or at the weekend and he is 'relieved' that nothing catastrophic has happened when he arrives at work on Monday morning. This is no way to run a health service. Excellent care must be available to patients at all times of the day and night."

The college is calling for a complete redesign of hospital planning, to ensure consultant cover is available everywhere, 24 hours a day, seven days a week.

Doctors working in hospitals under pressure from the acutely ill told the college under cover of anonymity that the situation is dangerous. "Safety is falling to all-time lows as people get moved to wards after the most superficial of assessments and no treatment plan," said one. The absence of consultant cover at night led to "the most basic and inept clinical reviews to compound the shuttling of patients around the hospital with no thought to their welfare".

A survey of members and fellows by the college revealed that one in 10 doctors would not recommend their hospital to a family member or friend as a high-quality place to receive treatment and care and nearly a quarter were not sure. The "family and friends" test is a gauge of quality service used by some hotel chains and a measure NHS medical director Sir Bruce Keogh thinks could be useful in assessing how well the NHS is really doing.

A third of the respondents said their hospital was "average" at delivering high quality of care 24 hours a day, seven days a week and over 10% said it was "poor".

The college, together with nurses and others, has established a future hospital commission to shortly establish a blueprint for radical changes to the system.

Tim Evans, professor of intensive care medicine at the Royal Brompton in London, who is leading for the college on the commission, said the evidence from the ground was distressing. "All hospital inpatients deserve to receive safe, high-quality, sustainable care centred around their needs and delivered in an appropriate setting by respectful, compassionate, expert health professionals. Yet it is increasingly clear our hospitals are struggling to cope with the challenge of an ageing population who increasingly present to our hospitals with multiple, complex diseases. We must act now to make the drastic changes required to provide the care they deserve."

He spoke of the "fractured nature of care and the lack of compassion that may accrue as a consequence of it" as patients are moved around the hospital from one ward to another, sometimes at night, in order that new emergency admissions can be accommodated. Suzie Hughes, chair of the college's patient and carer network, said she had herself been woken at 3am while in hospital, to have routine blood tests because it was the only time a doctor was available to carry them out.

The Society for Acute Medicine recognised the issues highlighted by the RCP and supports its call for action. "Ensuring the delivery of high quality, safe and compassionate care for patients admitted to hospital in an emergency must be a key priority for clinicians, managers and politicians," said Dr Chris Roseveare, its president. "There is increasing evidence that a consultant-led, multi-professional acute medicine team provides better outcomes for patients. It is vital that acute hospitals work to provide this consistently, seven days per week.

"The NHS is being asked to deliver huge financial savings at a time when many hospitals are already buckling under pressure from the rising number of emergency admissions. A co-ordinated approach is urgently required between hospitals, general practitioners and social care agencies to address the challenges which this report has identified; without this, patients face the prospect of a very long, tough winter."

Health minister Dr Dan Poulter said: "It is completely wrong to suggest that the NHS cannot cope – the NHS only uses approximately 85% of the beds it has available, and more and more patients are being treated out of hospital, in the community or at home.

"But it is true that the NHS needs fundamental reform to cope with the challenges of the future. To truly provide dignity in care for older people, we need to see even more care out of hospitals. That's why we are modernising the NHS and putting the people who best understand patient's needs, doctors and nurses, in charge."

Is It Time To SWOT Yourself?

http://managementhelp.org/blogs/career-management/2012/08/14/is-it-time-to-swot-yourself/
By Marcia Zidle on August 14, 2012

Do you have career ambitions but you’re not sure how to achieve them? Are you feeling stuck, unsatisfied in your present job?  Or you just want to get a better sense of where your next career move should be?

Then it’s time for a career check-up. One easy way to do this to get away from the hustle and bustle of your job and to SWOT yourself – that is do an honest personal assessment by focusing on these four areas:

1. Strengths
List skills, knowledge and experience you have that make you marketable. Focus on technical and soft skills. Consider your personal qualities, values, past achievements. What advantages do you have that others don’t have? What special resources can you access?

2. Weaknesses
Now list the areas that you can improve. What negative work habits (disorganized, often late or perfectionist) do you have? Are there personal traits (short temper, too talkative or insensitive) that can hold you back in your career?

3. Opportunities
Let your mind wander to the possibilities that surround you. Is your boss or another manager going to retire? Are new projects or initiatives coming up? Is your industry growing? Do you have strong networks of strategic contacts? Is there a need in your company or industry that you can fulfill?

4. Threats
What can go wrong – a shift in management, budget cuts, downsizing, outsourcing, mergers, acquisitions, your health and even family challenges? Are any of your colleagues competing with you for projects or roles? Is your job changing with unfamiliar responsibilities? Could any of your weaknesses lead to threats?

Here’s An Example:
Sarah, an advertising manager,  is feeling insecure because of changes in her industry which may affect her job security. Here’s her personal SWOT:

• Strengths: “I’m very creative. I often impress clients with a new perspective on their brands. I have the ability to ask key questions to find just the right marketing angle.”
• Weaknesses: “I tend to be somewhat of a perfectionist which causes me stress when I have too many tasks. The fear of public speaking often takes the passion out of my presentations to clients.”
• Opportunities: “One of our major competitors has developed a reputation for treating their smaller clients poorly. Our art director will go on maternity leave soon. Covering her duties would be a great career opportunity.”
• Threats: “Mark, one of my colleagues, is a much stronger speaker and he’s competing with me for the art director position. The current economic climate has resulted in slow growth for the marketing industry and there may be layoffs.”

Her Action Plan:
As a result of this analysis, Sarah takes the bold step to suggest that she and Mark share the art director’s job duties while on maternity leave. By working as a team, they can learn from each another, build the department’s reputation of high quality service to their smaller clients and possibly avoid being given the “pink slip”. It’s a win-win for them and for the company.

Career Success Tip:

You are most likely to succeed if you use your talents to their fullest. Similarly, you’ll suffer fewer problems if you’re aware of and manage your weaknesses. At the same time you need to know what threats may upend your career and what opportunities can take you to the next level in your career. That’s the value of doing a SWOT.

Poin-poin Penting Bisnis Katering

http://ciputraentrepreneurship.com/entrepreneur/nasional/wanita/17444-poin-poin-penting-bisnis-katering.html




Bisnis katering adalah salah satu bisnis yang menggoda. Selain tak akan pernah kehilangan pangsa pasar, bisnis ini juga menawarkan untung yang cukup menggiurkan. Melakukan perencanaan matang sebelum menggeluti bisnis ini adalah satu keharusan. Berikut poin-poin penting dalam membangun bisnis katering.

ModalUntuk bisnis katering, modal minimal Rp 10 juta sampai 15 juta. Sebab, bisnis ini memerlukan waktu dan Rp 15 juta cukup untuk tiga bulan ke depan. 

Perencanaan pemasaranRencana pemasaran diawali dengan riset pasar. Di sini Anda melakukan pengamatan, merancang, meramalkan, dan memroyeksikan untung ruginya bisnis katering. Berapa peluangnya produk diserap pasar dan potensi kenaikan omzet.  Anda juga harus menetapkan siapa calon konsumen yang dituju, apakah ibu-ibu pengajian, individu, karyawan perusahaan swasta, pemerintah, atau yang lain.

Kedua, teknik pemasaran. Ini adalah cara menjual, jadi dilihat siapa segmen target yang dituju. Anda masuk di mana? Di lingkungan sekitar, seperti penutupan pengajian, yang artinya melayani temporer atau makan siang karyawan yang berarti reguler. Hal ini harus diputuskan tergantung permodalan dan kapasitas Anda melayani.

Ketiga, Anda juga harus merencanakan cara promosi untuk menarik konsumen. Apakah dari pintu ke pintu, menggunakan jasa perantara, pasang iklan, atau publikasi di media dengan membuat suatu artikel.

Perencanaan produksiBisnis makanan sangat sensitif terhadap rasa, kebersihan, dan harga. Makanya, sebelum itu Anda harus mendesain produk katering yang akan ditawarkan. Apakah prasmanan, paket makan siang, boks, rantangan, bungkus nasi, dessert, atau yang lain. Ini bertujuan agar calon konsumen bisa membayangkan dan melihat cocok tidaknya katering yang ditawarkan.

Perencanaan keuanganIni menyangkut pembelian bahan baku, penyediaan biaya operasional, seperti gaji  karyawan, harian, bulanan, atau mingguan. Biaya over head, seperti listrik, transportasi, telepon, dan promosi. Biaya proses produksi, yakni di luar bahan baku produksi tapi mendukung, seperti gas, kompor, perlengkapan masak, piring, dan lain-lain.

Kunci Membangun Bisnis Kuliner

http://ciputraentrepreneurship.com/entrepreneur/nasional/wanita/18500-5-kunci-membangun-bisnis-kuliner.html



Menjadi seorang wirausahawan tidaklah mudah. Selain passion, Anda juga butuh ketekunan dan keuletan untuk sukses. "Dari sekian banyak usaha yang ada, ternyata banyak orang melirik bisnis kuliner karena dianggap lebih mudah dijalankan daripada bisnis lain," tukas Ali Bagus Antra, pemilik usaha Bebek Garang dalam acara talkshow mengenai kiat mengatasi persaingan bisnis di Jakarta, beberapa waktu lalu.

Salah besar jika Anda menganggap bisnis kuliner lebih mudah daripada bisnis lainnya, karena bisnis kuliner justru membutuhkan kreativitas, penanganan, dan risiko yang lebih besar. Namun, Ali Bagus memiliki beberapa tips teknis yang digunakannya untuk mulai menjalankan bisnis kuliner.

1. Pemilihan lokasi
Ketika memilih lokasi usaha, pilih tempat yang sesuai dengan target atau pangsa pasar Anda, dan strategis. "Usahakan pilih lokasi yang mendekati pangsa pasar Anda. Karena hal ini akan menentukan berapa banyak produk yang terjual," jelasnya. Pemilihan tempat yang strategis jika tak diikuti dengan kesesuaian pangsa pasar yang dituju akan membuat produk Anda kurang diminati.

2. Pemasaran
Pemasaran produk memegang peran penting dalam kesuksesan bisnis. Tentukan cara promosi dan pemasaran yang efektif agar tidak menghabiskan terlalu banyak biaya. Ali menyarankan untuk memerhatikan target pasar sebelum berpromosi, karena beda target market-nya maka metode promosi yang dijalankan juga akan berbeda.

"Misalnya, penyebaran pamflet atau flyer tidak akan efektif ketika sasaran bisnis Anda adalah kalangan menengah ke atas, karena pamflet hanya akan dianggap seperti sampah kertas lainnya," sarannya.

Ketika menyasar pasar high-class, maka spanduk merupakan cara yang paling efektif. Sedangkan untuk menyasar kalangan menengah ke bawah, flyer atau pamflet akan lebih baik.

3. Produksi
Ketika menjalankan bisnis kuliner, kualitas makanan harus menjadi prioritas. Kualitas makanan akan menentukan apakah pelanggan akan kembali menikmati makanan di tempat Anda atau tidak. Sisi lain dari produk, dari bahan baku, penyajian, layanan, hingga supplier, juga harus direncanakan dengan matang.

"Sudah seharusnya jika kualitas makanan harus selalu dijaga secara konsisten, dan sama enaknya dari hari ke hari," tambah Ali. Selain itu, jika sudah memiliki cabang usaha, kualitas dan rasa makanan yang ada di setiap cabang juga harus selalu dijaga.

Di samping itu, cost control juga harus dijaga. Ali menyarankan untuk menghindari pemasangan harga jual yang fluktuatif dari hari ke hari. "Harga yang tidak konsisten atau berbeda di setiap cabang akan membuat pelanggan enggan untuk makan lagi," katanya.

4. SDM
Sekalipun Anda pemilik usaha, hindari sikap bossy atau bertindak seenaknya. Karyawan merupakan aset penting yang dimiliki sebuah perusahaan, karena itu tak ada salahnya untuk memberi perhatian lebih kepada mereka. "Berikan payroll yang layak bagi mereka, selain itu juga kenyamanan dan jenjang karier yang jelas bagi mereka," saran Ali. Peluang semacam ini akan membantu memompa semangat mereka untuk selalu giat bekerja dan mendatangkan keuntungan bagi usaha Anda.

Namun, sebagai bos Anda juga wajib menerapkan berbagai peraturan perusahaan, dan membangun kedisiplinan lingkungan kerja agar karyawan juga tidak bertindak seenaknya.

5. Keuangan
Jangan sepelekan masalah keuangan dalam bisnis. Buat perencanaan yang tepat dalam laporan keuangan dan neraca bisnis sampai sedetail-detailnya, agar tidak ada uang yang "hilang" sekecil apapun. Catat setiap pemasukan dan pengeluaran yang dilakukan dengan teliti, karena catatan keuangan ini akan membantu Anda untuk mengontrol dan menghitung setiap detail bisnis. "Ini juga bisa membantu menganalisis berapa besar keuntungan usaha dan kecepatan balik modal," tukasnya.

Selain itu, sekalipun sudah menangguk untung besar dari bisnis jangan terburu-buru untuk menikmati hasilnya dengan cara yang konsumtif. Ali menyarankan untuk selalu berpikir tentang re-investasi bisnis, misalnya dengan memperluas usaha atau membuka cabang baru. (*/Kompas.com)

The Number One Reason That Hospital Advertising Fails

http://www.healthcaresuccess.com/articles/hospital-advertising-fails.html

by Lonnie Hirsch and Stewart Gandolf, MBA

Right up front we need to say that there aren't any absolute "guarantees" about results in hospital advertising, or healthcare marketing for that matter.

At best, you can use proven strategies and tactics, draw on professional experience and take other practical safeguards to minimize risk. But guarantees? Steer clear of anyone who offers you that bridge to Brooklyn.

For one thing, marketing, advertising and sales (i.e., attracting and retaining new patients) is a complex process. There are about a million moving parts and just about as many reasons why a medical marketing initiative can fail to produce the desired results.

We often see examples of well-intended and expensive hospital advertising that didn't live up to expectations. (Sadly we hear this story after the fact, when a prospective client is calling for our help.)

Perhaps the top reason that hospital advertising fails is when "general" advertising is deployed, and not using "direct response" advertising. Too often, decision makers fail to appreciate the difference between these advertising approaches. And what's more, it's a mistake that also occurs in medical marketing, doctor and physician marketing and advertising, and with both private practitioners and institutions.

"If it doesn't sell, it isn't advertising."

With surprising frequency, the sad story goes something like this.

In the high level planning stage, the goal is to produce new patients or new business revenue by a defined measure or amount. So far, so good. A specific and measurable goal is a good start.

But where things begin to go off track is when the road diverges. One pathway—which is assumed to be the proper choice—is to undertake "general" advertising. After all, it's prevalent, popular and all the big corporations and major advertisers do it all the time.

General advertising is also known as image advertising, brand messaging, name awareness advertising and other labels. Typically, the emphasis is on being creative or clever, and it is propelled by a large media budget for maximum audience, reach and repetition. "If we just get our name out there, people will come," someone tells us. That's what they thought.

The general advertising pathway is tempting. Its mission is mainly to promote an image, and pure image ads have an ego appeal for, and often flatter, the advertiser. Although it has its place in advertising, this is usually not the best approach to effectively win new patients and/or new sales.

Contrast that concept with the path that is typically more suitable for hospitals: direct response advertising. Essentially, direct response is a "best practices" advertising approach that is both far more scientific and effective at generating patients than the general model.

The objective of direct response is to open specific revenue channels and generate new business. Done right, brand awareness can be a secondary benefit. The advertising message targets the prospective buyer, provides a solution to their need or problem and motivates them to act now.

"If it doesn't sell, it isn't creative."

Image advertising can be seductively unique, creative and, by industry standards, award winning. And while awards may generate new business for the ad agency, the main objective is to win new business that benefits the hospital. Return-on-Investment (ROI) for the hospital or advertiser—not ad industry awards—is the measure of success.

A general advertising message can feel good, be visually appealing and/or evoke an emotional moment (good things by the way). But if it does not produce tangible results, a "feel-good" moment isn't something that can be tracked or measured.

By definition, direct response advertising intends to cause a response directly back to the advertiser...to call for an appointment for example. And when someone responds, it is a measure of effectiveness. And, over time, ROI can be calculated down to the dime.

If your objective is results-based healthcare marketing-with measurable, provable outcome-don't make the classic mistake of opting for image or general advertising to do the job. High image techniques and professional qualities from general advertising can be incorporated with proven principles of direct response. But direct response and ROI needs to be in the driver's seat.

The tug-of-war between "general" versus "direct response" advertising has been around, in one form or another, for years. Ad industry patriarch David Ogilvy began teaching about these differences decades ago.

If you would like some help defining your marketing purpose-and avoiding this major hospital marketing mistake, please click through here for more information about planning for success.

Why Hospital Marketing Decisions by Committee Rarely Work

http://www.healthcaresuccess.com/blog/hospital-marketing-advertising/why-hospital-marketing-decisions-by-committee-rarely-work.html
Hospital Marketing is Changing

In the 21st Century, hospital marketers have been exploring a new sales approach for today’s consumer/patient. There has been an explosion of product choices and digital channels, coupled with the emergence of an increasingly discerning, well-informed patient, forcing all hospitals to navigate a much more complicated marketing, advertising and sales environment.

There are many tactics that create an immediate buzz, while others need time to build and grow. And timing is an important concept in the new healthcare marketing and advertising landscape. If you wait too long to implement your hospital marketing plans, your competitors will beat you to those valuable patients you’re trying to attract to your facility.

Ed Bennett, Healthcare Web Expert and Founder of the Hospital Social Network List, said recently, “…our world is rapidly changing due to a number of factors including healthcare reform, economic uncertainty, and empowered consumers carrying more of the financial load for their care. It is in this context that healthcare marketers are being asked to deliver something new: measurable value to their organizations. To accomplish that objective we must reinvent the ways in which we market our hospitals and health systems…”

For healthcare organizations and hospitals, marketing trends abound. Hospitals must think outside the box and come to grip with many marketing tactics they never used before—tactics like social and mobile media, blogging and content marketing. Marketing departments have had to devise a solid hospital marketing plan to build their brand, keep employees and patients engaged, and develop relationships that will help them attract new patients and their families to the hospital and its services. They have to cultivate budgets and goals, work on directions and agendas, and get the buy-in of their administrators, physicians and employees.

Competing ideas, too many opinions and the committee conundrum.

With so many people making their opinions known, these marketing plans can become a potpourri of competing ideas and interests. Projects become delayed, or even postponed indefinitely, due to too many people having a say in those projects, how they are carried out and the who, what, why and how of deployment. Although it is often a goal of the hospital to brainstorm with its physicians, staff, administrators and sometimes even patients, spouses and friends to get their ideas on how the hospital can best sell its products and services, allowing this huge group to have final say or achieve complete agreement is not possible, and even detrimental, to the forward movement of the hospital.

There is an old adage that says, “Too many chefs spoil the broth,” and a more recent saying that goes, “If one person can produce ineffective marketing, imagine what a committee can do.”

Many organizations have a marketing committee to help brainstorm and provide input to the marketing department. Management feels that this allows various voices to be heard and “involved” in marketing. If you want everyone to sit around feeling good about themselves while complaining about things they don’t like, a marketing committee is a fantastic idea.

What about having a wardrobe committee to choose the outfits that your nurses, doctors and even patients will wear? Why don’t you have an office supply committee to pick out the colors of pens you order? How about an accounting committee to help figure out where the credits and debits are posted? Or even better, what about a human resources committee to help decide who is hired and fired?

Even if your committee is full of intelligent, creative people, great ideas are typically lost. Committees, by nature, are full of compromises so solutions from a committee are usually watered down versions of the original. Marketing by committee leads to lots of bad ideas and poorly thought out plans. Instead of bold strokes from the marketing department, you get a sea of blasé.

Get the job done with just a few or outsource.

Hopefully, you have hired the best team for your marketing department who can get the job done right, so let them do it. If you don’t have the in-house talent at your hospital, you could hire a qualified third party marketing company that possesses special skills in various marketing areas to help write (and carry out) a marketing plan for your hospital. Find a marketing company that specializes in healthcare and hospitals and they’ll provide you with the best, most dynamic marketing tactics with proven results for your industry.