the entrepreneurial mind-set in the 21st century review ... · •!model bisnis baru yang...

Dr. Ir. Manerep Pasaribu

Entrepreneurship: Evolutionary Development–Revolutionary Impact

Entrepreneurship: Entrepreneurship: REVIEW PARUH 1!Part I The Entrepreneurial Mind-Set in the 21st Century

2!

CHAPTER 1 Entrepreneurship: Evolutionary Development–Revolutionary Impact!

Dr. Ir. Manerep Pasaribu Dr. Ir. Manerep Pasaribu

BIG DATA & ENTREPRENEURSHIP

Knowledge

Innovation

Competitive Advantage, Wealth Creation, Change

Entrepreneurship

Entrepreneurial Mindset

Entrepreneurial Culture

Entrepreneurial Leadership

Resources

Sumber: The Knowledge-Creating Company (Nonaka & Takeuchi, 1995), dimodifikasi Manerep Pasaribu

Big Data Information

Knowledge

Wisdom

3!



A Model of Strategic Entrepreneurship: The Construct and its Dimensions

SESI 2 (IHS, HPSI-3,

Chapter2, Hal. 47-51)

SESI 2 (IHS, HPSI-3,

Chapter2, Hal. 36)

SESI 3 (HPS (4-6) TBW

Self-Search References)

SESI 4 (HPS (7-10),

KHD (8, 12, 13) Self-Search References)

R.D. Ireland et al. / Journal of Management 2003 29(6) 963–989 967

Figure 1: A model of strategic entrepreneurship.

4!



The Resulting Model

Recognise opportunity

Find Resources

Develop Venture

Create Value

Entrepreneurial Goals & Context

Strategic Vision and Direction

Learning

Innovative Organization

Inno

vativ

e O

rgan

izat

ion

Bessant & Tidd 2011

5!



INNOVATION & ENTREPRENEURSHIP COURSE SYLLABUS ECMM801151 ACADEMIC YEAR 2015/2016

Pendekatan Strategic Entrepreneurship (Ireland et al. 2003)

•! Entrepreneurial Mindset, Culture, and Leadership

•! Managing Resources Strategically •! Applying Creativity and Developing

Innovation •! Competitive Advantage •! Wealth Creation

6!



JOURNAL OF MANAGEMENT!•!Strategic

Entrepreneurship

7!



Mengapa Perlu Business Plan atau Business Model

dalam kerangka Mata Kuliah ini? Dan merupakan akhir dari Mata kuliah ini pada

paruh 1 & 2

8!



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&0%+-%*+49*9%2'1%0*&,)-./%0*1+2,%"*?@)%4-*+*3AB-*(-*C'-B*.0A+4'D+3.4+2*&+$+@'2'3%)*+49*-B%*+@'2'-=*-.*9%2'1%0*A..9*$0.(-+@'2'-=8**-B%*@,)'4%))*/.9%2*')*4.-*1'+@2%*+49*-B%*&./$+4=E)*+@'2'-=*-.*),01'1%*'4*>,%)3.4*

•! ,'3$%%$%4'#5605&41'."#5'75'58&'-)./0%19#'&:5&6%0+'0%*'$%5&6%0+'#$5"0;)%<'1&$+*'0'#"#50$%02+&'-)./&;;=&'0*=0%504&<'0%*'/6)*"-&'4))*'7%0%-$0+'/&6>)6.0%-&'

#,/@%0*F*G+/@2%8*5HHI*

9!



Entrepreneur Opportunity

Resources

Fits & Gaps Business Plan/Business Model

Opportunity

Business Plan/Business Model

Entrepreneur

Business Plan/Business Model

Opportunity Entrepreneur

Resources

Three Driving Forces (Based on Jeffry Timmons’ Framework)

Uncertainty Uncertainty

Uncertainty

10!



Model Bisnis menggambarkan asal muasal bagaimana organisasi menciptakan, menyalurkan, dan menikmati nilai (nilai manfaat) yang telah dihasilkannya. Lihat Osterwalder & Pigneur 2010:14.

4


11!



•! Model Bisnis baru yang dihasilkan dari upaya penemuan atau penciptaan peluang, penggalian ide-ide “orisinal” dan seleksi ide, atau;

•! Model Bisnis baru sebagai hasil modifikasi model bisnis yang telah ada, yang dimiliki perusahaan atau bisnis di Indonesia.

Model Bisnis yang dihasilkan dapat merupakan: 5

plus slide entrepreneurship


12!



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J,)-./%0*1+2,%*$0.$.)')3.4*KJLMN*•!?064&5'-"#5).&6'•!B)2'5)'2&'*)%&*-.*).21%*+4*'/$.0-+4-*$0.@2%/*.0*7,2(22*+4*'/$.0-+4-*4%%9*7.0**-B%*-+0A%-*&,)-./%0*•!CD&6$%4*"*OB'&B*)+3)(%)*-B%*$0.@2%/*7,27,22')*-B%*4%%9*-B')*9%(4%9*4.-*.42=*@=*CB+-*')*).29*@,-*+2).*@=*B.C*'-E)*).29*

Profit formula •!Revenue model: how much money can be made: price x volume. Volume can be thoust of in terms of market size, purchase frequency, ancillary sales, etc •!Cost structure: how cost are allocated: includes cost of key assests, direct cost, indirect cost, economies of scale •!Margin model: how much each transaction should net to achieve desired profit levels •!Resource velocity: how quickly resources need to be used to support target volume. Includes lead times, throughput, inventory tums asset utillazation, and so on Key resources

Needed to deliver the customer value proposition profitably. Might include •!People •!Technology, products •!Equipment •!Information •!Channels •!Partnerships alliances •!Brand

Key Processess. As well as rules, metrics and norms, that make the profitable delivery of the customer value proposition repeatabele and scalable. Might include: •!Processess: design, product development, sourcing, manufacturing, marketing hiring and training, IT •!Rules and metrics: margin requirements for investment credit terms, lead times, supplier terms •!Norms : opportunity size needed for investment, approach to customer and channel

13!



A company s business model (1) specifies a customer value proportion, (2) develops a profit formula, and (3) identifies key resources processes required to create and deliver customer value. Absent a tight fit with organizational capabilities and the ability to deliver good profitability, the business model is not viable and the company s ability to survive is in question. Gamble & Thompson, 2011

14!



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&./$%331%*/.1%)*+49*@,)'4%))*+$$0.+&B%)*-B+-*/+4+A%0)*%/$2.=*-.*$2%+)%*&,)-./%0)8*&./$%-%*),&&%))7,22=8*+49*+&B'%1%*.0A+4'D+3.4+2*.@P%&31%)*

•! ?*&./$+4=E)*@,)'4%))*/.9%2*9%+2)*C'-B*CB%-B%0*-B%*0%1%4,%Q&.)-Q$0.(-*%&.4./'&)*.7*'-)*)-0+-%A=*9%/.4)-0+-%*-B%*1'+@'2'-=*.7*-B%*%4-%0$0')%*+)*+**CB.2%*

#,/@%0F*#-0'&<2+49R*5HH!*

Entrepreneurship: Evolutionary Development–Revolutionary ImpactMANAJEMEN INOVASI

15!



?8&'F./)650%-&')>'0'E)./0%1 #'!"#$%&##'()*&+GF#'58&'A5605&41'0'()%&1G(0H&6I'

Gamble & Thompson, 2011

16!



4 Mazhab: 4 Mazhab

“There is no Innovation

without Knowledge”

“Innovation is the Specific

Tool of Entrepreneur”

“There is no Innovation

without Leadership”

Big Data Fondasi dari Semua

“Megatrends yang akan terjadi hari ini, besok, lusa, dan yang akan

datang”

(Peter F. Drucker, 1985)

(Nonaka & Takeuchi, 1995)

(De Meyer & Sam Gard, 2005)

(Bernard Marr, 2015)

17!



Idea Opportunity Business Plan

Finding the

Venture

Launching, Growing,

and Ending the Venture

•!Entrepreneurial Mindset

•!Entrepreneurial Culture

•!Entrepreneurial Leadership

•!Creativity and the Business Idea

•! Identifying and Analizing Domestic and International Opportunity

•!Protecting the Idea and other legal issues for entrepreneur

•!The Business Plan: Creating and Starting the Venture

•!The marketing Plan

•!The Organizational Plan

•!The Financial Plan

•!Source of Capital •! Informal Risk

Capital, Venture Capital, and Going Public

•!Strategies for Growth and Managing the Implications of Growth

•!Accessing Resouces for Growth from External Sources

•!Succession Planning and Srategis for Harvesting and Ending the Venture

Opportunity

Creativity and the Business Idea

Plan

The Business Plan: Creating

the Venture

Source of Capital Informal Risk

and Ending the Venture

Strategies for Growth and

• Entrepreneurial Mindset

Dari Idea sampai Launching, Growing, and Ending the Venture

18!



PELUANG (Opportunity)

ENTREPRENEUR MELIHAT DAN MENCARI PELUANG UNTUK MEMPERTAHANKAN DAYA SAING*

ENTREPRENEUR

1

1

1

1

Implementasi

2

19!


Dr. Ir. Manerep Pasaribu Dr. Ir. Manerep Pasaribu 19

TEORI PERTUMBUHAN (Growth Theory) Entrepreneurship Economic Growth Development (Schumpeter, 1951; Ronstadt, 1984)

Sumber: Tempo, 3-9 Oktober 2016 (diolah)*

0 2 4 6 8 10 12 14

Indonesia

Malaysia

Singapura

Jepang

USA 11,5%*

11%*

7,2%*

3%*

1,65%*

!!% dari populasi


Entrepreneurship Economic Growth Development Entrepreneurship Economic Growth Development

Idealnya sebuah

negara maju mempunyai

Entrepreneur > 2%

20!



Kewirausahaan merupakan serangkaian aktivitas dinamis penciptaan kesejahteraan (wealth) mulai dari penciptaan atau penemuan peluang kewirausahaan, pengorganisasian sumber daya, pematangan sumber daya dengan kreativitas dalam proses inovasi, penciptaan kinerja termasuk di sini pembangunan daya saing (competitive advantage) dan penciptaan kekayaan secara sosial dan ekonomi (kesejahteraan, wealth creation). Lihat Drucker 1985, Kao 1995, Ireland et. al., 2003, Fontana 2009, Fontana 2011, Fontana 2015, Fontana et. al. 2015).

3


21!



The entrepreneur always searches for change, responds to it, and exploits it as an opportunity (Peter F. Drucker)

Inovasi merupakan instrumen

kewirausahaan (Drucker 1985, 1993).


22!



Kewirausahaan merupakan serangkaian aktivitas dinamis penciptaan kesejahteraan (wealth) mulai dari penciptaan atau penemuan peluang kewirausahaan,

pengorganisasian sumber daya, pematangan sumber daya dengan kreativitas dalam proses inovasi, penciptaan kinerja termasuk di sini pembangunan daya saing (competitive advantage) dan penciptaan kekayaan secara sosial dan ekonomi

(kesejahteraan, wealth creation). Lihat Drucker 1985, Kao 1995, Ireland et. al., 2003, Fontana 2009, Fontana 2011, Fontana 2015, Fontana et. al. 2015).

ENTREPRENEURSHIP (KEWIRAUSAHAAN)


23!



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23

Entrepreneur:

Destroys the existing

economic order.

Introducing new products and

services.

Introducing new methods of production.

Creating new forms of

organization.

Exploiting new raw materials.

Or combining the existing to the new

one.

The Impact:

Increasing the standard of living.

England before 1760 = Imperial Rome 2,000

years earlier.

After 1870 (Industrial revolution) to 1979, the standard living

jumped sevenfold on average (16 nations).

The Power of Entrepreneurship

24!



Lessons from the GEM Study

1

Works best when there is a strong set of basic economic requirements in place to reinforce efficiency enhancers

Needs both dynamism and stability for the creation of new businesses and the exit of nonviable ones

Entrepreneurship

Impacts economic measures for growth, innovation, and internationalization.

Requires a variety of business phases and types and different types of entrepreneurs including women and age groups

2

3

4

Flourishes when there is broad societal acceptance of the entrepreneurial mind-set 5

25!




Seseorang yang memulai dan/atau

mengusahakan sebuah bisnis/perusahaan.

Seseorang yang menemukan kebutuhan pasar dan meluncurkan

sebuah perusahaan baru untuk memenuhi kebutuhan pasar

tersebut.

Risk takers yang bekerja

secara ulet dan tekun untuk

berubah, berinovasi, dan

maju tanpa menyerah.

Semua para manager dan

pendiri perusahaan yang

aktif baik perusahaan besar

maupun kecil. SIAPAKAH WIRAUSAHA

(ENTREPRENEURS)?

(Longenecker. et.all, 2011)

26!



KEADAAN MEMAKSA MENJADI WIRAUSAHA (ENTREPRENEUR)

Keadaan yang memaksa.... Sebuah

peristiwa, seperti kehilangan pekerjaan membuat seseorang menjadi wirausaha

(Entrepreneur).


27!



Laba (Profit) Kebebasan Kepuasan Menjalani Hidup

Bebas dari rutinitas kebosanan dan

pekerjaan yang tidak menantang

Imbalan Kewirausahaan (Entrepreneurship)

Make Money

Be Your Own Boss

Enjoy a Satisfying Life

Bebas dari batasan gaji

standar untuk pekerjaan

distandarisasikan

Bebas dari pengawasan dan aturan birokrasi

organisasi

28!



Keunggulan Daya Saing

Dari Perusahaan-perusahaan

yang Dikelola Secara

Kewirausahaan

Fokus pada Pelanggan •!Sedikit birokrasi

Kualitas Kinerja •!Kualitas kinerja dapat serupa dengan perusahaan besar

Integritas dan Tanggung Jawab •!Reputasi yang solid membangun pelanggan yang loyal.

Inovasi (Innovation) •!Perusahaan-perusahaan kecil yang menjadi sumber inovasi.

Biaya Produksi Rendah (Low-Cost Production) •!Kecenderungan manajemen menghasilkan biaya produksi yang

rendah.

29!



Karakteristik Dari

Wirausaha yang Sukses

Entrepreneurship: Evolutionary Development–Revolutionary ImpactEntrepreneurship: Evolutionary Development–Revolutionary Impact

Komitmen yang tinggi

untuk kesuksesan

bisnis

Keinginan yang kuat

dan percaya diri.

Risk Takers dan memiliki

kekuatan batin.

Smart Work dan menjadi bagian dari

solusi.

Entrepreneurship: Evolutionary Development–Revolutionary ImpactEntrepreneurship: Evolutionary Development–Revolutionary Impact

Komitmen

Entrepreneurship: Evolutionary Development–Revolutionary ImpactEntrepreneurship: Evolutionary Development–Revolutionary ImpactEntrepreneurship: Evolutionary Development–Revolutionary ImpactEntrepreneurship: Evolutionary Development–Revolutionary ImpactEntrepreneurship: Evolutionary Development–Revolutionary ImpactEntrepreneurship: Evolutionary Development–Revolutionary Impact

30!



K&#&./050%'L$60"#080'?&680*0/'M&#$H)'

Kesempatan Tingkatan Resiko

Memulasi sebuah bisnis Resiko Tinggi

Akuisisi sebuah perusahaan Resiko Sedang

Membuka franchised bisnis Resiko Sedang

Memulai bisnis keluarga Resiko Bervariasi

31!



Long Hours Stress Risk Egoistic Otoriter

Kelemahan Dari Seorang Wirausaha Kelemahan Dari Seorang WirausahaSmall Business Management, 11th edition Longenecker, Moore, and Petty @ 2000 South-Western College Publishing, diolah

32!



Pendiri (Founder)

•! Bill Gate (Microsoft), Donald Trump (Trump Entertainment Resorts), Warren Buffet (Berkshire Hathaway), Prof. Dr. T.D. Pardede (Pardede Grup), D.L. Sitorus (PT Torganda), H.W. Hutahaean (PT Hutahaean), Chairul Tanjung (CTCorp), Nurdin Tampubolon (NTCorp), Jonner Napitupulu (Lyduma Group), Benny Siagian.

Pemimpin Perusahaan (CEO) •! Jack Welch (GE), Tanri Abeng (Bir

Bintang), Dahlan Iskan (PLN), Helman Sembiring (JCIT, Samudera Indonesia), Hasrul Hasan, N.A. Setiawan (Inalum), Dimpos Tampubolon (PT BUM), Eddie Widiono, Fahmi Mochtar (Eks Dirut PLN), Handry Satriago (CEO GE Indonesia), Dwi Soetjipto (Dirut Pertamina), Bambang Eka Cahyana (PT Pelindo I), Jamsaton Nababan (PT Pertamina).

Waralaba (Franchise)

•! Circle K, KFC, Texas Fried Chicken, Mc Donald, A & W, Pizza Hut, Spinelli Cofee, Restoran Wendys Store Lawson, The Coffee Bean, Produk Kesehatan GNC, 7-Eleven, Hanamasa (RM Jepang), Pendidikan KIDZART, Pendidikan ELC, Ajisen Ramen, Rumah Makan Sederhana, dll

(Founder)Bill Gate (Microsoft), Donald Trump Jack Welch (GE), Tanri Abeng (Bir

(Franchise)Circle K, KFC, Texas Fried

Tiga Tipe dari Wirausaha (Entrepreneur)

Small Business Management, 11th edition Longenecker, Moore, and Petty @ 2000 South-Western College Publishing, diolah

33!



A Summary Description of Entrepreneurship •! Entrepreneurship (Robert C. Ronstadt)

•! The dynamic process of creating incremental wealth. •! This wealth is created by individuals who assume major

risks in terms of equity, time, and/or career commitment of providing value for a product or service.

•! The product or service itself may or may not be new or unique but the entrepreneur must somehow infuse value by securing and allocating the necessary skills and resources.

34!



Case: Nurdin Tampubolon (NT Corp)'

“Only the paranoid survive!” “ Paranoia is a key traid in entrepreneurial Success.”

- Andrew S. Grove (Chairman of Board of Intel Corporation

Bagaimana Menjadi Entrepreneur?


35!



INNOVATION (INOVASI)

Inovasi sebagai keberhasilan secara sosial dan ekonomi karena

diperkenalkannya cara baru atau kombinasi baru dari cara lama dalam mengubah input menjadi output sedemikian rupa sehingga

dihasilkan perubahan besar dalam perbandingan antara nilai manfaat dan

Harga menurut persepsi konsumen dan/ atau pengguna (Fontana 2009).

Inovasi merupakan perubahan strategis yang menciptakan nilai.


36!



“Innovation” as process which can

be organized an managed, whether in a start-up venture or in renewing a 100 –year-old business.

managed, whether in

“Entrepreneurship” as the motive power to drive this process through the efforts

of passionate individuals, engaged teams and focused

networking.

to drive this process

“Creating value” as the purpose for

innovatives, whether expressed in

financial terms, employment or

growth, sustainability, or improvement of social welfare.

Three Core Concepts

managed, whether in

“Creating as the

year-old business.


year-old business.year-old business.

37!



“Innovation is the specific tool of entrepreneurs, the

means by which they exploit change as an opportunity for

difference business or service. Its capable of being presented

and discipline, capable of being learned, capable

being practised”.

N&5&6'OP'Q6"-H&6<'RSTU'


38!



Phases of Economic Development

The factor-driven phase

The efficiency-

driven phase

The innovation-

driven phase

39!



Definisi Inovasi menurut De Meyer & Garg (2005) !""#$%&#"'()'*+,',-#"#.(-%//0')1--,))'2#3''("*3#41-&#"'#2'%'",5'*,-+"#/#60'#3'%'",5'-#.7("%&#"''#2',8()&"6'*,-+#"#/#6(,)'("'#34,3'*#'-3,%*,'%'43%)&-''-+%"6,'("'*+,'$%/1,9':3(-,'3,/%&#")+(:'#;,3,4'*#'*+,''-1)*#.,3'%"4'9'#3'1),3<*K6%*S%=%0*T*G+0A8*5HHUN**!&6*0#06H0%'*&7%$#$'*$050#'0*0'U'V+$.0W'H)./)%&%'/&%;%4'*06$'$%)=0#$X

'!"! J,)-./%0*9+4*+-+,*,)%0*5"!S%/$%4A+0,B'*1+2,%*V*$0'&%*0%2+3.4)B'$)*:"!S%/@%0'*$%0,@+B+4*90+)3)*W"!S%/$,4=+'*B,@,4A+4*9%4A+4*4%C***-%&B4.2.A=*U"!S%/@+C+*<%),<)%)+4*)%&+0+*%<.4./'*$+9+*$%0,)+B++4*K6%*S%=%0*T*

G+0A8*5HHUN****

40!




Inovasi sebagai keberhasilan secara sosial dan ekonomi karena diperkenalkannya cara baru atau kombinasi baru dari cara lama dalam mengubah input menjadi output sedemikian rupa sehingga dihasilkan perubahan besar dalam perbandingan antara nilai manfaat dan harga menurut persepsi konsumen dan/atau pengguna (Fontana 2009). Inovasi merupakan perubahan strategis yang menciptakan nilai.

1

41!




Inovasi merupakan instrumen kewirausahaan (Drucker 1985, 1993).

2

42!



HOW DO YOU MANAGE INNOVATION

There is no innovation

without leadership

There is no There is no

Innovation reguires

calculated risk management

Innovation is triggered by

creativity

Innovation requires

organizational integration

Success in innovation requires

excellence in project

management management management management Information is the crucial

resource for effective

innovation

The results of creative

efforts need to be protected

Successful innovation is rooted in a

good understanding of the market


43!



Halaman Muka: Judul, Nama Peserta, Nama Program Studi,

Fakultas, dan Universitas

Kata Pengantar Pernyataan Orisinalitas Karya

Latar Belakang Bisnis

Strategi Bisnis (Jenis Strategi

Bisnis) Model Bisnis

Karakter/Jenis Inovasi Model Bisnis yang

Diadopsi

Aspek Manajemen •!Tim Manajemen •!Desain & Struktur

Organisasi

Aspek/Strategi Produksi

•! Gambaran Umum Peluang Bisnis dan Ide Bisnis yang Dihasilkan

•! Kelayakan Gagasan atau Ide Bisnis •! (unsur kreativitas/keunikan, kebergunaan/

nilai tambah, kelayakan gagasan, rangkuman hasil proses inovasi tahap ideasi dan seleksi)

•! Latar belakang industri (Market Size, Peta Persaingan, Struktur Industri)

•! Sumber daya utama/Key Resources •! Aktivitas Utama/Key Activities/Process •! Key Partner •! Proses dan Manajemen Inovasi (tahapan

pengembangan produk)

PANDUAN URUTAN MATERI LAPORAN FINAL (PRESENTASI LISAN & TERTULIS) #1

44!



Aspek/Strategi Pemasaran

Aspek Risiko usaha •!Potensi Masalah dan Risiko Usaha

•!Alternatif Tindakan

Aspek Keuangan •!Sumber Pendapatan yang Dapat Diperoleh (Revenue Stream)

•!Struktur Biaya (Cost Structure) •!Proyeksi Keuangan (Laba/Rugi, Neraca, Cash Flow)

•!Analisis Kelayakan Bisnis

Indikasi Keberhasilan Simpulan dan Rekomendasi/Tawaran

Penjadwalan dan Milestone

Referensi LAMPIRAN: Foto

Kegiatan, CD/USB Video

•! Segmen/Target pasar •! Positioning •! Marketing Plan (4P/7P)!

•! Value Proposition/Strategi Produk, Customer Relation/Promosi, Channel/Distribution, Pricing, dll

PANDUAN URUTAN MATERI LAPORAN FINAL (PRESENTASI LISAN & TERTULIS) #2

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the entrepreneurial mind-set in the 21st century review ... · •!model bisnis baru yang...

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