strategic mnjmn 1st lect 09 10
DESCRIPTION
Industrial Engineering jurnalTRANSCRIPT
KerangkaKerangka PerkuliahanPerkuliahan
Industrial Strategy and Industrial Strategy and CompetitivenessCompetitiveness
DR.IrDR.Ir. Dana . Dana SantosoSantoso, , MEngScMEngScDr. Ir. Mohammad Hamsal, M.Eng, MBADr. Ir. Mohammad Hamsal, M.Eng, MBA
Pascasarjana - UMB
TujuanTujuan KhususKhusus Mata Mata KuliahKuliah: : Memberikan kemampuan dalam menganalisis posisi Memberikan kemampuan dalam menganalisis posisi kompetitif korporasi, baik dari dimensi waktu maupun kompetitif korporasi, baik dari dimensi waktu maupun lingkungan. Kuliah juga akan memberikan pemahaman lingkungan. Kuliah juga akan memberikan pemahaman dasar manajerial dalam mengembangkan strategi dasar manajerial dalam mengembangkan strategi implementasi dan pengambilan keputusan, agar tujuan implementasi dan pengambilan keputusan, agar tujuan korporasi dapat tercapai secara efektif dan efisien.korporasi dapat tercapai secara efektif dan efisien.
TujuanTujuan UmumUmum Mata Mata KuliahKuliah: : MemberikanMemberikan pemahamanpemahaman dasardasar atasatas pentingnyapentingnya konsepkonsepstrategistrategi, , khususnyakhususnya dalamdalam kontekskonteks pertumbuhanpertumbuhanbisnis/industribisnis/industri dandan persainganpersaingan global, global, maupunmaupun dalamdalamkontekskonteks pencapaianpencapaian tujuantujuan organisasiorganisasi
KerangkaKerangka PerkuliahanPerkuliahan
Pengertian dasar korporasi. Strategi korporasi vs. manajemen stratejik• Analisis Industri
– Dasar-dasar strategi– Analisis industri– Konsep competitive advantage
• Proses Manajemen Stratejik: – Karakteristik manajemen stratejik, – Proses dan komponen strategi
• Misi Perusahaan: Formulasi & Implementasimisi
KerangkaKerangka PerkuliahanPerkuliahan• Lingkungan Eksternal
– Teknik analisis– LIngkungan industri– Faktor-faktor terkait
• Analisis Internal– Analisis SWOT– Analisis value-chain– Analisis sumber daya– Implikasi
• Strategi dan Tujuan Jangka Panjang– Pengertian tujuan jangka panjang– Strategi generik– Disiplin nilai– Grand strategy
lanjutanlanjutan
KerangkaKerangka PerkuliahanPerkuliahan
• Strategi Bisnis– Evaluasi dan memilih strategi– Kelangsungan competitive advantage
• Implementasi– Tujuan jangka pendek– Teknik implementasi– Isu personalia
• Balanced Score Card
lanjutanlanjutan BukuBuku ReferensiReferensi
• Thompson, Jr., A. A.; A. J. Strickland III and J. E. Gamble (2010). Crafting and Executing Strategy: The Quest for Competitive Advantage, Edisi ke-17, New York: McGraw-Hill
• Hitt,M.A.; R.D. Ireland, and R.E. Hoskisson (2005). Strategic Management: Competitiveness and Globalization, 6th ed., Thomson, South Western.
• Barney, J.B. and W.S. Hesterly (2008). Strategic Management and Competitive Advantage. 2nd Ed. Pearson-Prentice Hall.
Apa yang ingin dicapai oleh perusahaan:Apa yang ingin dicapai oleh perusahaan:
AboveAbove--Average ReturnsAverage Returns
Strategic CompetitivenessStrategic CompetitivenessSustained Competitive AdvantageSustained Competitive Advantage
The Strategic Management ProcessThe Strategic Management Process
Memerlukan serangkaian tahapan besarMemerlukan serangkaian tahapan besar::
ActionsActionsCommitmentsCommitments DecisionsDecisions
Strategi: Keluaran yang DiharapkanStrategic CompetitivenessDicapai pada saat perusahaan berhasil memformulasi & mengimplementasi value-creating strategy.
Terjadi pada saat perusahaan mengembangkan strategiyang pesaing tidak secara bersamaanmengimplementasikannya.
Sustained Competitive Advantage
Above-Average ReturnsReturns yang diperoleh investor yang melebihi dariharapannya bila diinvestasikan pada bidang lain denganresiko bisnis yang sama.
Memberikan keuntungan diatas keuntungan rata2 perusahaan lain sejenis (jenis produk & konsumen yang sama)
Rapidly changing technologies,Rapidly changing technologies,Global market,Global market,Fiercely competition environment,Fiercely competition environment,Nearly identical products due to common Nearly identical products due to common components and technology usedcomponents and technology usedHigh customer expectationHigh customer expectationBetter education and more demanding Better education and more demanding customer customer
Why we need Business StrategyWhy we need Business Strategy 2121stst Century ValuesCentury Values
FlexibilityFlexibility
Speed to marketSpeed to market
InnovationInnovation
IntegrationIntegration
Handling challenges from constantly Handling challenges from constantly changing conditionschanging conditions
HypercompetitionHypercompetition
RiskKetidaktentuan akan keuntungan atau kerugian yang terjadi terhadap investasi yag dilakukan.
Keuntungan yang didapat setara/senilai dengan investasi yang dilakukan.
Average returns
Strategic management processSerangkaian tahapan commitments, decisions and actions yang diperlukan oleh perusahaan untuk memiliki daya saing dan berhasil memperoleh keuntungan diatas average returns.
Strategi: Beberapa definisi The Strategic Management Process
Bus.-Level Strategy
Competitive Dynamics
Corp.-Level Strategy
Acquisition & Restructuring
International Strategy
Cooperative Strategy
Strategy Formulation
Corporate Governance
Org. Structure &
Controls
Strategic Leadership
Org. Renewal & Innovation
Strategy Implementation
StrategicActions
Ch. 1: Strat. Mgmt. & Com-petitiveness
Strat. Mgmt . &
Performance
The External Environment
The Internal Environment
Strategic Competitiveness
Strategic Mission & Strategic Intent
Strategic Objectives & Inputs
Strategic Management
Strategic Competitiveness
Strategic Competitiveness
Strategic Mission & Strategic Intent
Systems View of Business ProcessSystems View of Business Process
OUTPUTSPRODUCTS/SERVICES
FINANCIALCONSEQUENCES
HUMANCONSEQUENCES
OPERATIONS
TECHNOLOGY
MANAGEMENT
LABOR’S EFFORTS
TRANSFORMATIONPROCESS
INPUTS- FINANCIAL
- HUMAN- MATERIAL
- INFORMATION- TECHNOLOGY
INTERNAL ENVIRONMENT
EXTERNAL ENVIRONMENT
Business Process: Business Process: Different PerspectiveDifferent Perspective
Firm LevelFirm LevelNational LevelNational LevelRegional and Global LevelRegional and Global Level
External Factors Affecting External Factors Affecting Business ProcessBusiness Process
FIRM
AcquisitionsReorganisations
Economy
Laws
Technology
Competition
Globalisation
Unions
Regulations
Demographics
THREE LEVEL THREE LEVEL CHARACTERISATIONCHARACTERISATION
Level 1: Process LevelLevel 1: Process LevelLevel 2: Operations LevelLevel 2: Operations LevelLevel 3: Strategic LevelLevel 3: Strategic LevelEach level consists of several Each level consists of several elements.elements.
Strategic LevelLevel 3
Research andDevelopment PartnershipsFinance
Operations LevelLevel 2
Accounting Legal Planning
Process LevelLevel 1
Inputs Processes OutputsSUPPLIERS CUSTOMERS
HumanResource Environmental Marketing
New Technologies New MarketsSocio/Political
Three Level Characterisation of Business Process
What is Strategy?What is Strategy?
An integrated and coordinated set of An integrated and coordinated set of commitments & actions designed to commitments & actions designed to
exploit core competencies and gain a exploit core competencies and gain a competitive advantage.competitive advantage.
What is Strategy?What is Strategy?“A unified, comprehensive, and integrated plan designed to ensure that the basic objectives of the enterprise are achieved.” (Glueck, 1980)
“The pattern or plan that integrates an organization’s major goals, policies, and action sequences into a cohesive whole.”(Quinn, 1980)
“A good strategy… neutralizes threats and exploits opportunities while capitalizing on strengths and avoiding or fixing weaknesses.”(Barney, 1997)
“A pattern of resource allocation that enables firms to maintain or improve their performance.
Mengapa satu organisasi lebih suksesdaripada yang lainnya?
Kepemimpinan Strategi• Kemampuan mengelola secara efektif
proses perencanaan strategi Formulasi Strategi
• Menentukan pilihan strategi Implementasi Strategi
• Menerapkan strategi yang telah dirancang secara efektif danefisien
Competitive AdvantageResults when a company’s strategies lead to
superior performance compared to competitors
Strategi: suatu set tindakan yang terintegrasi yang dilakukan oleh manajemen untuk meningkatkan kinerja
perusahaan.
Superior Performance danCompetitive Advantage
Superior Performance• Suatu perusahaan memiliki kinerja yang lebih baik daripada
perusahaan lain untuk jenis & kelas industri yang sejenis• Memaksimumkan shareholder value adalah tujuan akhir dari
keuntungan perusahaan. ROIC (Profitability) = Return On Invested Capital• Net profit Net income after tax
Capital invested Equity + Debt to creditors Competitive Advantage
• Suatu perusahaan memiliki faktor-faktor yang lebih unggul ataumenguntungkan daripada perusahaan lain untuk jenis, kelas sertakonsumen yang sejenis
=ROIC =
Sustainable Competitive AdvantageJika strategi perusahaan mampu menjagakeuntungannya selama beberapa tahun.
Faktor Yang MenentukanShareholder Value
Untuk meningkatkan shareholder value, manajerharus mejalankan strategi yang dpt
meningkatkan keuntungan perusahaan
Business model mencakup bagaimana perusahaan:
Company’s Business ModelModel Manajemen: Menentukan bagaimana
strategi agar perusahaan memperolehkeuntungan dan unggul
• Tentukan konsumen• Definisikan produk yang
ditawarkan• Ciptakan nilai tambah bagi
konsumen• Tetapkan target
konsumen & bagaimanamempertahankan
• Proses produksi
• Proses pengiriman ke pasar• Kelola aktivitas pendukung
proses• Tetapkan sumber daya• Bagaimana memperoleh &
mempertahankankeuntungan
• Pengembangkan usaha
Strategic Managers
Manajer tingkat Korporasi• Merencanakan strategi perusahaan
secara menyeluruh General Managers
• Bertanggung jawab pada keseluruhanunit bisnis atau divisi pada perusahaan
Functional Managers• Bertanggung jawab terhadap tugas atau
pekerjaan spesifika.l.: marketing, operations, accounting, human resources
Alternative Models of Superior ReturnsAlternative Models of Superior ReturnsIndustrial Organization Model
The External Environment
An Attractive Industry
Strategy Formulation
Assets and Skills
Strategy ImplementationSuperior Returns
Resource-BasedModel
Resources
Capabilities
Competitive Advantage
An Attractive Industry
Strategy Implementation
Superior Returns
OOMissionMission
Mission Mission -- where are you where are you going?going?–– OrganizationOrganization’’s purpose for s purpose for
beingbeing–– Provides boundaries & Provides boundaries &
focusfocus–– Answers Answers ‘‘What do we What do we
provide society?provide society?’’
© 1995 Corel Corp.
Mission of FedExMission of FedExFedEx is committed to our PeopleFedEx is committed to our People--ServiceService--Profit Profit philosophy. We will produce outstanding financial philosophy. We will produce outstanding financial
returns by providing total reliable, competitively returns by providing total reliable, competitively superior, global airsuperior, global air--ground transportation of high ground transportation of high priority goods and documents that require priority goods and documents that require rapid, rapid, timetime--certain delivery.certain delivery. Equally important, positive Equally important, positive control of each package will be maintained using control of each package will be maintained using real time electronic tracking and tracing systems. real time electronic tracking and tracing systems. A complete record of each shipment and delivery A complete record of each shipment and delivery will be presented with our request for payment. will be presented with our request for payment.
We will be helpful, courteous, and professional to We will be helpful, courteous, and professional to each other and the public. We will strive to have each other and the public. We will strive to have
a completely satisfied customer at the end of each a completely satisfied customer at the end of each transaction.transaction.
Sample Mission Sample Mission -- MerckMerck
The mission of Merck is to provide society with The mission of Merck is to provide society with superior products and services superior products and services -- innovations innovations
and solutions that improve the and solutions that improve the quality of life and quality of life and satisfy customer needssatisfy customer needs -- to provide employees to provide employees
with meaningful work and advancement with meaningful work and advancement opportunities and investors with a superior rate opportunities and investors with a superior rate
of returnof return
Mission of the Hard Rock CafMission of the Hard Rock Caféé
To spread the spirit of Rock To spread the spirit of Rock ‘‘nn’’ Roll by delivering an Roll by delivering an exceptional entertainment and dining experience. exceptional entertainment and dining experience.
We are committed to being an important, We are committed to being an important, contributing member of our community and contributing member of our community and
offering the Hard Rock family a fun, healthy, and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our nurturing work environment while ensuring our
longlong--term success.term success.
Factors Affecting MissionFactors Affecting Mission
Mission
Philosophy &Values
Profitability& GrowthEnvironment
Customers Public Image
Benefit toSociety
Mission/StrategyMission/Strategy
Mission Mission -- where you are goingwhere you are going
Strategy Strategy -- how you are going to get there; how you are going to get there; an action planan action plan
StrategyStrategy
Action plan to achieve Action plan to achieve missionmissionShows how mission Shows how mission will be achievedwill be achievedCompany has a Company has a business strategybusiness strategyFunctional areas have Functional areas have strategies strategies © 1995 Corel Corp.
Strategy ProcessStrategy Process
MarketingDecisions
OperationsDecisions
Fin./Acct.Decisions
CompanyMission
BusinessStrategy
Functional AreaFunctional AreaStrategies
Four Attributes of Resources and Four Attributes of Resources and Capabilities (Competitive Advantage)Capabilities (Competitive Advantage)
Rare possessed by few, if any, current and potential competitors
Costly to when other firms either can’t obtain them Imitate or must obtain at a much higher cost
Organized supported by the appropriate structure, to be controls, and rewards Exploited
*an *
Res
ourc
es a
nd C
apab
ilitie
sR
esou
rces
and
Cap
abili
ties
Valuable allow firm to neutralize threats or exploit opportunities in its external environment
Resources and capabilities Resources and capabilities that meet these four criteria become a source of:that meet these four criteria become a source of:
Rare
Costly to Imitate
Organized to be Exploited
Valuable
*an *
Core CompetenciesCore CompetenciesCore Core CompetenciesCompetencies
Res
ourc
es a
nd C
apab
ilitie
sR
esou
rces
and
Cap
abili
ties
*an *
Core CompetenciesCore CompetenciesCore Core CompetenciesCompetencies
Core CompetenciesCore Competenciesare the basis for a firmare the basis for a firm’’s:s:
Competitive Competitive advantageadvantage
Strategic Strategic competitivenesscompetitiveness
Ability to earn Ability to earn aboveabove--average average
returnsreturns
The World Economic is Changing
Mar 2007 Mar 2008 Oct 2008 Jan 2009
Aug 2009Feb 2009 Feb 2009Feb 2009
Penciutan Nilai Aset Beberapa Lembaga Keuangan Dunia Sangat Drastis
49
Morgan Stanley
16
120
4.6
RBS
76
10.3
Duetche Bank
67
17
Credit Agricole
80
26
Societe Generale
91
7.4
Barclays108
32.5
BNPParibas
93
26
Unicredit 118
35
UBS
Nilai pasar – January 20th 2009, $Bn
Nilai pasar – per Q2 2007, $Bn
75
27
Credit Suisse
100
35
Goldman Sachs 116
64
Santander
255
19
Citigroup
165
85
JP Morgan215
97
HSBC
Business Outlook has Changed Lindt & Sprüngli, a maker of exquisite chocolate truffles, is
closing 50 of its 80 stores in America, TI Automotive, which makes fuel tanks, has laid off a quarter of
its white-collar staff in North America in the past year, A plan approved in May allocated ¥2 trillion ($21 billion) to prop
up (indirectly) troubled companies. Pioneer, an electronics firm, Elipda, a chipmaker, and Japan Airlines are among the first to look for government support.
There is a widespread belief that the incentives, which range invalue from about €750 ($1,050) to €2,500 and are only available to buyers with cars over ten years old.
A pronounced in American vehicle sales, which fell by 40% towards the end of last year and have stayed at their lowest level since the 1970s,
Chrysler and General Motors prepared for bankruptcy in the early 2009.
Compare the cost of producing a small car such as the popular Fiat 500 with that of making a sport-utility vehicle such as the Audi Q7, the fixed costs are nearly identical, whereas the variable costs of making the Q7 (labour, raw materials and so on) are only about €10,000 ($14,700) higher for the Audi. Yet the Fiat sells for as little as €10,000, compared with a sticker price of at least €40,000 for the Audi. So a permanent shift toward smaller cars would devastate industry profits
Global Competitiveness Global Competitiveness Index 2001 Index 2001 –– 20092009
202424232218141620New Zealand191311241929182128Korea, Rep.181920202025272514Belgium171415171517171813Austria161618181227263012France151819191814579Australia141516121769919Norway131291091115117United Kingdom12171413845321Taiwan, China111112111421241718Hong Kong SAR108109111212153Netherlands9101316131516811Canada8987109111315Japan775861313144Germany666221121Finland5334354108Denmark444373356Sweden3575576410Singapore211612212United States122146765Switzerland
200920082007200620052004200320022001
Global Competitiveness Global Competitiveness Index 2001 Index 2001 –– 20092009
202424232218141620New Zealand191311241929182128Korea, Rep.181920202025272514Belgium171415171517171813Austria161618181227263012France151819191814579Australia141516121769919Norway131291091115117United Kingdom12171413845321Taiwan, China111112111421241718Hong Kong SAR108109111212153Netherlands9101316131516811Canada8987109111315Japan775861313144Germany666221121Finland5334354108Denmark444373356Sweden3575576410Singapore211612212United States122146765Switzerland
200920082007200620052004200320022001
Global Competitiveness Global Competitiveness Index 2001 Index 2001 –– 20092009
202424232218141620New Zealand191311241929182128Korea, Rep.181920202025272514Belgium171415171517171813Austria161618181227263012France151819191814579Australia141516121769919Norway131291091115117United Kingdom12171413845321Taiwan, China111112111421241718Hong Kong SAR108109111212153Netherlands9101316131516811Canada8987109111315Japan775861313144Germany666221121Finland5334354108Denmark444373356Sweden3575576410Singapore211612212United States122146765Switzerland
200920082007200620052004200320022001
Global Competitiveness Global Competitiveness Index 2001 Index 2001 –– 20092009
202424232218141620New Zealand191311241929182128Korea, Rep.181920202025272514Belgium171415171517171813Austria161618181227263012France151819191814579Australia141516121769919Norway131291091115117United Kingdom12171413845321Taiwan, China111112111421241718Hong Kong SAR108109111212153Netherlands9101316131516811Canada8987109111315Japan775861313144Germany666221121Finland5334354108Denmark444373356Sweden3575576410Singapore
211612212United States122146765Switzerland
200920082007200620052004200320022001
Global Competitiveness Index Global Competitiveness Index 2001 2001 –– 2009 (Asia Countries)2009 (Asia Countries)
126129127112113----Timor-Leste110109110103111----Cambodia1061111079998102987473Bangladesh1011019291949173--Pakistan877171717376666154Philippines797770798073685957Sri Lanka757068777477606562Vietnam545554506969726755Indonesia495048434555564836India363428353334323138Thailand3239-------Brunei Darussalam293034544846443347China242121262531292737Malaysia191311241929182128Korea, Rep.12171413845321Taiwan, China111112111421241718Hong Kong SAR8987109111315Japan3575576410Singapore
200920082007200620052004200320022001
Global Competitiveness Index Global Competitiveness Index 2001 2001 –– 2009 (Asia Countries)2009 (Asia Countries)
126129127112113----Timor-Leste110109110103111----Cambodia1061111079998102987473Bangladesh1011019291949173--Pakistan877171717376666154Philippines797770798073685957Sri Lanka757068777477606562Vietnam545554506969726755Indonesia495048434555564836India363428353334323138Thailand3239-------Brunei Darussalam293034544846443347China242121262531292737Malaysia191311241929182128Korea, Rep.12171413845321Taiwan, China111112111421241718Hong Kong SAR8987109111315Japan3575576410Singapore
200920082007200620052004200320022001
Indonesia:Global Competitiveness Index GDP: Asian Countries
440.50.51.1Timor Leste6008.614.6Cambodia
818.17086.4Vietnam977.71,098.901,135.60India
1,624.70144.185.9Philippines1,924.70432.9228.1Indonesia2,460.803,250.801,331.40China3,736.80245.765.3Thailand6,947.60186.526.2Malaysia
19,750.80957.148.1Korea35,162.90161.34.4Singapore
per Capita (US$)GDP GDP (US$
billion)Population (millions)
Country
The most problematic factors for doing business in Indonesia
Kemudahan dalam melakukan Investasi
11638214751136Closing Business9444235981145Enforcing Contracts751034634660Trading Across Borders12057810649133Paying Taxes170332151460Protecting Investors83337101383Getting Kredit3418129866120Registering Property10446311838140Employing Workers2538113137131Dealing With Lisence97281110871161Starting Business10418112625135Ease of Doing Business
VietnamThailandSingapur
aPhilipinaMalaysiaIndonesi
a
Figure 1: The 12 pillars of competitiveness
Source: The Global Competitiveness Report 2009–2010
Figure 2: Six levels of measurement
Moving to a New Global Competitiveness Index
Source: The Global Competitiveness Report 2008–2009
Moving to a New Global Competitiveness Index
Figure 4: Foundations of productivityFigure 3: Defining competitiveness
Source: The Global Competitiveness Report 2008–2009
Figure 5: Macroeconomic competitiveness
Moving to a New Global Competitiveness Index
Figure 6: Microeconomic competitiveness
Source: The Global Competitiveness Report 2008–2009
Proyeksi Indikator Ekonomi Indonesia 2010
9.759
5,7
0,5
-0,3
3,6
6,2
2010
9.2589.3109.1169.166Kurs rupiah
5,96,08,511,3Tingkat bunga deposito
0,70,90,40,4Neraca transaksi berjalan
-1,1
13,2
5,3
2006
-0,4-0,7-0,8Defisit Anggaran
4,04,67,0Inflasi (%)
6,36,56,0Pertumbuhan PDB (%)
200920082007Indikator
Sumber : Economist Intelegence Unit. Country Forecast : Indonesia
SectoralSectoral growth rategrowth rate(2000 base year, year(2000 base year, year--onon--year growth rate, %)year growth rate, %)
2006 2007 Q1-07 Q2-07 Q3-07 Q4-07 Q1-08 Q2-08Tradable 3.21 3.38 3.02 4.35 4.37 2.25 2.80 2.59
Agriculture 3.36 3.50 -1.69 4.69 7.56 3.12 6.06 4.65
Mining & Quarrying 1.70 1.98 6.16 3.23 1.00 -2.14 -1.89 -0.94
Manufacturing 4.59 4.66 4.59 5.13 4.55 3.81 4.24 4.05
Non-Tradable 7.78 9.41 6.00 7.30 9.07 10.67 10.30 10.31Electricity, Gas & Water 5.76 10.40 8.16 4.47 11.29 11.81 12.59 11.20
Construction 8.34 8.61 8.43 8.52 8.32 9.94 7.91 8.00
Trade, Hotel & Rest. 6.42 8.46 9.24 5.86 7.94 9.06 7.13 7.87
Transport & Comm. 14.38 14.38 13.02 13.78 14.09 17.37 20.30 19.64
Finance 5.47 7.99 8.13 5.17 7.58 8.65 8.25 8.67
Services 6.16 6.60 7.02 6.00 5.20 7.17 5.61 6.48
Non Oil & Gas GDP 6.13 6.92 6.68 7.09 6.93 6.96 6.84 6.85GDP 5.51 6.32 6.09 6.41 6.51 6.25 6.32 6.39
Source: BPS.
Real GDP growth: Real GDP growth: tradablestradables (%)(%)
Source: Badan Pusat Statistik.
2004 2005 2006 2007 2008* Share* 1. Agriculture 2.8% 2.7% 3.4% 3.5% 5.3% 14.0%
a. Farm Food Crops 2.9% 2.6% 3.0% 3.5% 6.5% 7.5%b. Non Food Crops 0.4% 2.5% 3.8% 3.5% 6.6% 1.9%c. Others 3.9% 3.0% 3.7% 3.5% 3.0% 3.0%
2. Mining and Quarrying -4.5% 3.2% 1.7% 2.0% -1.4% 8.3%a. Oil & Gas -4.3% -1.8% -1.1% -1.2% 0% 4.6%b. Non Oil & Gas -8.0% 12.2% 4.8% 5.5% -6.5% 2.7%c. Quarrying 7.5% 7.7% 8.3% 8.6% 8.1% 0.9%
3. Manufacturing Industries 6.4% 4.6% 4.6% 4.7% 4.1% 26.9%a. Oil & Gas -2.0% -5.7% -1.7% -0.1% 0.7% 2.3%b. Non Oil & Gas 7.5% 5.9% 5.3% 5.2% 4.5% 24.5%
* Food, Bev. & Tobacco 1.4% 2.7% 7.2% 5.1% -2.4% 6.4%* Textile, Leath & Footw 4.1% 1.3% 1.2% -3.7% -3.4% 2.6%* Wood & Forest Prod. -2.1% -0.9% -0.7% -1.7% 0.3% 1.0%* Paper & Printing 7.6% 2.4% 2.1% 5.8% 0.4% 1.3%* Fertilizer, Chem.& Rubber 9.0% 8.8% 4.5% 5.7% 3.5% 3.3%* Cement/Non-Metal Quarry 9.5% 3.8% 0.5% 3.4% -0.5% 0.8%* Iron & Steel -2.6% -3.7% 4.7% 1.7% 3.0% 0.4%* Transport/Machine Equip. 17.7% 12.4% 7.6% 9.7% 15.8% 8.6%
Real GDP growth: nonReal GDP growth: non--tradablestradables (%)(%)
Source: Badan Pusat Statistik.
2004 2005 2006 2007 2008** Share** 4. Utilities 5.3% 6.3% 5.8% 10.4% 11.9% 0.7%5. Constructions 7.5% 7.5% 8.3% 8.6% 8.0% 6.2%6. Trade, Hotel & Rest. 5.7% 8.3% 6.4% 8.5% 7.5% 17.3%
a. Wholesale & Retail 5.5% 8.8% 6.6% 8.9% 7.9% 14.3%b. Hotel 7.9% 6.2% 5.2% 5.3% 4.3% 0.7%c. Restaurant 6.1% 5.9% 5.8% 6.8% 6.1% 2.3%
7. Transport & Comm. 13.4% 12.8% 14.4% 14.4% 20.0% 7.3%a. Transport 8.8% 6.3% 6.6% 2.8% 6.4% 3.7%
* Railways -0.9% -3.0% 6.4% 1.3% 17.6% 0.0%* Road 5.0% 4.8% 5.0% 3.6% 4.6% 1.6%* Air Transport 30.1% 10.4% 10.7% 8.3% 17.7% 0.6%
b. Communication 22.9% 24.6% 26.4% 29.5% 34.3% 3.6%8. Finance 7.7% 6.7% 5.5% 8.0% 8.5% 9.4%
a. Banks 6.0% 4.5% 1.6% 8.0% 8.1% 4.0%b. Non Bank Financial 9.2% 8.3% 7.1% 8.1% 8.7% 0.8%
9. Services 5.4% 5.2% 6.2% 6.6% 6.0% 9.3%Non Oil & Gas GDP 6.0% 6.6% 6.1% 6.9% 6.8% 92.7%
Real GDP 5.0% 5.7% 5.5% 6.3% 6.4% 100.0%
Pertumbuhan Indeks Produksi Industri Besar dan Sedang Pertumbuhan Indeks Produksi Industri Besar dan Sedang Menurut 2 Digit Kode ISC (2006Menurut 2 Digit Kode ISC (2006--2009)2009)
Source: Badan Pusat Statistik. -6,24%1,74%33,56%-14,12%-1,87%Furnitur & Pengolahan lainnya
2006 2007 2008 Q1-2009 Q2-2009Makanan & Minuman 11,89% 5,19% 2,65% 0,34% 3,9%Pengolahan Tembakau -0,89% 15,9% 14,63% 8,29% 2,26%Tekstil 6,04% 11,17% 3,38% -4,05% 8,0%Pakaian Jadi 67,32% -23,03% -28,72% -2,29% 0,13%Kulit, Barang Kulit & Alas Kaki -3,54% -0,47% 14,01% -4,56% 2,76%Kayu, Barang2 dr Kayu (non-furnitur) dan barang Anyaman -41,04% -16,41% -5,57% -6,29% -3,42%Kertas & Barang dr kertas. -16,91% 15,48% 3,17% 4,05% 0.03%Kimia & Barang dr Kimia 25,78% 35,84% -6,84% 1,81% 2,47%Karet, barang dr Karet dan Plastik -8,35% -12,49% 8,89% -0,23% 3,70%Barang galian bukan Logam 11,81% 0,33% -9,46% -2,77% 5,63%Logam Dasar 22,10% 12,09% 6,31% 2,99% 2,98%Barang2 dr Logam (kec. Mesin) 9,55% -23,34% -14,61% 1,23% 0,54%Mesin dan Peralatan -2,94% 43,05% -9,34% 5,00% 0,16%Mesin Listrik dan Perlengkapannya -1,31% -22,06% 1,59% -0,31% -2,37%Radio, Televisi, Alat Komunikasi & Perlengkapannya 87,14% 50,46% 13,29% -8,85% 0,12%Kendaraan Bermotor -46,46% 29,65% 22,41% -16,80% 6,82%Alat Angutan (kec. Kend Bermotor) -36.62% -8,89% 35,45% -1,10% 2,73%
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