This document summarizes a research paper that applies drama theory to explain collaborative value creation in service innovation. It outlines the paper's introduction, definitions of key concepts like service innovation and value creation, and a case study of a buyer-seller relationship in the marine industry. The summary then describes how drama theory is used to analyze the relationship's evolution from a traditional transactional model to one of collaboration through three phases: 1) traditional transactions, 2) initial cooperation, and 3) stable value co-creation partnerships. The conclusion suggests further case studies could provide more insights into collaborative value creation processes across industries.
Pemenuhan konsumsi ikan dan industri pengolahan ikan perlu adanya jaminan terhadap pengadaan, penyimpanan, transportasi, dan distribusi ikan dan produk perikanan, serta bahan dan alat produksi melalui Sistem Logistik Ikan Nasional.
Simatupang human capital development in the asean logistics connectivityTogar Simatupang
Dealing with logistics problems faced by the ASEAN members require immediate programs of Human Capital Development, namely: (1) recognition of certificates and degrees, (2) free movement of qualified logisticians, (3) ASEAN Consortium for Logistics Education, (4) standardization, (5) broad based community support, (6) Joint training and workshops, (7) open innovation, and (8) code of ethics for logisticians.
ITB for Indonesia is a proposal how Indonesia could develop its innovation capability and the new role of ITB as a leading institution to accelerate the development of innovation capability.
Pemenuhan konsumsi ikan dan industri pengolahan ikan perlu adanya jaminan terhadap pengadaan, penyimpanan, transportasi, dan distribusi ikan dan produk perikanan, serta bahan dan alat produksi melalui Sistem Logistik Ikan Nasional.
Simatupang human capital development in the asean logistics connectivityTogar Simatupang
Dealing with logistics problems faced by the ASEAN members require immediate programs of Human Capital Development, namely: (1) recognition of certificates and degrees, (2) free movement of qualified logisticians, (3) ASEAN Consortium for Logistics Education, (4) standardization, (5) broad based community support, (6) Joint training and workshops, (7) open innovation, and (8) code of ethics for logisticians.
ITB for Indonesia is a proposal how Indonesia could develop its innovation capability and the new role of ITB as a leading institution to accelerate the development of innovation capability.
PERPRES NO. 26/2012 TENTANG CETAK BIRU PENGEMBANGAN SISTEM LOGISTIK NASIONAL ...Bayu Ardiansyah
Penurunan Biaya Logistik dan Implementasi Sistem ICT -- SISLOGNAS yang Terintegrasi Secara Nasional dan Terhubung Secara Gobal untuk Daya Saing Nasional dan Kesejahteraan Rakyat
Cetak Biru Pengembangan SISLOGNAS telah ditetapkan melalui Perpres No.26/2012, tanggal 5 Maret 2012, yang mensyaratkan agar pengembangannya dijabarkan dalam Rencana Strategis Kementerian/Lembaga (Renstra K/L), Rencana Kerja Pemerintah (RKP) dan Rencana Kerja K/L, serta Pemerintah Daerah terkait pada periode 2010-2015, dan periode selanjutnya 2016-2020, dan 2021-2025.
Pelaksanaan Cetak Biru Pengembangan SISLOGNAS menjadi bagian dari tugas dan tanggung jawab Komite Percepatan dan Perluasan Pembangunan Ekonomi Indonesia (KP3EI) 2011-2025 karena merupakan sub sistem dari kebijakan peningkatan konektifitas nasional.
Towards a new conceptualization of managerial disciplineTogar Simatupang
Provides a new conceptualization of managerial discipline. It identifies four managerial studies: management, administration, entrepreneurship, and stewardship. Its implication to academic degree in management is also offered.
Ekonomi kreatif relatif baru di Indonesia. Pelatihan ini ditawarkan untuk memberikan gambaran kepada para akademisi, pebisnis, dan pejabat pemerintah tentang peluang di dalam era kreatif.
The asean consortium for graduate business educationTogar Simatupang
Proposes an establishment of the ASEAN consortium for graduate business education to improve the quality of education and promotes social cohesiveness of ASEAN nations.
We bring Industrial data in Indonesia to you. During the difficult global conditions of 2015, Indonesia’s economy was among the top worldwide performers, due to a number of factors, including strong domestic demand and rich natural resources.
Transformasi Membangun Budaya Berbasis Nilai. Tujuan Paparan:
(1) Mengamati perkembangan dan permasalahan sosial dan ekonomi di Indonesia, (2) Menjajaki budaya berbasis nilai sebagai cara mengembangkan inovasi daerah, dan (3) Merumuskan strategi pengembangan desa dengan Gerakan Budaya Berbasis Nilai.
PERPRES NO. 26/2012 TENTANG CETAK BIRU PENGEMBANGAN SISTEM LOGISTIK NASIONAL ...Bayu Ardiansyah
Penurunan Biaya Logistik dan Implementasi Sistem ICT -- SISLOGNAS yang Terintegrasi Secara Nasional dan Terhubung Secara Gobal untuk Daya Saing Nasional dan Kesejahteraan Rakyat
Cetak Biru Pengembangan SISLOGNAS telah ditetapkan melalui Perpres No.26/2012, tanggal 5 Maret 2012, yang mensyaratkan agar pengembangannya dijabarkan dalam Rencana Strategis Kementerian/Lembaga (Renstra K/L), Rencana Kerja Pemerintah (RKP) dan Rencana Kerja K/L, serta Pemerintah Daerah terkait pada periode 2010-2015, dan periode selanjutnya 2016-2020, dan 2021-2025.
Pelaksanaan Cetak Biru Pengembangan SISLOGNAS menjadi bagian dari tugas dan tanggung jawab Komite Percepatan dan Perluasan Pembangunan Ekonomi Indonesia (KP3EI) 2011-2025 karena merupakan sub sistem dari kebijakan peningkatan konektifitas nasional.
Towards a new conceptualization of managerial disciplineTogar Simatupang
Provides a new conceptualization of managerial discipline. It identifies four managerial studies: management, administration, entrepreneurship, and stewardship. Its implication to academic degree in management is also offered.
Ekonomi kreatif relatif baru di Indonesia. Pelatihan ini ditawarkan untuk memberikan gambaran kepada para akademisi, pebisnis, dan pejabat pemerintah tentang peluang di dalam era kreatif.
The asean consortium for graduate business educationTogar Simatupang
Proposes an establishment of the ASEAN consortium for graduate business education to improve the quality of education and promotes social cohesiveness of ASEAN nations.
We bring Industrial data in Indonesia to you. During the difficult global conditions of 2015, Indonesia’s economy was among the top worldwide performers, due to a number of factors, including strong domestic demand and rich natural resources.
Transformasi Membangun Budaya Berbasis Nilai. Tujuan Paparan:
(1) Mengamati perkembangan dan permasalahan sosial dan ekonomi di Indonesia, (2) Menjajaki budaya berbasis nilai sebagai cara mengembangkan inovasi daerah, dan (3) Merumuskan strategi pengembangan desa dengan Gerakan Budaya Berbasis Nilai.
Developing linkage among transactional value, acquisition value, relationship...Enamul Islam
Developing linkage among transactional value, acquisition value, relationship value and the cycle of failure of the informal service sector of uncertainty avoidance society
Co-Pricing: Co-Creating Customer Value Through Dynamic Value PropositionsTeleshuttle Corporation
Presentation at Naples Forum on Service 2015.
Using co-pricing as a means for gaining deep customer insights offers much potential, ultimately expanding profitability and markets. Models of co-pricing could provide new basis for segmenting customers, based on their perceptions of value. Involvement in co-pricing decisions can also offer opportunities for enhancing relationships, building trust, fairness and commitment between a supplier and customer. A firm can develop value propositions and use them as part of a dynamic learning process that occurs between customer and supplier. Customer segments can be determined based on value perceptions, with each requiring discrete value propositions that are designed around relationship goals. Breakthrough opportunities relating to the special challenges of digital services are highlighted.
Effective and sustainable procurement can maximise the impact of social value demonstrating a positive effect for tenants and communities. In this session, we will explore how we can lead the way to drive sustainable procurement to maximise the impact of social value.
Brand Collaboration to Shift Systems and Drive Shared Benefit - With Sally Ur...Sustainable Brands
This session, led by one of the global leaders in driving whole systems shift toward sustainability, brings together multiple brands from various market sectors in an interactive session aimed at drawing out practical ways brands can collaborate to drive commercial success for both individual brands and the collective. In small group discussions, representatives from leading brands including Tesco, AzkoNobel, Ella's Kitchen, BskyB, Kingfisher and Café Direct, will share how they are working together to mainstream sustainability, tackle business risks and drive business model innovation -- and what they're getting out of it. You'll come away with insights into how to identify opportunities for pre-competitive collaboration that can benefit the whole, and how to assemble and measure the success of multi-stakeholder coalitions.
Sally Uren, Deputy Chief Executive, Forum for the Future
David Cornish, Post-Use Product Recovery Manager, AzkoNobel
Andrew Jenkins, Sustainability Development Manager - Products, Boots
Lucy Carver, Director of Bigger Picture, BSkyB
Nicola Pearson, Commercial Director, Café Direct
Lorin May, Head of EU Sustainability & Charity, eBay
Sarah Bright, Head of Giving Stuff Back, Ella's Kitchen
Alex Duff, Corporate Affairs Manager, Kingfisher
Bill Eyres, Head of Sustainability, O2
Michelle Colley, Senior Brand Manager, Tata Global Beverages
Andrew Yeo, Head of Supply Chain Carbon Reduction, Tesco
Jane Ashton, Director of Group Sustainable Development, Tui Travel
Cindy Hogan/Camille Thompson, Christian Living Communities - Presenters at the 2012 Long-Term Care CXO Summit, held in Florida, delivered their presentation entitled Supporting Successful Vendor Partnerships
Co-creation is the actions of more than one person or party, bringing something into existence.
In business, it is a strategy and process focusing on the joint creation of value by customers and company. An interactive relationship, customers and staff function as active participants.
It is becoming more common for service providers to let customers co-create value - this mutual creation of services enhancing the consumption experience of customers.
The co-creation of value is an application for a product and goods-based businesses as well as services and experiences.
Marketing helps facilitate this mutual creation and enjoyment of value - business has moved away from the traditional model of customers purchasing goods or services – now, customers can engage in dialogue with suppliers during each stage of product design and product delivery.
Value co-created at multiple points of interaction.
“Co-creation is about joint creation of value by the company and the customer. It is not the firm trying to please the customer.” (Prahalad & Ramaswamy, 2004)
ECI in Sweden - A. Kadefors, KTH Royal Institute of Technology, Stockholm (SE)OECD Governance
Presented at the OECD expert meeting "Construction Risk Management in Infrastructure Procurement: The Loss of Appetite for Fixed-Price Contracts", held on 17 May 2023 at the OECD, Paris and online.
Bioeconomy is a major opportunity for regional and local communities.
Agricultural growth is central to poverty reduction in rural areas, and one opportunity for such growth lies in increasing exports of agricultural products from poor countries to global markets.
The potential of Indonesia to develop a bio-based economy based on local resources remains largely untapped.
The solution is to develop technology options or business models for local deployment.
Raising awareness activities, knowledge development (studies), clustering, and networking are needed to support new bio-based value chains and business models.
The analysis of governance aims to investigate the rules operating in a value chain, and the system of coordination, regulation and control in which value is generated along a chain.
Governance refers to both the "official" rules that address output, and the commercial imperatives of competition that influence how production is structured.
Governance implies that interactions between actors in the value chain are frequently organized in a system that allows competitive firms to meet specific requirements in terms of products, processes, and logistics in serving their markets.
As such, it recognizes that power is not evenly distributed, and access to market opportunities for the poor requires understanding of how production systems are organized to meet these competitive requirements.
Because "governance" looks and sounds like “government”, the term is often interpreted narrowly to include only the legal and regulatory requirements that influence business operation and market access in a value chain.
In actual fact, the instruments of governance range from contracts between value chain participants to government regulatory frameworks to unwritten "norms" that determine who can participate in a market.
The rise of the digital economy could open a range of new opportunities for firms to play a more active role in global value chains (GVCs).
New digital technologies are radically changing the outlook of manufacturing and services industries by altering the way how companies organize their production processes and which business models they adopt.
How the digitalization is affecting, or could affect future, enterprises (actors) contributions to GVCs.
The various opportunities that the digital economy opens for actors, especially in terms of cost reductions and the emergence of new business models, but also discusses policy measures that could be taken to promote actors participation in GVCs.
Significant challenges remain for SMEs to enter GVCs, some of which are exacerbated by the new digital economy.
Over the past three decades, global trade has grown and many new exporting countries, particularly in Asia, have been incorporated into the global economy.
The Global Value Chain (GVC) literature emerged as an attempt to describe how multinational firms have integrated production activities in Asia into their global strategies and what the consequences might be for the newly-integrated economies.
The GVC analysis is a useful tool to trace the shifting patterns of global production, link geographically dispersed activities and actors within a single industry, and determine the roles they play in developed and developing countries alike.
This course provides competency sets (mind set, tool set, knowledge set, and skill set) used for analyzing and synthesizing a new value chain system in order to extend the current value chain and to promote participation and upgrading in global value chains.
Webinar “Adapt on New Normal Logistics: We need People with Capability!”
Chartered Institute of Logistics & Transport Indonesia (CILT Indonesia)
Saturday, 19 December 2020
The backbone of trade is logistics and transportation which allows the movement of goods, imports and exports.
The movement of goods has increased from time to time to serve the needs of a wider market and demand better speed and security.
Along with the strong development of science and technology and the trend of globalization, logistics activities from production to consumption are increasingly playing an important role in the competitiveness of companies in industry, production and services in particular and the entire economy in general.
Logistics and transportation performance depends on the capabilities of human resources.
Logistics and transportation human resources require training and professional development.
This presentation presents the current situation of human resources and human resources training in logistics and offers development solutions to further promote the logistics and transportation industry.
Sebagai implementasi dari Bali Agenda for Creative Economy 2018, Kementerian Pariwisata dan Ekonomi Kreatif/Badan Pariwisata dan Ekonomi Kreatif membentuk Global Center of Excellence for International Cooperation and Creative Economy (G-CINC).
Pendirian G-CINC merupakan komitmen untuk mengarusutamakan isu-isu di bidang ekonomi kreatif dan berbagi praktik terbaik serta mengembangkan kerja sama internasional di bidang ekonomi kreatif.
Menanggapi peluang (dan tantangan) yang ada, Kementerian Pariwisata dan Ekonomi Kreatif akan mengadakan penelitian tentang pengembangan skena kreatif.
Acara pengembangan skena kreatif mengundang perwakilan dari sivitas akademika dan dunia kreatif untuk berbagi keahlian mereka dalam menyelesaikan studi model pengembangan skena kreatif dan faktor kunci untuk menopang kesuksesan skena kreatif.
Paparan ini untuk berbagi temuan terkini dari studi tentang definisi skena kreatif, model pengembangan skena kreatif, faktor kunci sukses dari skena kreatif, dan beberapa gagasan untuk pengembangan skena kreatif di beberapa kota kreatif di Indonesia.
Pengembangan Pusat Unggulan Pariwisata dan Ekonomi KreatifTogar Simatupang
Era Industri 4.0 mendorong Ekonomi Kreatif menjadi salah satu pilihan strategi dalam memenangkan persaingan global.
Ekonomi kreatif juga mendukung perkembangan pariwisata melalui inovasi dan kreativitas produk dan jasa yang meningkatkan nilai tambah ekonomi.
Pada tahun 2018, the World Conference on Creative Economy (WCCE) atau Konferensi Global tentang Ekonomi Kreatif mengesahkan dokumen “Bali Agenda for Creative Economy” yang salah satu isinya adalah menyepakati pembentukan Pusat Keunggulan untuk Ekonomi Kreatif (Center of Excellence for Creative Economy/CoE) di Indonesia.
CoE itu berfungsi sebagai serambi pelaku ekonomi kreatif dari seluruh dunia untuk menghubungkan gagasan, sumber daya, informasi, dan konsep-konsep bisnis di sektor ekonomi kreatif.
CoE ke depan diharapkan memiliki peran dalam mengakselerasi UMKM menjadi unggul.
Program yang dapat dilakukan dalam pengembangan CoE antara lain pelatihan, pengembangan produk, dan litbang.
Namun, untuk program kegiatan tersebut perlu adanya identifikasi kebutuhan dan potensi atau model CoE yang dapat dikembangkan.
Perlu juga adanya rekomendasi kebijakan yang perlu dilakukan oleh masing-masing pemangku kepentingan terkait agar pusat unggulan ekonomi kreatif di Indonesia bisa berkembang.
Kewirausahaan adalah metode merancang, meluncurkan, dan menjalankan bisnis baru.
Ini adalah kapasitas dan kemauan untuk mengembangkan, mengatur, dan mengelola usaha bisnis bersama dengan risikonya untuk mengenali potensi komersial dari penemuan dan mengatur modal, bakat, dan sumber daya lain yang akan mengubah penemuan menjadi inovasi yang layak secara komersial.
Kewirausahaan melintasi setiap sektor kehidupan manusia yang dapat merupakan proses memanfaatkan peluang bisnis di bidang tertentu dan mengubahnya menjadi inovasi komersial yang menguntungkan.
Pendidikan kewirausahaan berusaha untuk membekali peserta didik dengan pengetahuan, keterampilan, dan motivasi untuk mendorong keberhasilan wirausaha dalam berbagai suasana.
Pendidikan kewirausahaan ditawarkan di jenjang program sarjana dengan tujuan memberikan pendidikan yang memadai kepada peserta didik yang akan memungkinkan mereka untuk menjadi kreatif dan inovatif dalam mengidentifikasi peluang bisnis baru dan menjalankan bisnis yang berhasil.
Tinjauan kurikulum program pendidikan kewirausahaan diperlukan sebagai sarana untuk menjamin mutu pembelajaran kewirausahaan.
Paparan ini mengajukan tinjauan dengan mengacu pada standar kurikulum dan format tubuh pengetahuan kewirausahaan.
Manajemen Talenta (26 Juli 2019)
Peringkat Talenta Dunia
Isu-Isu Sistem Talenta Nasional
Manajemen Talenta Nasional
Terobosan Sistem Manajemen Talenta Nasional
Strategi Pengembangan Talenta Nasional (inisiatif reaktif, proaktif, antisipatif)
Desain Pembangunan Talenta Nasional
Transformasi Talenta Nasional 2020-2024
Ilustrasi Terobosan Pembangunan Talenta Nasional
Rantai Nilai Nikel (acuan)
Manufaktur
Pariwisata
Ekonomi Digital
Peran Institusi Pendidikan Dalam Ekosistem Rantai PasokanTogar Simatupang
Disampaikan pada acara Dies Natalis Politeknik APP Kemenperin Jakarta Dengan Tema: “Sinergi Teknologi Inovasi Logistik 4.0 Bagi Dunia Pendidikan dan Industri” dan Gelar Wicara Webinar: “Teknologi Inovasi Logistik 4.0” pada hari Jumat 23 Oktober 2020 pukul 08.00-10.30 WIB
Program Persiapan Keberangkatan (PK) Angkatan 163
Penerima Beasiswa Program Magister (S2) dan Doktor (S3) Dengan Tujuan Universitas Dalam dan Luar Negeri
Lembaga Pengelola Dana Pendidikan (LPDP)
9 Oktober 2020
Disampaikan Pada Kegiatan Rapat “Penyusunan Butir-Butir Rancangan Peraturan Menteri PUPR tentang Registrasi Sumber Daya Peralatan Konstruksi" Direktorat Bina Kelembagaan dan Sumber Daya Jasa Konstruksi, Direktorat Jenderal Bina Konstruksi Kementerian Pekerjaam Umum dan Perumahan Rakyat Kamis, 24 September 2020
Urgensi Pelaksanaan dan Praktik Terbaik Registrasi Sumber Daya Peralatan Kons...Togar Simatupang
Registrasi alat berat konstruksi merupakan suatu langkah awal yang diharapkan mampu menjawab belum tersedianya informasi alat berat secara komprehensif, waktu riil, dan dapat dipercaya antara lain terkait jumlah/populasi, lokasi/posisi, kondisi/kinerja, status kepemilikan, umur layanan, dan lain sebagainya.
Ketersediaan informasi tersebut dapat bermanfaat bagi semua pihak (stakeholders) terkait baik pengguna, penyedia jasa konstruksi, dan produsen/pemasok dalam menyusun rencana program kerja maupun kelancaran usaha mereka.
Ketersediaan informasi yang kredibel akan lebih meningkatkan efektivitas dan efisiensi penyelenggaraan pekerjaan konstruksi.
Paparan ini bertujuan untuk mengungkapkan pentingnya Registrasi Alat Berat Konstruksi pada perusahaan vendor, perusahaan rental, dan Badan Usaha Jasa Konstruki (BUJK) dalam rangka memperkuat sistem pasok alat berat konstruki nasional dalam menjamin ketersediaan alat berat untuk mendukung pembangunan infrastruktur Pekerjaan Umum dan Perumahan Rakyat.
Urgensi Penyusunan Basis Data Alat Berat diketahui melalui pembahasan Registrasi dan kaji banding Pengelolaan Registrasi Alat Berat di Negara Maju.
Sistem Kurikulum Kewirausahaan (Entrepreneurship Curriculum)Togar Simatupang
Kurikulum kewirausahaan menjadi landasan bagi perguruan tinggi dan universitas untuk mewujudkan tujuan pendidikan kewirausahaan.
Pengetahuan, kemampuan, dan struktur kualitas kewirausahaan siswa ditentukan oleh sistem kurikulum kewirausahaan yang ilmiah dan wajar pada tingkat tertentu.
Namun dilihat dari situasi pendidikan kewirausahaan saat ini di perguruan tinggi dan perguruan tinggi dalam negeri, belum ada kurikulum kewirausahaan yang matang dan efektif.
Pemikiran kreatif pengembangan sistem kurikulum kewirausahaan untuk perguruan tinggi dan perguruan tinggi dikedepankan dengan memadukan kaidah dasar kegiatan mengajar dari perseptif proses kewirausahaan.
Kurikulumnya berorientasi pada tindakan: lebih dari 50 persen waktu program terdiri dari penelitian praktis dalam mengidentifikasi peluang bisnis, menilai sumber daya untuk mendirikan dan mengarahkan bisnis, dan belajar dari pengusaha sukses di perusahaan mereka dan di kelas.
Paparan ini mencoba menyajikan perkembangan kurikulum kewirausahaan, evaluasi kurikulum, dan program merdeka belajar bidang kewirausahaan.
Pengembangan Bioekonomi (bioeconomy) di IndonesiaTogar Simatupang
Indonesia tengah berada pada perangkap penghasilan menengah.
Apakah Indonesia bisa keluar dari perangkap pengasilan menengah?
Bioekonomi: gelombang ekonomi berikutnya
Bagaimana memetik peluang dari pengembangan bioekonomi?
Apa yang perlu dilakukan Sekolah Ekspor ke depan?
Pengembangan Rantai Nilai (Value Chain Development)Togar Simatupang
Perubahan dalam kondisi ekonomi dan sosial, termasuk meningkatnya keragaman kebutuhan konsumen, perubahan perilaku pembelian, dan globalisasi aktivitas perusahaan, mendorong inovasi di sektor industri, distribusi, dan ritel.
Kemampuan perusahaan untuk mengelola rantai pasokan yang bertanggung jawab secara rumit dapat dipersulit dengan perubahan yang cepat dan preferensi konsumen yang seringkali tidak dapat diprediksi.
Seringkali, biaya keuangan untuk meningkatkan layanan mungkin terlalu tinggi untuk ditanggung oleh satu organisasi. Dalam hal demikian, mengandalkan inisiatif kolaboratif mungkin merupakan strategi yang lebih baik.
Perhatian bukan lagi melulu pada perusahaan tetapi pada kolaborasi rantai nilai yang memiliki dampak penting pada peningkatan nilai dan bukan hanya pasokan barang atau jasa.
Masa depan rantai pasokan didasarkan pada kolaborasi, konektivitas dan ketangkasan, dan yang paling penting, menjadi ulet atau memiliki resiliensi.
Pendekatan rantai nilai memberikan pemahaman bagaimana meningkatkan berbagai tahapan dalam rantai nilai, memberikan wawasan tentang bagaimana merancang strategi bisnis yang memanfaatkan manajemen rantai nilai untuk menciptakan nilai, dan menimbulkan pertanyaan penting tentang implikasi rantai nilai bagi masa depan yang didorong oleh teknologi digital.
Paparan ini membahas masalah konseptual rantai nilai dan memperkenalkan pengembangan rantai nilai yang dapat berkontribusi pada inovasi.
Perencanaan mitigasi dan ketahanan usaha pada industri pariwisataTogar Simatupang
Bagaimana situasi kekinian di lapangan atau di daerah?
Bagaimana ada upaya/inovasi, bentuk kearifan lokal dalam melakukan mitigasi dan memperkuat resiliensi?
Apa upaya kita yang lebih kreatif dan inovatif untuk merespons situasi kenikian?
Misalnya, industri pariwisata menghadapi dilema rendah sentuh dan tinggi sentuh, bagaimana membuat aspek kesehatan dan aspek ekonomi agar hadir keyakinan dan kepercayaan para wisatawan?
Skema yang menjadi luaran:
Kerangka dan pedoman (brief policy) yang dirumuskan di dalam rangka mitigasi dan resiliensi usaha
Strategi dan skenario apa yang dilakukan di jangka pendek dan menengah, seperti apa etapenya sehingga tercapai percepatan: langkah memperkuat upaya program pemulihan industri pariwisata dan kreatif
Saat ini sudah ada skema tanggap darurat, pemulihan, dan normalisasi
Di bagian mana mitigasi dan resiliensi bisa mempercepat pemulihan?
Apakah dapat dilakukan penajaman untuk fokus dan rencana tindak?
Pengembangan Usaha Budidaya Tanaman Pangan Berskala Besar (food estate)Togar Simatupang
Organisasi Pangan dan Pertanian Dunia (FAO) memberikan peringatan kemungkinan krisis pangan yang melanda dunia akibat pandemi Covid-19 dan juga pergantian musim dinilai tidak bisa diprediksi.
Pemerintah merespons peringatan FAO untuk menggarap masalah pangan dengan melakukan pengembangan food estate.
Konsep food estate memungkinkan Indonesia mampu memproduksi pangan secara masif sekaligus mengendalikan sistem produksi komoditas keamanan pangan.
Rencana pembangunan dan pengembangan kawasan food Estate di Kalteng dalam rangka memperkuat ketahanan pangan nasional dipandang sebagai bagian dari kedaulatan negara.
Food estate dianggap sebagai upaya memodernisir kegiatan di sektor pertanian karena penyempitan lahan pertanian memperlemah petani untuk swa sembada pangan.
Namun program food estate merupakan cerita lama yang belum membukukan kisah sukses. Proyek food estate memerlukan investasi yang sangat besar dan sebaiknya mempelajari kegagalan program sebelumnya untuk diperbaiki dan tidak mengulangi kesalahan yang sama.
Food estate perlu dirancang secara sistem pangan berkelanjutan. Sejak tahap perencanaan perlu saling bekerja sama mulai dari persiapan lahan, aspek produksi, aspek distribusi, dan aspek pemasaran dengan konsep.
Paparan ini mencoba untuk menawarkan pola pengembangan food estate sebagai konsep pertanian modern yang memiliki pola kemitraan dan pemanfaatan teknologi untuk meningkatkan peluang sukses.
Langkah pertama ketika merencanakan dan menulis makalah penelitian adalah memilih topik yang bagus.
Topik penelitian yang didefinisikan dengan baik adalah titik awal dari setiap proyek penelitian yang berhasil.
Topik yang baik adalah yang relevan dengan tugas kedalaman tesis dan memiliki cukup informasi yang tersedia untuk digunakan.
Topik penelitian dapat diartikan sebagai kejadian, peristiwa, atau fenomena yang dijadikan subjek atau masalah yang menarik minat peneliti saat melakukan penelitian.
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Keberhasilan bersaing tergantung pada peningkatan kinerja rantai pasokan di mana kemampuan untuk berinovasi terletak di dalam hubungan yang baik di antara mitra bisnis yang merupakan anggota rantai pasokan.
Anggota rantai menjadi entitas bisnis independen yang seringkali memiliki tujuan bisnis yang saling bertentangan.
Mitra dalam rantai pasokan harus menyetujui struktur tata kelola bersama yang akan mengarahkan hubungan mereka dan mengurangi ancaman oportunisme dalam suatu pertukaran.
Tata kelola adalah struktur yang memastikan bahwa keputusan dibuat yang mengarah pada nilai jangka panjang, berkelanjutan untuk entitas seperti perusahaan atau, dalam hal ini, kolaborasi formal antara banyak organisasi.
Mekanisme tata kelola harus dirancang untuk mengakomodasi potensi tujuan yang saling bertentangan dari anggota independen.
Tujuan dari paparan ini adalah untuk menyajikan model dari mekanisme tata kelola dalam memungkinkan koordinasi antara mitra dalam rantai pasokan.
1. Collaborative Value Creation in
Service Innovation:
Service Innovation:
An Application of Drama Theory
Yuanita Handayati and Togar M. Simatupang
School of Business and Management
Bandung Institute of Technology
d f h l
July 2010
2. Outline
• Introduction
t oduct o
• Service innovation
• Value creation
Value creation
• A case study: A Buyer and Seller Dyad in the
Marine Industryy
• Drama theory approach
• Collaborative value creation in service innovation:
an application of drama theory
• Conclusion
2
3. Introduction
• Service innovation is now as important as technology
innovation influenced by globalization, demographic
changes and technology development
• Value creation for customers, employees, and investors
Value creation for customers, employees, and investors
are the purpose of any organization
• To create value in service innovation, all of the
stakeholders should collaborate each other. Each
stakeholders should collaborate each other Each
parties cannot depend only on rationality but also have
to consider the influence of emotions and hidden
agenda.
agenda
• Drama theory approach can be used to explain the
process of collaboration
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4. Service Innovation
Service Innovation
• Service innovation is a new service development which
involves changes in the process of delivering existing
services or the generation of new services (Leiponen,
2005))
• Corsten in Borovac et al. (2009) mentions that the basic
characteristics of service interactions are integrity and
immateriality
• Vermeuten and van der Aa (2003) argue that service
innovations have two categories: replication of
innovation and the new roles for the customer. Both
innovation and the new roles for the customer Both
categories describe the role of customer in service
innovation as a co‐producer.
4
5. Value Creation
Value Creation
• Role of customer
Role of customer
– In the traditional system, customer only
contributes on the exchange process
contributes on the exchange process
– In the new system, customer interact with the
firm or provider for value co creation, where
firm or provider for value co‐creation, where
collaboration and partnership between buyer and
seller is needed
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6. Classes of Value Creation
Classes of Value Creation
• Based on Ueda (2008), value creation can be
Based on Ueda (2008), value creation can be
classified into three classes:
Class I – Problem with complete For the purpose of
description maximizing the value, it is
Class II – Problem with incomplete
Class II – Problem with incomplete
important to pay attention to
environment description
Class III – Problem with incomplete the Class III value creation
specification problem 6
7. A Case Study
A Case Study
• Using case study adopted from Forsström (2005). A Buyer
and Seller Dyad in the Marine Industry.
• The seller is a diesel engine supplier for ships and power
plants world‐wide. The buyer is a cruise ship owner and
operator.
• Due to the great amount of communication and
coordination between the Seller and the Buyer, and to the
facts that the Buyer is considered a strategically important
customer for the Seller, and that there has been a decision
to develop a collaboration between the companies, the
Seller has tailor‐made its organization towards the Buyer in
S ll h t il d it i ti t d th B i
order to improve and smoothen the handling of the
relationship with the customer.
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8. A Case Study (cont…)
A Case Study (cont…)
• Starting with 1970‐1990 describing the more traditional
buying‐selling years of the relationship. The Seller was
supplying engines to the shipyard where the Buyer´s ships
were built.
• Further into the pre‐partnership years of the 1990’s when
events started moving towards increased cooperation
before the first cooperation agreement in 1999.
• After that describing the years during the first five–year
cooperation agreement. More specifically 2003 when the
discussions about a renewed cooperation agreement
started and 2004 when there was intensive work done in
t t d d 2004 h th i t i kd i
both organizations to get the partnership working better
for the next five year period.
8
9. A Case Study (cont…)
A Case Study (cont…)
• The underlying idea of a partnership between
e u de y g dea o a pa t e s p bet ee
two companies is that there is something to gain
from cooperating in the long run by pursuing a
high‐involvement strategy, instead of working
h h l d f k
short sightedly to optimize each transaction. The
logic is that the parties need each other s
logic is that the parties need each other’s
resources, and high‐involvement is seen to be the
best way to make use of the resources i.e. the
y
trade off between benefits and sacrifices of
involvement is positive.
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10. Drama Theory Approach
Drama Theory Approach
• Drama Theory is employed in this research as a methodology in modeling, analysis, and
understanding the strategic conflict that takes place during value creation in service innovation. It
explains how a buyer and a seller with different objectives interacting each other and analyzes how
a buyer s and a seller s framework can be changed to the other framework. It also helps both
a buyer’s and a seller’s framework can be changed to the other framework It also helps both
parties to collaborate and achieve the experience environment in value creation by eliminating the
buyer’s and seller’s dilemmas.
• In drama theory, conflict dynamic can be illustrated by drama. As a drama, drama theory also
consists of several episode (Howard, 1996)
We assumed that the actors
(buyer and seller) already had
same perception about the
problem, and had a common
framework or common
reference frame. So that we
start the drama theory
start the drama theory
approach from build up
phase.
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11. Collaborative value creation in service
innovation: an application of drama theory
i i li i fd h
• The process of value creation to be value‐co
The process of value creation to be value co
creation will be described into three parts
1. Traditional system of value creation
1 Traditional system of value creation
2. Pre‐partnership
2 P hi
2. Stable value co‐creation
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12. Traditional system of value creation
(1 t h )
( st phase)
• In the early step of business,
seller and buyer try to s t b
restrict their relationship
restrict their relationship
only in traditional buying seller
and selling relationship that sell the product in the highest price
only consist of transactional
only consist of transactional refuse buyer to buy the product ?
activities. Seller try to
buyer
maximize profit by sell the
product in the highest price
d h h h buy the product in the cheapest price
and buyer try to buy the find another seller to buy the product
product for the cheapest
product for the cheapest
price.
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13. Initial value co‐creation/
pre‐partnership (2nd phase)
h ( d h )
• The characteristic of traditional transactional
The characteristic of traditional transactional
view makes seller hard to compete with
competitor in term of price. Therefore, along
with the improvement in buyer and seller
relationship, there is a willingness from seller
to establish long term relationship with buyer
bli h l l i hi i h b
because seller realizes the benefits that can be
gained by create the collaboration with buyer.
gained by create the collaboration with buyer
In this part buyer still has a critical influence in
this relationship.
this relationship
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14. Initial value co‐creation/
pre‐partnership (2nd phase)
h ( d h )
s t b
seller
Propose service and maintenance ((give technical or additional information about the product)
offer discount ? ?
buyer
Buy product from seller ? ?
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15. The collaboration phase (3rd phase)
The collaboration phase (3
• After knowing each other
characteristic and they have adapted s t b
each other, and it will create seller
interdependency, which activity of avoid price discussion
each party can influence or to be
h fl b give excellent service
influenced by other party. offer discounts
• Along with the cooperation provide pro-active technical information
agreement and the partnership, seller
d h hi ll buyer
and buyer set a point of view that buy product from seller
collaboration is the most economically willing to give additional cost in order to get technical information
efficient way to achieve cost saving in
efficient way to achieve cost saving in follow seller recommendations
the long run.
15
16. Conclusion
• By using drama theory approach, the process of value creation
collaboration in service innovation of “A B
ll b ti i i i ti f “A Buyer and Seller Dyad in
d S ll D d i
the Marine Industry” case study can be described into three parts:
1. The traditional view of transaction in which both buyer and seller try
to maximize their own profit. Both parties face several dillemas,
to maximize their own profit. Both parties face several dillemas,
such as rejection and threat dillema.
2. The second part describes the paradigm shift of buyer and seller
partnership, seller has a willingness to start the long term
relationship and realizes that it can gain more profit if the
relationship and realizes that it can gain more profit if the
collaboration in value creation with buyer can be achieved.
However, in the second part there is still doubt and lack of trust of
both parties to implement their options and it leads to trust and
cooperation dillema.
cooperation dillema
3. The third part all of dillemas can be eliminated because both parties
have established long term relationship succesfully and have known
each other characteristics.
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17. Further Study
Further Study
• It is suggested to carry out another case study
It is suggested to carry out another case study
to describe the collaborative value creation in
service innovation such as in retail or creative
industry. After that we can compare the
situation in the different case study, to have a
wider knowledge about collaborative value
id k l d b ll b i l
creation in service innovation and the
illustration of value creation collaboration
illustration of value creation collaboration
process in service innovation can be described
more details.
more details
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