1. Kalbe Farma was founded in 1966 in Indonesia by Dr. Boenjamin Setiawan after receiving a research grant which sparked his idea to start a pharmaceutical company.
2. Initial attempts to start companies in 1963 and 1964 failed but with help from family in 1966, Kalbe Farma was successfully established.
3. By 1977 within 11 years, Kalbe Farma had become the largest pharmaceutical company in Indonesia through focusing on the right products, pricing, marketing strategy, and hiring the right people from the start.
Kalbe membukukan kinerja positif pada tahun 2012 dengan peningkatan penjualan bersih sebesar 25% menjadi Rp13,6 triliun dan laba tahun berjalan tumbuh 17% menjadi Rp1,7 triliun. Perseroan berhasil meningkatkan kapasitas produksi dan distribusi melalui belanja modal sebesar Rp783 miliar.
Contoh Presentasi Company Profile Perusahaan (format powerpoint)Mustofa Thovids
Tolong bantu share di sosial media supaya lebih banyak orang yang terbantu dan mendapatkan manfaat sama seperti Anda.
Template presentasi company profile di atas tersedia dalam bentuk PPT yang bisa Anda download di www.PakarPresentasi.com/presentasi-company-profile
Contoh Desain Slide Presentasi Ilmiah Kreatif dan Menarik #1Arry Rahmawan
Ketika saya mengampu mata kuliah permodelan sistem, di mana mata kuliah ini merupakan mata kuliah untuk mahasiswa tingkat 3, saya menugaskan mahasiswa untuk melakukan sebuah penelitian sederhana dengan menerapkan prinsip - prinsip ilmiah ke lapangan langsung. Saya juga menantang mereka untuk dapat mempresentasikan hasil penelitian mereka dengan tampilan slide yang tidak biasa dan menjemukan. Hingga akhirnya, inilah beberapa di antaranya. Bagaimana menurut Anda?
Contoh Desain Slide Presentasi Ilmiah Kreatif dan Menarik #2Arry Rahmawan
Ketika saya mengampu mata kuliah permodelan sistem, di mana mata kuliah ini merupakan mata kuliah untuk mahasiswa tingkat 3, saya menugaskan mahasiswa untuk melakukan sebuah penelitian sederhana dengan menerapkan prinsip - prinsip ilmiah ke lapangan langsung. Saya juga menantang mereka untuk dapat mempresentasikan hasil penelitian mereka dengan tampilan slide yang tidak biasa dan menjemukan. Hingga akhirnya, inilah beberapa di antaranya. Bagaimana menurut Anda?
Contoh Desain Slide Presentasi Ilmiah Kreatif dan Menarik #5Arry Rahmawan
Ketika saya mengampu mata kuliah permodelan sistem, di mana mata kuliah ini merupakan mata kuliah untuk mahasiswa tingkat 3, saya menugaskan mahasiswa untuk melakukan sebuah penelitian sederhana dengan menerapkan prinsip - prinsip ilmiah ke lapangan langsung. Saya juga menantang mereka untuk dapat mempresentasikan hasil penelitian mereka dengan tampilan slide yang tidak biasa dan menjemukan. Hingga akhirnya, inilah beberapa di antaranya. Bagaimana menurut Anda?
Contoh Desain Slide Presentasi Ilmiah Kreatif dan Menarik #3Arry Rahmawan
Ketika saya mengampu mata kuliah permodelan sistem, di mana mata kuliah ini merupakan mata kuliah untuk mahasiswa tingkat 3, saya menugaskan mahasiswa untuk melakukan sebuah penelitian sederhana dengan menerapkan prinsip - prinsip ilmiah ke lapangan langsung. Saya juga menantang mereka untuk dapat mempresentasikan hasil penelitian mereka dengan tampilan slide yang tidak biasa dan menjemukan. Hingga akhirnya, inilah beberapa di antaranya. Bagaimana menurut Anda?
Contoh Desain Slide Presentasi Ilmiah Kreatif dan Menarik #4Arry Rahmawan
Ketika saya mengampu mata kuliah permodelan sistem, di mana mata kuliah ini merupakan mata kuliah untuk mahasiswa tingkat 3, saya menugaskan mahasiswa untuk melakukan sebuah penelitian sederhana dengan menerapkan prinsip - prinsip ilmiah ke lapangan langsung. Saya juga menantang mereka untuk dapat mempresentasikan hasil penelitian mereka dengan tampilan slide yang tidak biasa dan menjemukan. Hingga akhirnya, inilah beberapa di antaranya. Bagaimana menurut Anda?
Kalbe membukukan kinerja positif pada tahun 2012 dengan peningkatan penjualan bersih sebesar 25% menjadi Rp13,6 triliun dan laba tahun berjalan tumbuh 17% menjadi Rp1,7 triliun. Perseroan berhasil meningkatkan kapasitas produksi dan distribusi melalui belanja modal sebesar Rp783 miliar.
Contoh Presentasi Company Profile Perusahaan (format powerpoint)Mustofa Thovids
Tolong bantu share di sosial media supaya lebih banyak orang yang terbantu dan mendapatkan manfaat sama seperti Anda.
Template presentasi company profile di atas tersedia dalam bentuk PPT yang bisa Anda download di www.PakarPresentasi.com/presentasi-company-profile
Contoh Desain Slide Presentasi Ilmiah Kreatif dan Menarik #1Arry Rahmawan
Ketika saya mengampu mata kuliah permodelan sistem, di mana mata kuliah ini merupakan mata kuliah untuk mahasiswa tingkat 3, saya menugaskan mahasiswa untuk melakukan sebuah penelitian sederhana dengan menerapkan prinsip - prinsip ilmiah ke lapangan langsung. Saya juga menantang mereka untuk dapat mempresentasikan hasil penelitian mereka dengan tampilan slide yang tidak biasa dan menjemukan. Hingga akhirnya, inilah beberapa di antaranya. Bagaimana menurut Anda?
Contoh Desain Slide Presentasi Ilmiah Kreatif dan Menarik #2Arry Rahmawan
Ketika saya mengampu mata kuliah permodelan sistem, di mana mata kuliah ini merupakan mata kuliah untuk mahasiswa tingkat 3, saya menugaskan mahasiswa untuk melakukan sebuah penelitian sederhana dengan menerapkan prinsip - prinsip ilmiah ke lapangan langsung. Saya juga menantang mereka untuk dapat mempresentasikan hasil penelitian mereka dengan tampilan slide yang tidak biasa dan menjemukan. Hingga akhirnya, inilah beberapa di antaranya. Bagaimana menurut Anda?
Contoh Desain Slide Presentasi Ilmiah Kreatif dan Menarik #5Arry Rahmawan
Ketika saya mengampu mata kuliah permodelan sistem, di mana mata kuliah ini merupakan mata kuliah untuk mahasiswa tingkat 3, saya menugaskan mahasiswa untuk melakukan sebuah penelitian sederhana dengan menerapkan prinsip - prinsip ilmiah ke lapangan langsung. Saya juga menantang mereka untuk dapat mempresentasikan hasil penelitian mereka dengan tampilan slide yang tidak biasa dan menjemukan. Hingga akhirnya, inilah beberapa di antaranya. Bagaimana menurut Anda?
Contoh Desain Slide Presentasi Ilmiah Kreatif dan Menarik #3Arry Rahmawan
Ketika saya mengampu mata kuliah permodelan sistem, di mana mata kuliah ini merupakan mata kuliah untuk mahasiswa tingkat 3, saya menugaskan mahasiswa untuk melakukan sebuah penelitian sederhana dengan menerapkan prinsip - prinsip ilmiah ke lapangan langsung. Saya juga menantang mereka untuk dapat mempresentasikan hasil penelitian mereka dengan tampilan slide yang tidak biasa dan menjemukan. Hingga akhirnya, inilah beberapa di antaranya. Bagaimana menurut Anda?
Contoh Desain Slide Presentasi Ilmiah Kreatif dan Menarik #4Arry Rahmawan
Ketika saya mengampu mata kuliah permodelan sistem, di mana mata kuliah ini merupakan mata kuliah untuk mahasiswa tingkat 3, saya menugaskan mahasiswa untuk melakukan sebuah penelitian sederhana dengan menerapkan prinsip - prinsip ilmiah ke lapangan langsung. Saya juga menantang mereka untuk dapat mempresentasikan hasil penelitian mereka dengan tampilan slide yang tidak biasa dan menjemukan. Hingga akhirnya, inilah beberapa di antaranya. Bagaimana menurut Anda?
The document provides details on developing a new business plan for mushroom chips. Key points include:
- The main ingredients will be mushrooms, which are a good source of nutrition. Mushroom chips will offer a new flavor and taste in the snack market.
- The target market segments are children, teenagers, and young people in Dhaka, as it is a large potential market.
- Major competitors include brands like sun chips and potato crackers. The business aims to differentiate itself through unique flavors and nutrition from the mushrooms.
- Financial projections are provided over three years from the startup to growth and maturity stages. The plan is to eventually turn the business into a profitable "cash cow."
This document provides an overview of the history and evolution of the field of pedodontics. It discusses how pedodontics began to emerge as a distinct field in the 1700s through pioneers like Robert Burton. It outlines the founding of important organizations over time, such as the American Society of Dentistry for Children in 1940 and the American Academy of Pediatric Dentistry in 1984. The document also reviews the history of pedodontics in other countries and regions, as well as its evolution in India beginning in the 1920s. Overall, the document traces how pedodontics has matured from its origins into a well-established specialty focused on comprehensive oral healthcare for children.
We Are No More Caterpillars, We are Butterflies and We Have Wings to Fly. Rol...Dr. Umi Adzlin Silim
Overview on the Roles of Young Psychiatrists in Mental Health Development. Presented at the 7th National Conference of Indonesian Psychiatric Association, Surabaya, Indonesia. 30 October – 2 November 2013.
1) Dr. ML Goenka established the first IVF center in Northeast India in Guwahati in 1990 after extensive training abroad and struggling for two years to procure equipment.
2) The Institute of Human Reproduction (IHR) in Guwahati has since delivered over 5,000 babies through IVF and provides a wide range of fertility treatments.
3) Key staff like Dr. Deepak Goenka, Dr. Suparna Banerjee, and Sunita Patwari provide specialized care and treatments through their extensive experience and training.
1. Prof Winsy-Enchancing Stem Cell Oral Boosting, Anti Aging.pdfAdiSutriwantoPasarib1
This document contains the curriculum vitae of Prof. dr. Winston Franklin Theodorus Warouw. He was born in 1941 in Gorontalo, Indonesia and currently holds positions as a professor of dermatology and venereology, director of several health institutes, and advisor to several hospitals. The CV outlines his education history, career experiences from 2013-2017 including research, publications, presentations and community activities. It also provides his contact information.
Indra Nooyi is an Indian-American business executive who has served as the CEO of PepsiCo since 2006. She is the first woman, first Indian-American, and immigrant to head a Fortune 500 company. During her time as CEO, PepsiCo's annual revenues have increased from $35 billion to $63.5 billion and net profit has more than doubled. Nooyi is recognized as an influential leader who has received several honors and awards.
By Professor Dr. Ir Ujang Sumarwan, Professor in Consumer Behaviour, Graduate Program of Management and Business - IPB, presented at the International Life Sciences Institute Regional Seminar on Understanding Consumer Behaviour, Jakarta, 11 May 2015
10 Most Dynamic Business Leaders in Healthcare and Lifescience Industry - 202...Swiftnlift
I am Dr Chandrashekhar Thodupunuri. I did my MBBS at Prathima Institute of Medical Sciences, and I pursued my postgraduate diploma in clinical cardiology from Apollo Hospital, Hyderabad. I worked at Apollo Hospital, Global Hospital and Archana Hospital as a cardiologist. My career took a significant turn when my child got diagnosed with autism. In pursuit of a solution for her condition, I did a fellowship program at the Medical Academy of Pediatrics, Special Needs in the USA. My research about autism taught me that it is preventable. This possibility made me leave my cardiology career and pushed me into autism research.
Anton Neethling Senior and Anton Neethling jr., the Founders of EBA Health and Wellness, started EBA Health and Wellness Centers (pty) ltd with the vision of healing peoples cause of disease instead of treating the symptoms - www.ebahealth.co.za
The document discusses the history and background of IBN SINA Pharmaceutical Industry Ltd. It describes how the company was founded in 1983 as a private limited company on 15 acres of land outside Dhaka. It became a public limited company in 1989, with 50% ownership by IBN SINA Trust and 50% public shares. The company started commercial production in 1986 with a few pharmaceutical products. It has since grown to become a reputed pharmaceutical company in Bangladesh, achieving quality and ethical standards in its medicines.
This document is the magazine "Wassup" from Ogilvy & Mather Asia Pacific. It features interviews with doctors across Asia who discuss rising health issues in their countries. In China, an endocrinologist notes a sharp rise in diabetes patients due to diet and lifestyle changes from economic development. In Sri Lanka, a pediatrician shares alarming statistics on child malnutrition affecting nearly 1/3 of children, caused by factors like poverty, disease, and inadequate nutrition. The magazine aims to provide cultural insights to businesses operating in Asia by highlighting important social trends.
FusionExcel is a global multi-million dollar company that sells scalar energy products in over 160 countries. It operates through country licensees and has over 3.5 million members. The company aims to provide health, wealth and happiness to people worldwide by putting its quantum products in every hand and on every phone. It was founded in 2005 and its success is driven by its founders and principles of integrity, competency and compassion.
The world, as we know, has changed. It has become imperative for the governments, employers, workers' organizations, and the global community to adopt workforce protection measures in the fight against COVID-19. These organizations should strengthen capacities to protect health workers and emergency responders, providing them with Occupational Health Services, thus ensuring occupational health and safety. Health workers are at the front line of the COVID-19 outbreak response and hence exposed to hazards that put them at a high risk of infection. Hazards include pathogen exposure, long working hours, psychological distress, fatigue, occupational burnout, stigma, and physical and psychological violence.
As the crisis is set to deepen in the coming months, the absence of adequate protection measures has further amplified the fear of COVID-19 infection and hence put a huge strain on the mental health and psychosocial aspects of health workers. All these have resulted in high rates of absenteeism/absconding and depletion of the Health Workforce. What best practices could safeguard the most precision resource against the COVID-19 outbreak – the healthcare workers? How can we build resilience and boost morale among our health workers?
Here's the webinar "Caring for Caregivers – COVID-19 Crisis and Best Practices for Healthcare Organizations" hosted by QurHealth, a division of GMI, a Chennai-based Health-tech, Research and Innovation Center for Ventech Solutions, USA. QurHealth’s Family Health Book Suite goFHB is a clinical data digitalization & management solution for healthcare organizations that enables them to send patient health records over myFHB application to their patients. Our last three webinars saw 400+ registrations and 250+ delegates participating and promoting active discussion on industry-specific subjects. The upcoming webinar with Healthcare experts will focus on “Caring for Caregivers” addressing the queries and doubts in the minds of healthcare workers and organizations on best practices for healthcare organizations against the COVID-19 crisis.
In this edition of “The Most Influential Leader in Healthcare,” we crossed our paths with Dr R. Kishore Kumar, the Chairman of Cloudnine Hospitals, whose journey to revolutionise maternity and new-born care in India, on par with international standards, is noteworthy.
The document summarizes the Global Landscapes Conference 2015 taking place on April 16-17 at King's College. The interdisciplinary conference will bring together scholars, educators, students, and community members to examine important issues and find sustainable solutions. The objective is to promote discussion of research topics across different fields. The agenda includes opening and keynote addresses, concurrent sessions on various topics, and presentations of student posters. Presenters will discuss issues related to healthcare, technology, literature, accounting, economics, entrepreneurship and more.
Peadiatric protocol malaysia 3rd editionMuhamad Hilmi
This document provides an introduction and table of contents for the third edition of the "Paediatric Protocols For Malaysian Hospitals" book. The introduction acknowledges contributions from various pediatric experts and organizations. It describes the book's aim of equipping frontline doctors with guidance on managing common pediatric emergencies. The table of contents outlines over 50 chapters organized across sections on general pediatrics, neonatology, respiratory medicine, cardiology, neurology, and endocrinology. The chapters will provide clinical protocols and guidelines for treating various pediatric medical conditions.
This document provides an overview of the third edition of the "Paediatric Protocols For Malaysian Hospitals" book. It lists the contributors to the third edition and contains a table of contents that outlines the various sections and chapters covered in the book, including general paediatrics, neonatology, respiratory medicine, cardiology, neurology, and endocrinology. The book is intended to provide clinical protocols and guidelines for common paediatric conditions and emergencies to help young doctors working in district hospitals and health clinics in Malaysia. It has been well-received by clinicians and its previous editions have been widely used.
The document discusses the regulation of functional foods in Japan, called FOSHU (Foods for Specified Health Uses). It outlines the evolution of FOSHU regulations in Japan, from initial research in 1984 to establish a definition of functional foods and their tertiary physiological functions, to the current regulatory system. It notes that Japan was the first country to establish strict approval and marketing procedures for functional foods. Accurate labeling of functional foods is important so consumers understand the health benefits being claimed.
This document appears to be a project report submitted by Ankit Gupta and Anuj Agrawal to their professor Radhika Sahni at Indore Indira Business School in partial fulfillment of their Post Graduation Diploma in Management. It includes a certificate signed by the professor, an acknowledgment, declaration, and sections describing Apollo Hospitals and Aditya Birla Memorial Hospital, their histories, services offered, and missions.
The document is a training report submitted by Bipul Deka detailing his four week industrial training at Ozone Pharmaceuticals Ltd in Guwahati, India. It includes an introduction to Ozone Pharmaceuticals describing its founding, mission, and various divisions. It then describes the key production sections at Ozone including tablet manufacturing processes, equipment used, and coating methods. The report provides an overview of Bipul Deka's training and observations at Ozone Pharmaceuticals' production facilities.
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The document provides details on developing a new business plan for mushroom chips. Key points include:
- The main ingredients will be mushrooms, which are a good source of nutrition. Mushroom chips will offer a new flavor and taste in the snack market.
- The target market segments are children, teenagers, and young people in Dhaka, as it is a large potential market.
- Major competitors include brands like sun chips and potato crackers. The business aims to differentiate itself through unique flavors and nutrition from the mushrooms.
- Financial projections are provided over three years from the startup to growth and maturity stages. The plan is to eventually turn the business into a profitable "cash cow."
This document provides an overview of the history and evolution of the field of pedodontics. It discusses how pedodontics began to emerge as a distinct field in the 1700s through pioneers like Robert Burton. It outlines the founding of important organizations over time, such as the American Society of Dentistry for Children in 1940 and the American Academy of Pediatric Dentistry in 1984. The document also reviews the history of pedodontics in other countries and regions, as well as its evolution in India beginning in the 1920s. Overall, the document traces how pedodontics has matured from its origins into a well-established specialty focused on comprehensive oral healthcare for children.
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1) Dr. ML Goenka established the first IVF center in Northeast India in Guwahati in 1990 after extensive training abroad and struggling for two years to procure equipment.
2) The Institute of Human Reproduction (IHR) in Guwahati has since delivered over 5,000 babies through IVF and provides a wide range of fertility treatments.
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This document contains the curriculum vitae of Prof. dr. Winston Franklin Theodorus Warouw. He was born in 1941 in Gorontalo, Indonesia and currently holds positions as a professor of dermatology and venereology, director of several health institutes, and advisor to several hospitals. The CV outlines his education history, career experiences from 2013-2017 including research, publications, presentations and community activities. It also provides his contact information.
Indra Nooyi is an Indian-American business executive who has served as the CEO of PepsiCo since 2006. She is the first woman, first Indian-American, and immigrant to head a Fortune 500 company. During her time as CEO, PepsiCo's annual revenues have increased from $35 billion to $63.5 billion and net profit has more than doubled. Nooyi is recognized as an influential leader who has received several honors and awards.
By Professor Dr. Ir Ujang Sumarwan, Professor in Consumer Behaviour, Graduate Program of Management and Business - IPB, presented at the International Life Sciences Institute Regional Seminar on Understanding Consumer Behaviour, Jakarta, 11 May 2015
10 Most Dynamic Business Leaders in Healthcare and Lifescience Industry - 202...Swiftnlift
I am Dr Chandrashekhar Thodupunuri. I did my MBBS at Prathima Institute of Medical Sciences, and I pursued my postgraduate diploma in clinical cardiology from Apollo Hospital, Hyderabad. I worked at Apollo Hospital, Global Hospital and Archana Hospital as a cardiologist. My career took a significant turn when my child got diagnosed with autism. In pursuit of a solution for her condition, I did a fellowship program at the Medical Academy of Pediatrics, Special Needs in the USA. My research about autism taught me that it is preventable. This possibility made me leave my cardiology career and pushed me into autism research.
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The document discusses the history and background of IBN SINA Pharmaceutical Industry Ltd. It describes how the company was founded in 1983 as a private limited company on 15 acres of land outside Dhaka. It became a public limited company in 1989, with 50% ownership by IBN SINA Trust and 50% public shares. The company started commercial production in 1986 with a few pharmaceutical products. It has since grown to become a reputed pharmaceutical company in Bangladesh, achieving quality and ethical standards in its medicines.
This document is the magazine "Wassup" from Ogilvy & Mather Asia Pacific. It features interviews with doctors across Asia who discuss rising health issues in their countries. In China, an endocrinologist notes a sharp rise in diabetes patients due to diet and lifestyle changes from economic development. In Sri Lanka, a pediatrician shares alarming statistics on child malnutrition affecting nearly 1/3 of children, caused by factors like poverty, disease, and inadequate nutrition. The magazine aims to provide cultural insights to businesses operating in Asia by highlighting important social trends.
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Peadiatric protocol malaysia 3rd editionMuhamad Hilmi
This document provides an introduction and table of contents for the third edition of the "Paediatric Protocols For Malaysian Hospitals" book. The introduction acknowledges contributions from various pediatric experts and organizations. It describes the book's aim of equipping frontline doctors with guidance on managing common pediatric emergencies. The table of contents outlines over 50 chapters organized across sections on general pediatrics, neonatology, respiratory medicine, cardiology, neurology, and endocrinology. The chapters will provide clinical protocols and guidelines for treating various pediatric medical conditions.
This document provides an overview of the third edition of the "Paediatric Protocols For Malaysian Hospitals" book. It lists the contributors to the third edition and contains a table of contents that outlines the various sections and chapters covered in the book, including general paediatrics, neonatology, respiratory medicine, cardiology, neurology, and endocrinology. The book is intended to provide clinical protocols and guidelines for common paediatric conditions and emergencies to help young doctors working in district hospitals and health clinics in Malaysia. It has been well-received by clinicians and its previous editions have been widely used.
The document discusses the regulation of functional foods in Japan, called FOSHU (Foods for Specified Health Uses). It outlines the evolution of FOSHU regulations in Japan, from initial research in 1984 to establish a definition of functional foods and their tertiary physiological functions, to the current regulatory system. It notes that Japan was the first country to establish strict approval and marketing procedures for functional foods. Accurate labeling of functional foods is important so consumers understand the health benefits being claimed.
This document appears to be a project report submitted by Ankit Gupta and Anuj Agrawal to their professor Radhika Sahni at Indore Indira Business School in partial fulfillment of their Post Graduation Diploma in Management. It includes a certificate signed by the professor, an acknowledgment, declaration, and sections describing Apollo Hospitals and Aditya Birla Memorial Hospital, their histories, services offered, and missions.
The document is a training report submitted by Bipul Deka detailing his four week industrial training at Ozone Pharmaceuticals Ltd in Guwahati, India. It includes an introduction to Ozone Pharmaceuticals describing its founding, mission, and various divisions. It then describes the key production sections at Ozone including tablet manufacturing processes, equipment used, and coating methods. The report provides an overview of Bipul Deka's training and observations at Ozone Pharmaceuticals' production facilities.
Similar to Ppt bs strategic direction of bsg, 2011 2013, 55 slides (20)
2. 1. Pada jaman Jepang thn 1944 saya dan Adik saya karmila duduk dikelas 2 SD, sekolah
Tionghoa. Sewaktu ujian Tinghsieh saya mendapatkan angka 5 dan karmila 8. Saya
dipanggil depan kelas dan dbikin malu sama gurunya. Sejak itu saya selalu ingin
menjadi nomer satu.
2. Sewaktu di FKUI saya menjadi asisten di Bgn Farmakologi dan thn 1958 dpt beasiswa
utk belajar di UCSF dan berhasil mendapatkan gelar PhD pada tahun 1961. Suasana
demokrasi di USA sangat mempengaruhi hidup saya.
3. Sekembali saya pd 1961 maka saya ingin terus melakukan penelitian tetapi keadaan
TIDAK kondusif karena tidak ada dananya. Saya pd waktu itu tahun 1962 datang pada
Pak Wim Kalona (pemilik dan direktur DUPA) minta dana R&D untuk skrin tanaman obat.
Yang mengesankan saya adalah bahwa dia TIDAK banyak tanya dan langsung
memberikan dana yang diminta (sekitar 30 juta Rp uang sekarang). Hal ini yang
kemudian MEMICU SAYA untuk juga ingin mendirikan PABRIK FARMASI. Saya
bersama teman dokter muda Bgn Biologi thn 1963 berusaha mendirikan pabrik farmasi
ttpi gagal. Kmdn thn 1964 sekali lagi bersama dr Yan Tan dan Kwa pemilik apotik Usada
sekali lagi berusaha ttpi juga gagal.
4. Sewaktu saya mewakili rapat Kpl Bgn di FKUI thn 1963, ditawarkan untuk kunjungan
ilmiah ke RRC saya menerima dan berangkat ke Beijing dan Pyongyang. Karena
keberangkatan ini maka saya pd Oktober tahun 1965 sewaktu Gestok disekors selama 1
tahun. Karena banyak waktu maka saya bikin bermacam obat bersama adik saya
FBA.
5. Karena disekors maka dr Kho Tjok Khing menawarkan kpd saya untuk bekerja di
Enzypharm Holland. Sewaktu sdh mau berangkat Kakak saya drg Setiady
KEBETULAN mampir dan menanyakan mau kemana? Kmdn dia usulkan untuk
bersama mendirikan usaha Farmasi.
Dgn demikina maka pada achirnya karena LIMA KEBETULALN INI kalbe farma
didirikan pada 10 September 1966.
3. 1. The Trigger that started Kalbe Farma,
1963-1966
2. Key Success Factors, 1966-1977
3. Diversification period, 1977-1994
4. Consolidation and Pre-crisis, 1995-
2000
5. Crisis and Survival, 2001-2007
6. Act Local, Go Regional and Think
Global, 2007-2015
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 3
4. A meeting with Drs Wim Kalona in 1962 (Owner-
Director of P.T.DUPA) to apply for a Research Grant
amounting to about 30 million Rp. todays worth,
triggered the idea to start a pharmaceutical company
In 1963, first trial to start a company called
FARMINDO, with colleagues from the BIOLOGY Dept.
but survived only for 3 months
In 1964, tried a second time with dr.Jan Tan
(Pharmacologist) and Kwa (business man), but
survived only a few months
In 1966 with the help of my brothers and sisters, at
last, we succeeded to form Kalbe Farma
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 4
5. Founded at September 10th, 1966.
Started its operation in a modest garage at
Jalan Simpang I No. 1, Tanjung Priok.
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 5
6. The Founders were driven by a keen desire
to take part in the national development,
particularly in promoting the welfare of
people through medical care.
Motto : “The Scientific Pursuit of Health
for a Better Life”.
Within a short time the Company was able
to win a fair market share and opened two
representatives offices in Bandung and
Surabaya in 1969.
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 6
7. Distribution
Network developed so fast that by
1974 the whole Country was practically covered.
The Company moved from the old premises to
Jalan Jendral A. Yani (Pulomas) and later on to
Cikarang.
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 7
8. In 1977 within 11 years, the Company was able
to become the largest pharmaceutical company
in Indonesia (IMS report).
In
1991 the Company became a public company
and was listed on the Jakarta Stock Exchange
and Surabaya Stock Exchange.
Now in 2012 we have over 16,000 employees
and a marketing and sales force of 6,000
covering 80% of the Indonesian consumer health
and 100% of the Indonesian prescription
pharmaceutical market.
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 8
9. 1. The RIGHT time, because in 1966 the
Suharto Gov. opened the doors for foreign
investment.
2. The RIGHT products and RIGHT pricing,
because as a pharmacologist and practising
physican I knew the needs of doctors
3. The RIGHT marketing strategy, following the
footsteps of the foreign companies by
promotion through Medical Reps.
4. The RIGHT company strategy by
Professionalizing our team from the beginning
5. The RIGHT and BRIGHT people to run the
company
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 9
10. Falsafah perusahaan merupakan dasar existensi dan sudah
mencakup visi dan misi perusahaan
Falsafah Kalbe Farma adalah sebagai berikut:
1. Tujuan perusahaan adalah “Survival through
Continuous , Sustainable Growth and Adaptation”
2. Perusahaan harus mampu terus “survive” untuk para
“stakeholders”
3. Perusahaan mampu “survive” karena
Kwalitas SDM nya harus DJITU, C10, PBFWUSI
4. Terus mampu mengembangkan dan me-
manfaatkan IPTEK
5. Menganut strategi “Participative Innovative
Management”
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 10
11. Provide a wide range of innovative
pharmaceutical and health food products.
Large network of marketing, promotion
and distribution teams.
Cover segments from lowest to upper
class level of society.
Develop strategic alliances with world-
wide partners.
Profesionalization since the early
stages
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 11
12. 1. KWALITAS Pimpinan dan Karyawan
2. Yang paling penting IQ, EQ, SQ, SQ, LQ,
PQ
3. Manusia DJITU
4. Manusia 5A
5. Manusia 10 C
6. Manusia PBFWUSSI
7. Strategi 5C
8. Strategi 5S
Contoh: ASTRA, Microsoft, Roche, Ford ,
Pfizer, Wallmart, Toyota, Apple, etc.
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 12
13. 1. D = DISIPLIN dan DEDIKASI
2. J = JUJUR dan JELI
3. I = INOVATIF dan INISIATIF
4. T = TULUS dan TANGGUNG
JAWAB
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
5. U = ULET dan UNGGUL 2010, UMN 13
14. 1. ADAPT, adaptasi dgn lingkungan
2. ADOPT, menyesuaikan dan mengambil
alih kebiasaan lingkungan dan budaya
3. ALIGN, membentuk barisan yang solid
4. AGREE, menyetujui secara mendalam
5. ACTION, semuanya harus menjurus
kesuatu TUJUAN yang harus dicapai
secara terintegrasi.
15. 1. 4 C = CARE, CAPABLE,
COURAGEOUS and CREATIVE
2. 3 COM= COMMITTED, COMMON-
SENSE and COMMUNICATIVE,
3. 3 CON= CONNECTIVITY, CONFIDENT
and CONSISTENT
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 15
16. 1. PROACTIVE
2. Begin With the END in MIND
3. First Things First (Prioritize)
4. WIN-WIN
5. Understand to be Understood
6. SYNERGIZE
7. Sharpen the Saw
8. Inspire your Workers and Customers
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 16
17. 1. Company: SWOT your company
2. Customer: know and define your
customers
3. Competitors: identify and know your
competitors
4. Country: understand the political and
social conditions of your country
5. Currency: always borrow in your
country’s currency
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 17
18. To achieve SPEED
1. You must be SMART
2. You must SIMPLIFY
3. Create a SYSTEM
4. Create a SUITABLE
5. SOLID Team
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 18
19. Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 19
20. Kalbe was established in 1966 and has a long track record of
sustainable growth
Inception and Entrepreneurial
Enhanced Focus and Consolidation Globalization
Driven Expansion
1996–2005 2006–2015
1966–1995
1966 1977 1981 1985 1989 1991 1993 1994 1996 1997 2005 62006 2007 2009
1985: 1989: 1991: 1994: 2005: 2007:
1966: 1977:
Acquir Kalbe
Launch of new corporate logo as part
Igar Entered Consolidation of of transformation process
Company Dankos ed Jaya Farma energy 1996: Kalbe Group Products enter every ASEAN countries
founded Lab Bintan and IPO drink
1997: (except Laos)
Disposed Opening of the Stem Cell and Cancer
g business of 50% of Disposed of
Danko Kalbe’s
Institute
Toedjo EPM IPO Implementation of end-to-end supply
s IPOs 1993: food remaining 50% chain management
e& Integrate information technology
Hexph
Acquired business ownership in PT systems
arm Sanghiang (PT Bukit Bukit Manikam 2006:
1981: Perkasa Manikam Expand regional footprint
Spin-off the Sakti to Arnotts Build global brands and
and Sakti) to Disposed glass infrastructure
distribution consolidat Arnotts Scale through mergers and
business to packaging acquisitions
1000
ed division to Proprietary drug development 10000
PT Enseval nutritional Global partnerships and networks
due to Schott
business Acquired Woods
800 governmen to 8000
t regulation Peppermint
Sanghiang
(USD mm)
brand
(IDR bn)
600 Perkasa 6000
Acquired 80% of
400 Saka Farma 4000
200 2000
0 0
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
sales USD Sales IDR
Kalbe Farma dan Technopreneurship 20
dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 20
21. Business strategy is ...
• the group of dynamic, integrated
decisions that position the business in
its competitive environment
R&D Strategy
Marketing Strategy (5P) • Basic and applied
• Product/market definition
• Pricing
research
• Product/process
Objectives
• Distribution/Placement innovation 1. Growth
• Promotion • Lead or follow 2. Profitability
• Customer support/People
Production 3. Diversification
Strategy Financial 4. Innovation
Legal Strategy Strategy
• Intellectual property • Facilities 5. Market share
• Integration • Capital structure
protection
• Cash flow 6. Working
• Corporate • Capacity
• Quality
environment
• Production 7. Corporate
technology citizenship
• Operations control
• People management
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 21
22. Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14, 22
23. D = DEDIKASI dan DISIPLIN
I = INTEGRITY
P = PELUANG
E = EXCELLENCE
R = RISIKO
I = INNOVATIF
K = KERJA KERAS
S = SIGAP
A = ACTION
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 23
24. Green On the go
Environmen lifestyle Prevention
t & Natural
Aging
Managemen
t
“Theranostics
Value for ”
Growth in money
Social
Networking
Young
population
our most
potential market
25. Nano Capsules for
DNA Testpack Nano Medicines Endoscopies Stem Cell Proteomic
Personalized
Healthcare Nano Technology Biotechnology
Blood Glucose
Meter
Medicine Intake
Reminder
WiMax
Stem Cell Technology for
Remote Diagnostic Molecular Regeneration andBeauty Genomic Scan to
and Wellness Support Technology Improve Baby Quality
26. Income Shift
2004 2030
Source: Berita Resmi Statistik No. 45/07/Th. XIII, 1 Juli 2010, BPS
27. Total Expenditure on Health as % of GDP
Indonesia 2.5
2.5
Philippines 3.2
2.0
Malaysia 4.2
China 4.7
1.5
India 5.0
1.0 Vietnam 6.0
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
- 1.0 2.0 3.0 4.0 5.0 6.0 7.0
Source: WHO National Health Accounts database, September
Source: The World Bank 2008
5% from Indonesia
APBN for Health Budget SJSN
28. 28
BSG Strategic Intent
WBAWI We are an Innovative Health Care Business
providing Health Care Products & Its Related
Services
Mission To improve health for a better life
To be the best Indonesian Health Care company
Vision
driven by innovation, strong brands and excellent
management
1.Sustainable Growth
Strategy
2.Innovation
3.World Class Competence & Organization
Values We believe in :
Trust, Mindfulness, Innovation, Strive to be the
best, Interconnectedness
30. Corporate FA, Tax & Treasury
Financial assumption for budget 2013
• Inflation 6.5%
• GDP Growth 6%
• Exchange Rate (End Dec2010: 9,000) 9,000
• Interest rate for Time Deposit Gross (IDR) 7%
• Interest rate for Time Deposit Gross (USD) 2%
• Interest rate for Bank Loans (IDR) 10%
• Interest rate for Bank Loans (USD) 7%
• RM Price Index 1.02
31. Corporate FA, Tax & Treasury
1. FINANCE & ACCOUNTING FUNCTION
a) Reporting & Analysis. Ensure
clarity, simplicity, transparency, accountability and
compliance to standard / policies.
• Financial Report & Analysis in accordance with standard
format and time schedule defined by Corp FA. Reports
consist of :
• Standard Financial Reports (BS, PL, CF)
• Executive Summary, highlight & analysis of financial
KPI and key aspects to support
“business/management” performance
• Other financial information to support decision
making.
• Comply with Relevant Generally Accepted Accounting
Standard, IFRS 2012 and other regulation issued by other
regulatory bodies such as BAPEPAM, Directorate General
32. Corporate FA, Tax & Treasury
1. FINANCE & ACCOUNTING FUNCTION (Con’t)
• Audited Financial Report
• Financial reports should be audited by external
auditors appointed by Corp FA and completed in
accordance with the agreed audit time table.
• Submit original audited Year-End Financial Reports for
documentation purpose and copy of Management
Letter issued by External Auditor to get insight where
Corp FA could assist in area of improvement
33. Corporate FA, Tax & Treasury
1. FINANCE & ACCOUNTING FUNCTION (Con’t)
b) System & Procedure
To improve efficiency in administration process and
effectiveness in finance administration control, Companies
should :
• Have Finance and Accounting SOP Manual which sets out
all implemented Finance and Accounting system &
procedures.
• Comply with general guidance provided by Corp FA
(example: COA).
• Implement proper documentation and filing system in
each SBU/company (refer to Tax Regulation)
34. PEMAPARAN PROF. DR. BOEDIONO
FAKULTAS EKONOMI
UNIVERSITAS INDONESIA
JAKARTA, 14 SEPTEMBER 2009
35. Sumbu Kiri Sumbu Kanan
12 % yoy Left Hand Scale Right Hand Scale % yoy
India 13
9
China
Indonesia Vietnam 9
6
Malaysia 5
3 Korea
1
0
Japan -3
-3
Thailand -7
-6
-9 Singapore -11
Taiwan
2005 Source:Bloomberg
2006 2007 2008 2006 2007 2008 2009
-12 -15
Sumber:2005
Bloomberg 2006 2007 2008 35 2005 2006 2008 2009
36. 36
Penguatan daya saing terletak pada pembangunan infrastruktur:
1. Pembangunan infrastruktur fisik, terutama yang dapat menurunkan biaya
transport dan biaya logistik di dalam negeri.
2. Pembangunan infrastruktur lunak:
• Aturan Main : Agar kegiatan ekonomi baik dari sisi produksi maupun pergerakan
barang dan jasa dapat berlangsung dengan biaya transaksi minimum.
• Birokrasi : Reformasi untuk mengurangi hambatan dan ekonomi biaya tinggi.
3. Pembangunan infrastruktur sosial
• Perekonomian akan lebih tahan krisis jika terdapat sistem jaring pengaman sosial
yang memproteksi keluarga miskin sekaligus menciptakan kohesi sosial.
4. Pentingnya kreativitas
37.
38.
39.
40.
41.
42.
43. More Connected World
Smarter and More
Cheaper transportation Demanding Consumer
cost Feel “cool” if spend cheaply
Technology Revolution Real Time Media
Outsourcing
Cheaper communication
cost
Productivity Increase
Hypercompetition
Merger and Acquisition Internet Based Pricing
Massive
Over-Capacity
Globalization and cheap revolution has been speed up by the economic
crisis 43
44. Indonesia Demographic
Indonesia most ACTIVE age group (20-39) will continue to grow and will be a dominant
age group with 31% of total population (almost 90 million people) within the next 10
years.
80+
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
14,000 12,000 10,000 8,000 6,000 4,000 2,000 - - 2,000 4,000 6,000 8,000 10,000 12,000 14,000
Thousands Thousands
Male-2000 Male 2020 Female-2000 Female 2020
Indonesia SEC (Nielsen 2006)
A 9%
B 10%
C&D 65%
E 16% 44
45. Three Generic Strategy
1. Operational Excellence or Cost Leadership
Provide middle-of-the market products at the best price with
the least inconvenience low price and hassle-free service.
Standardized assets and efficient operating procedures.
Strong team player.
Highly automated systems, including related databases and
applications.
Deliver superior basic service by:
o Making hassle-free basic service as a key part of their value.
o Support efficient, zero-defect service.
o Effectively exploited information technology to redesign basic
service tasks.
The goal is to achieve growth.
45
47. Three Generic Strategy
• 2. Product Leadership
Concentrate on offering products that push performance
boundaries continue to innovate year after year, product cycle
after product cycle
Driven by the talents of key individuals who developed and
marketed breakthrough.
Manage a portfolio of development activities concentrate
resources on the opportunities with the greatest potential to hit
big.
Employ structure and process:
o Keep people on track by organizing the work in a series of well-
paced challenges, each with a clearly defined outcome and tight
deadline.
o Create business structures that don’t oppress.
o Stress procedure where it pays the biggest dividend.
47
48. ThreeGeneric Strategy
3. Customer Intimacy
Focus on delivering not what the market wants but
what specific consumers want.
As a service company, we need to focus on
“Customer Service & Customer Relation” PROVIDE
SOLUTIONS TO CUSTOMER NEEDS
48
49. Focus on delivering what specific consumers want, not
what the market wants
Do not pursue one-time transactions, but cultivate
relationships
Specialize in satisfying unique needs, which can only be
recognized by virtue of close relationship and intimate
knowledge of the customer
Proposition to the customer:
We have the best solution for you
We provide all the support you need to achieve optimum
results and/or value from whatever products you buy
We have to do better and better for our 49
50. The operating model of customer intimacy:
– Deep customer knowledge and insights about the client’s
understanding process.
– Produce unmatched value for clients who don’t necessarily want
the very latest product, but just the best result and help in
obtaining it.
– The business depends on a stream of products that represent
evolutionary improvement, not evolutionary change.
The management of people:
– The employees are adaptable, flexible and multitalented, allowing
them to delivery reasonable responses; a mixture of seasoned and
inventive people.
Hollow delivery system:
– The strength lies not in what we own, but in what we know and
how we coordinate expertise to deliver solutions. 50
51. Creating deep relationships:
– A steady client is a lasting assets; a one-time client is a poor
investment.
– Deepen and broaden areas of client support to deepen the
relationship.
Exploiting the value leadership advantage:
– Search for new areas of mutual cooperation, new untapped potential
within the client organization.
Solution
– To offer clients:
o Expertise that drives client performance.
o A willingness to share in clients’ risks.
o Real, meaningful tailoring and customization of products
and services, not useless “value-added” service.
51
53. Take Home Points
• Innovation is Key to Growing and Maintaining a
Country’s Competitive Position in the Global Economy
and to address Global Challenges
• Collaboration is Essential for Innovation as Small
and Large Businesses, Universities, and Research
Institutes Contribute to Regional Growth and Job
Creation
• New Institutions and New Incentives, are
increasingly important to foster innovation and
collaboration
• Create more ENTREPRENEURS, with high
IQ, EQ, SQ, SQ, PQ and LQ
• FUNDS for R&D must be INCREASED
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July
14, 2010, UMN 53
54. 1. Indonesia must move from a Resource Based to a
KNOWLEDGE Based Economy
2. Innovation, New Ideas, New Products, New
Markets, and New Strategies are the Growth Drivers of
companies
3. Investment in R&D increases share value of
companies, especially Pharmaceutical Companies
4. People with Entrepreneurial talent, Smart, high
Integrity and Creativity is the Key to Improved Prosperity
5. Only Companies and community based
active organizations can Create Wealth.
Governments must create a conducive environment for
business
6. A close Collaboration between
Industries, Academic Institutions and the
Government (ABCG) is essential to improve
PROSPERITY
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July
14, 2010, UMN 54
55.
56. Thank
You
5.- Live with the 3 E’s:
Energy, Enthusiasm and Empathy.