Tantangan dan Solusi sektor Migas_Berly.pptx
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Panel data econometrics is one of the most exciting fields in econometrics today. The possibility of modeling more realistic behavioral hypotheses and challenging methodological issues, together with the increasing availability of panel data have led to the phenomenal proliferation of studies on panel data. This edition is a substantial revision of the second edition. Two new chapters on modeling cross-sectionally dependent data and the dynamic system of equations have been added. Some of the more complicated concepts have been further streamlined and new material on correlated random-coefficients models, pseudo-panels, duration and count data models, quantile analysis, alternative approaches for controlling the impact of unobserved heterogeneity in nonlinear panel data models, inference with data having both large cross section and long time series, etc. have been incorporated into existing chapters. It is hoped that the present version can provide a reasonably comprehensive, coherent, and intuitive review of panel methodologies that are useful for empirical analysis. However, no single monograph can do justice to the huge amount of literature in this field. I apologize for any omissions of the important contributions in panel data analysis. Since the publication of the first edition of this monograph in 1986, there has been a phenomenal growth of articles dealing with panel data. According to the Social Science Citation Index, there were 29 articles related to panel data in 1989. But in 1997 there were 518; in 1998, 553; and in 1999, 650. The increasing attention is partly due to the greater availability of panel data sets, which can better answer questions of substantial interest than a single set of cross-sectional or time series data can, and partly due to the rapid growth in computational power of the individual researcher. It is furthermore motivated by the internal methodological logic of the subject (e.g., Trognon (2000)). The current version is a substantial revision of the first edition. The major additions are essentially on nonlinear panel data models of discrete choice (Chapter 7) and sample selection (Chapter 8); a new Chapter 10 on miscellaneous topics such as simulation techniques, large N and T theory, unit root and cointegration tests, multiple level structure, and cross-sectional dependence; and new sections on estimation of dynamic models (4.5–4.7), Bayesian treatment of models with fixed and random coefficients (6.6–6.8), and repeated cross-sectional data (or pseudopanels), etc. In addition, many of the discussions in old chapters have been updated. For instance, the notion of strict exogeneity is introduced, and estimators are also presented in a generalized method of moments framework to help link the assumptions that are required for the identification of various models. The discussion of fixed and random effects is updated in regard to restrictions on the assumption about unobserved specific effects, etc
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Models_of_Competition.ppt
Economists have identified four types of competition—perfect competition, monopolistic competition, oligopoly, and monopoly. Perfect competition was discussed in the last section; we’ll cover the remaining three types of competition here.
Monopolistic Competition
In monopolistic competition, we still have many sellers (as we had under perfect competition). Now, however, they don’t sell identical products. Instead, they sell differentiated products—products that differ somewhat, or are perceived to differ, even though they serve a similar purpose. Products can be differentiated in a number of ways, including quality, style, convenience, location, and brand name. Some people prefer Coke over Pepsi, even though the two products are quite similar. But what if there was a substantial price difference between the two? In that case, buyers could be persuaded to switch from one to the other. Thus, if Coke has a big promotional sale at a supermarket chain, some Pepsi drinkers might switch (at least temporarily).
How is product differentiation accomplished? Sometimes, it’s simply geographical; you probably buy gasoline at the station closest to your home regardless of the brand. At other times, perceived differences between products are promoted by advertising designed to convince consumers that one product is different from another—and better than it. Regardless of customer loyalty to a product, however, if its price goes too high, the seller will lose business to a competitor. Under monopolistic competition, therefore, companies have only limited control over price.
Oligopoly
Oligopoly means few sellers. In an oligopolistic market, each seller supplies a large portion of all the products sold in the marketplace. In addition, because the cost of starting a business in an oligopolistic industry is usually high, the number of firms entering it is low.
Companies in oligopolistic industries include such large-scale enterprises as automobile companies and airlines. As large firms supplying a sizable portion of a market, these companies have some control over the prices they charge. But there’s a catch: because products are fairly similar, when one company lowers prices, others are often forced to follow suit to remain competitive. You see this practice all the time in the airline industry: When American Airlines announces a fare decrease, Continental, United Airlines, and others do likewise. When one automaker offers a special deal, its competitors usually come up with similar promotions.
Monopoly
In terms of the number of sellers and degree of competition, monopolies lie at the opposite end of the spectrum from perfect competition. In perfect competition, there are many small companies, none of which can control prices; they simply accept the market price determined by supply and demand. In a monopoly, however, there’s only one seller in the market.
2024 State of Marketing Report – by Hubspot
https://www.hubspot.com/state-of-marketing
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For example, 52% agree that technology and social media have a negative impact on mental health, but when broken out by race, 61% of Whites felt technology had a negative effect, and only 48% of Hispanics thought it did.
While technology has helped us keep in touch with friends and family in faraway places, it appears to have degraded our ability to connect in person. Staying connected online is a double-edged sword since the same news feed that brings us pictures of the grandkids and fluffy kittens also feeds us news about the wars in Israel and Ukraine, the dysfunction in Washington, the latest mass shooting and the climate crisis.
Hispanics may have a built-in defense against the isolation technology breeds, owing to their large, multigenerational households, strong social support systems, and tendency to use social media to stay connected with relatives abroad.
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When asked how individuals rate their mental health, men rate it higher than women by 11 percentage points, and Baby Boomers rank it highest at 83%, saying it’s good or excellent vs. 57% of Gen Z saying the same.
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Monopolistic Competition
In monopolistic competition, we still have many sellers (as we had under perfect competition). Now, however, they don’t sell identical products. Instead, they sell differentiated products—products that differ somewhat, or are perceived to differ, even though they serve a similar purpose. Products can be differentiated in a number of ways, including quality, style, convenience, location, and brand name. Some people prefer Coke over Pepsi, even though the two products are quite similar. But what if there was a substantial price difference between the two? In that case, buyers could be persuaded to switch from one to the other. Thus, if Coke has a big promotional sale at a supermarket chain, some Pepsi drinkers might switch (at least temporarily).
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Oligopoly
Oligopoly means few sellers. In an oligopolistic market, each seller supplies a large portion of all the products sold in the marketplace. In addition, because the cost of starting a business in an oligopolistic industry is usually high, the number of firms entering it is low.
Companies in oligopolistic industries include such large-scale enterprises as automobile companies and airlines. As large firms supplying a sizable portion of a market, these companies have some control over the prices they charge. But there’s a catch: because products are fairly similar, when one company lowers prices, others are often forced to follow suit to remain competitive. You see this practice all the time in the airline industry: When American Airlines announces a fare decrease, Continental, United Airlines, and others do likewise. When one automaker offers a special deal, its competitors usually come up with similar promotions.
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In terms of the number of sellers and degree of competition, monopolies lie at the opposite end of the spectrum from perfect competition. In perfect competition, there are many small companies, none of which can control prices; they simply accept the market price determined by supply and demand. In a monopoly, however, there’s only one seller in the market.
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Technology
For example, 52% agree that technology and social media have a negative impact on mental health, but when broken out by race, 61% of Whites felt technology had a negative effect, and only 48% of Hispanics thought it did.
While technology has helped us keep in touch with friends and family in faraway places, it appears to have degraded our ability to connect in person. Staying connected online is a double-edged sword since the same news feed that brings us pictures of the grandkids and fluffy kittens also feeds us news about the wars in Israel and Ukraine, the dysfunction in Washington, the latest mass shooting and the climate crisis.
Hispanics may have a built-in defense against the isolation technology breeds, owing to their large, multigenerational households, strong social support systems, and tendency to use social media to stay connected with relatives abroad.
Age and Gender
When asked how individuals rate their mental health, men rate it higher than women by 11 percentage points, and Baby Boomers rank it highest at 83%, saying it’s good or excellent vs. 57% of Gen Z saying the same.
Gen Z spends the most amount of time on social media, so the notion that social media negatively affects mental health appears to be correlated. Unfortunately, Gen Z is also the generation that’s least comfortable discussing mental health concerns with healthcare professionals. Only 40% of them state they’re comfortable discussing their issues with a professional compared to 60% of Millennials and 65% of Boomers.
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As seen in previous research conducted by ThinkNow, Asian Americans lag other groups when it comes to awareness of mental health issues. Twenty-four percent of Asian Americans believe that having a mental health issue is a sign of weakness compared to the 16% average for all groups. Asians are also considerably less likely to be aware of mental health services in their communities (42% vs. 55%) and most likely to seek out information on social media (51% vs. 35%).
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Social Media Marketing Trends 2024 // The Global Indie Insights
A report by thenetworkone and Kurio.
The contributing experts and agencies are (in an alphabetical order): Sylwia Rytel, Social Media Supervisor, 180heartbeats + JUNG v MATT (PL), Sharlene Jenner, Vice President - Director of Engagement Strategy, Abelson Taylor (USA), Alex Casanovas, Digital Director, Atrevia (ES), Dora Beilin, Senior Social Strategist, Barrett Hoffher (USA), Min Seo, Campaign Director, Brand New Agency (KR), Deshé M. Gully, Associate Strategist, Day One Agency (USA), Francesca Trevisan, Strategist, Different (IT), Trevor Crossman, CX and Digital Transformation Director; Olivia Hussey, Strategic Planner; Simi Srinarula, Social Media Manager, The Hallway (AUS), James Hebbert, Managing Director, Hylink (CN / UK), Mundy Álvarez, Planning Director; Pedro Rojas, Social Media Manager; Pancho González, CCO, Inbrax (CH), Oana Oprea, Head of Digital Planning, Jam Session Agency (RO), Amy Bottrill, Social Account Director, Launch (UK), Gaby Arriaga, Founder, Leonardo1452 (MX), Shantesh S Row, Creative Director, Liwa (UAE), Rajesh Mehta, Chief Strategy Officer; Dhruv Gaur, Digital Planning Lead; Leonie Mergulhao, Account Supervisor - Social Media & PR, Medulla (IN), Aurelija Plioplytė, Head of Digital & Social, Not Perfect (LI), Daiana Khaidargaliyeva, Account Manager, Osaka Labs (UK / USA), Stefanie Söhnchen, Vice President Digital, PIABO Communications (DE), Elisabeth Winiartati, Managing Consultant, Head of Global Integrated Communications; Lydia Aprina, Account Manager, Integrated Marketing and Communications; Nita Prabowo, Account Manager, Integrated Marketing and Communications; Okhi, Web Developer, PNTR Group (ID), Kei Obusan, Insights Director; Daffi Ranandi, Insights Manager, Radarr (SG), Gautam Reghunath, Co-founder & CEO, Talented (IN), Donagh Humphreys, Head of Social and Digital Innovation, THINKHOUSE (IRE), Sarah Yim, Strategy Director, Zulu Alpha Kilo (CA).
Trends In Paid Search: Navigating The Digital Landscape In 2024
The search marketing landscape is evolving rapidly with new technologies, and professionals, like you, rely on innovative paid search strategies to meet changing demands.
It’s important that you’re ready to implement new strategies in 2024.
Check this out and learn the top trends in paid search advertising that are expected to gain traction, so you can drive higher ROI more efficiently in 2024.
You’ll learn:
- The latest trends in AI and automation, and what this means for an evolving paid search ecosystem.
- New developments in privacy and data regulation.
- Emerging ad formats that are expected to make an impact next year.
Watch Sreekant Lanka from iQuanti and Irina Klein from OneMain Financial as they dive into the future of paid search and explore the trends, strategies, and technologies that will shape the search marketing landscape.
If you’re looking to assess your paid search strategy and design an industry-aligned plan for 2024, then this webinar is for you.
5 Public speaking tips from TED - Visualized summary
From their humble beginnings in 1984, TED has grown into the world’s most powerful amplifier for speakers and thought-leaders to share their ideas. They have over 2,400 filmed talks (not including the 30,000+ TEDx videos) freely available online, and have hosted over 17,500 events around the world.
With over one billion views in a year, it’s no wonder that so many speakers are looking to TED for ideas on how to share their message more effectively.
The article “5 Public-Speaking Tips TED Gives Its Speakers”, by Carmine Gallo for Forbes, gives speakers five practical ways to connect with their audience, and effectively share their ideas on stage.
Whether you are gearing up to get on a TED stage yourself, or just want to master the skills that so many of their speakers possess, these tips and quotes from Chris Anderson, the TED Talks Curator, will encourage you to make the most impactful impression on your audience.
See the full article and more summaries like this on SpeakerHub here: https://speakerhub.com/blog/5-presentation-tips-ted-gives-its-speakers
See the original article on Forbes here:
http://www.forbes.com/forbes/welcome/?toURL=http://www.forbes.com/sites/carminegallo/2016/05/06/5-public-speaking-tips-ted-gives-its-speakers/&refURL=&referrer=#5c07a8221d9b
ChatGPT and the Future of Work - Clark Boyd
Everyone is in agreement that ChatGPT (and other generative AI tools) will shape the future of work. Yet there is little consensus on exactly how, when, and to what extent this technology will change our world.
Businesses that extract maximum value from ChatGPT will use it as a collaborative tool for everything from brainstorming to technical maintenance.
For individuals, now is the time to pinpoint the skills the future professional will need to thrive in the AI age.
Check out this presentation to understand what ChatGPT is, how it will shape the future of work, and how you can prepare to take advantage.
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PepsiCo provided a safe harbor statement noting that any forward-looking statements are based on currently available information and are subject to risks and uncertainties. It also provided information on non-GAAP measures and directing readers to its website for disclosure and reconciliation. The document then discussed PepsiCo's business overview, including that it is a global beverage and convenient food company with iconic brands, $91 billion in net revenue in 2023, and nearly $14 billion in core operating profit. It operates through a divisional structure with a focus on local consumers.
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Social Media Marketing Trends 2024 // The Global Indie Insights
A report by thenetworkone and Kurio.
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http://www.forbes.com/forbes/welcome/?toURL=http://www.forbes.com/sites/carminegallo/2016/05/06/5-public-speaking-tips-ted-gives-its-speakers/&refURL=&referrer=#5c07a8221d9b
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Has your project been caught in a storm of deadlines, clashing requirements, and the need to change course halfway through? If yes, then check out how the administration team navigated through all of this, relocating 160 people from 3 countries and opening 2 offices during the most turbulent time in the last 20 years. Belka Games’ Chief Administrative Officer, Katerina Rudko, will share universal approaches and life hacks that can help your project survive unstable periods when there seem to be too many tasks and a lack of time and people.
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Tantangan dan Solusi sektor Migas_Berly.pptx
- 1. Tantangan dan Opsi Solusi Revitalisasi Sektor Migas Indonesia Berly Martawardaya Direktur Program INDEF dan Dosen Ekonomi Energi dan Mineral FEB UI
- 3. Mobil dan Motor Terus Bertambah 0 20 40 60 80 100 120 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Motor Mobil
- 4. Migas: Impor > Ekspor Migas 16 urun sejalan dgn harga minyak dunia yg lebih rendah.… 8 miliar n harga n harga uhi oleh an dgn menuhi gkat krn Perkembangan Impor & Konsumsi Minyak Neraca Perdagangan Migas 4.3 4.6 4.5 -6.7 -8.2 -7.3 -2.4 -3.6 -2.8 -10 -8 -6 -4 -2 0 2 4 6 Tw.I Tw.II Tw.III Tw.IV Tw.I Tw.II Tw.III Tw.IV Tw.I Tw.II Tw.III Tw.IV Tw.I* Tw.II* Tw.III* Tw.IV** 2015 2016 2017 2018 Ekspor Impor Neraca Migas miliar USD USD/barel Vol. Impor Minyak Pertumbuhan Kons. BBM Juta barel (%) Sumber: BPS
- 5. Lifting Migas turun 30 % sejak 2014 Sumber; SKK Migas
- 6. Defisit Migas Lemahkan Rupiah
- 7. Investasi Migas Turun Sejak 2013
- 8. Lelang Ladang Migas Tidak Laku
- 9. Investasi Migas di Indonesia Tidak Menarik Source: Fraser Institute – Global Petroleum Survey 2018
- 10. Perlu Kepastian Kebijakan Sumber: Survey PWC (2016)
- 11. Cadangan Migas di Indonesia Timur dan/atau offshore
- 12. Harga Minyak masih fluktuasi, Investor Wait and See
- 14. Governance in Upstream Oil and Gas Sector
- 15. Low Political Stability High Political Stability High Government Effectiveness Quadrant II Model: NOC DOMINATED, SEPARATION Contoh: Saudi Arabia, India Quadrant I Model: SEPARATION OF POWER Contoh: Norway, Malaysia Low Government Effectiveness Quadrant III Model: MINISTRY DOMINATED, NOC DOMINATED Contoh: Congo, Venezuela Quadrant IV Model: SEPARATION OF POWER Contoh: Mexico
- 16. Hubungan Produksi NOC, Cadangan Terbukti, dan Rezim Fiskal
- 17. Hubungan Produksi NOC, Cadangan Terbukti, dan Tata Kelola
- 18. Hubungan Produksi NOC, Cadangan Terbukti, dan Tata Kelola
- 20. Dampak tanggung subsidi BBM
- 21. Rekomendasi • Tuntaskan revisi RUU Migas investor energi butuh kepastian 20-30 tahun. • Minyak habis dalam 12 tahun, Gas dalam 30 tahun bentuk Dana Abadi Energi seperti Norwegia & Timor Timor • Karakteristik Indonesia di kelompok negara yang terapkan PSC & NOC dominated oil governance Badan usaha Khusus (BUK) Pertamina dimana SKK Migas menjadi unit kerjasama • Subsidi BBM melalui APBN, tidak lagi melalui Pertamina
- 22. National Oil Company di Fortune 500 • PTT Thailand –#163 (2017) • Petronas Malaysia – #191 (2017) & 1268 (2018) • Pertamina Indonesia - #253 (2017)