Melakukan analisis stakholders pada usaha pelayanan jasa alsintan (UPJA) untuk mengembangkan usaha ekonomi, sebagai upaya melengkapi dan menjalankan bisnis plan

1. Kewirausahaan dan
Pengembangan Usaha dalam UPJA
Syahyuti
Diklat TOT Manajemen UPJA Angkatan I
BBMKP Ciawi - 20 Februari 2017
1

2. Materi:
1. Kewirausahaan sebagai kunci pengembangan usaha
2. Penggunaan Stakeholder Analysis untuk
pengembangan usaha UPJA
2

3. Satu,
Kewirausahaan Sebagai Dasar
Pengembangan Usaha
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4. Kewirausahaan berkaitan
dengan dua hal:
1. How to become a smart and good enterpreneur
2. How to build a smart and good company
“Ilmu kewirausahaan adalah suatu disiplin ilmu yang mempelajari
tentang nilai,kemampuan dan perilaku sesorang dalam
menghadapi tantangan hidup untuk memperoleh peluang dengan
berbagai resiko yang mungkin dihadapi”
4

5. Objek kewirausahaan:
a. Kemampuan merumuskan tujuan hidup / usaha.
b. Kemampuan memotivasi diri
c. Kemampuan untuk berinisiatif
d. Kemampuan berinovasi
e. Kemampuan untuk membentuk modal uang dan barang modal.
f. Kemampuan mental yang dilandasi agama
g. Kemampuan untuk membiasakan diri dalam mengambil
hikmah pengalaman baik maupun menyakitkan.
5

6. Karakteristik Kewirausahaan:
Ciri-ciri:
1.Percaya diri
2.Berorientasi pada tugas dan hasil
3.Pengambil resiko dan suka
tantangan
4. Kemampuan
kepemimpinan
5. Keorisinilan
6. Beroreientasi ke masa
depan
Watak:
1.Keyakinan, ketidak-tergantungan, indivi-
dualitas, dan optimisme
2.Kebutuhan untuk ber-prestasi, berorientasi
laba, tekun, kerja keras dan inisiatif.
3.Kemampuan untuk mengambil resiko yang
wajar
4.Perilaku sbg pemimpin, bergaul dengan
orang lain, menanggapi saran & kritik
5.Inovatif, kreatif dan fleksibel
6.Pandangan kedepan, perspektif
6

7. 7

8. HOW TO BECOME A SMART AND GOOD
ENTERPRENEUR
Good
enterpreuner
How to start
a new business
how to build
a spirit of
enterpreneurship
how to enterhow to enter
the marketthe market

9. HOW TO BUILD A SMART AND GOOD COMPANY
how to build a
smart and good
company
quality
concept
operational
concept
marketing
concept
Strategic and
management
concept

10. ENTERPRENEURIAL SKILL
HRDMARKETING AND
SELLING CONCEPT
MANAJEMEN
KEUANGAN DAN
MANAJEMEN STRATEGI
MANAJEMEN
KUALITAS (ISO)
INFORMASI DAN
TEKNOLOGI
LOGIKA MATEMATIKA
DAN FILSAFAT BISNIS
(KREATIVITAS)
ENTERPRENURIAL
SKILL

11. Dua,
Penggunaan Stakeholder Analysis
Dalam pengembangan UPJA
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12. Analiysis stakeholders sebagai tool
dalam rekayasa kelembagaan:
• Institutional arrangements =
“different (in)formal regimes and coalitions for collective action
and inter-agent coordination, ranging from public-private
cooperation and contracting schemes, organizational
networking to policy arrangements”
(Geels, 2004; Klein & Teisman, 2000).
• Institutional arrangements, understood as the dyna-mic
set of formal and informal regulations and networks,
are shaped by economic exchange, socio-cultural norms
and political regimes, and may provide welfare, identity,
solidarityand sense of belonging.
12

13. Ada 4 hal utama dalam rekayasa
kelembagaan:
1. PELAKU. Which factors contribute to or impede the emergence,
reforms and breakdown of (formal and informal) institutional
arrangements in development?
2. RELASI. How do institutional arrangements in the various
domains, and the interrelations between them, contribute to or
impede poverty alleviation, social cohesion and trust,
(re)distribution (of power and wealth) and innovation?
3. KETERWAKILAN. How are different actors - e.g. in terms of
gender, class, ethnicity- (mis)represented and (dis)empowered by
institutional arrangements?
4. PERAN dan FUNGSI. What are the roles and functions of
(horizontal) networks and (vertical) chains for social interaction,
political representation and collective action?
• Pendekatan rekayasa kelembagaan, dalam penelitian dijalankan
salah satunya melalui ANALISIS STAKEHOLDER. 13

14. Siapa kah stakeholders?
• Segenap pihak, baik individu maupun kelompok yang terkait dengan objek yang sedang
dipelajari, yang berpotensi mengambil peran aktif dalam sistem sehingga akan berpengaruh
dan berdampak terhadap berjalannya sistem.
• Kelompok atau individu yang dukungannya diperlukan demi kesejahteraan dan kelangsungan
hidup organisasi.
• Menurut Smith (.....) stakeholder adalah “individuals, groups, or organizations that have an
interest in the project and can mobilize resources to affect its outcome in some way”, atau
secara lebih formal didefinisikan sebagia "Individuals and organizations who are actively
involved in the project, or whose interests may be positively or negatively affected as a result
of project execution or successful project completion".
•
• Freeman (1984) = kelompok atau individu yang dapat mempengaruhi dan atau dipengaruhi
oleh suatu pencapaian tujuan tertentu.
• Biset (1998) = sebagai orang dengan suatu kepentingan atau perhatian pada permasalahan.
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15. Jenis stakeholder:
• Stkeholder primer = yang merasakan dampak
langsung atau tak langsung dari proyek atau
aktivitas.
Misal: masyarakat sasaran, kelompok etnis, gender dan
kelas.
• Stakeholders sekunder (intermediari) = yag
bertindak atas nama stakeholders primer
Misal: pemerintah, NGO, pihak pendonor, dan berbagai
interest group lain.
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16. Kegunaan analisis stakholders:
• Membantu dalam menemukan pendekatan yang tepat dan
interaksi kondusif dengan setiap elemen masyarakat dan berbagai
pihak dalam proyek
• Memahami respon stakeholders, dengan keanekaragaman karakter
sosial dan kepentingan ekonomi politiknya.
• Dapat membantu perencanaan, pelaksanaan, dan evaluasi proyek
menjadi lebih matang, karena dapatmengidentifikasi kunci-kunci
keberhasilan.
• Membantu mengembangkan rencana pengelolaan stakeholder
proyek.
• Analisis stake holder dilakukan di awal program
• Identifikasi pandangan dan karakteristik dari setiap stakeholder
merupakan dasar untuk pelaksanaan kegiatan (= menyusun “profil
stakeholder”).
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17. Meeting stakeholder needs:
• Where does your organisation create stakeholder
value?
• How can you do that better?
• Can you eliminate or reduce focus on processes
which do not add stakeholder value?
• How do you communicate with stakeholders?
• Do your communications encourage stakeholder
exchange?
• Do you communicate the stakeholder value?
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18. Siapakah stakeholders?
• Owners, stockholders &
investors
• Banks and creditors
• Partners & suppliers
• Buyers, customers &
prospects
• Management
• Employees, unions, works
councils
• Competitors
• Government &
regulators: local,
national, international
• Professional and industry
associations
• Media: local, national,
trade, financial
• NGOs
• Communities & other
interest groups
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19. Keuntungan menggunakan Stakeholder
Analysis
• Get to know stakeholders better:
–Relative importance, power and interests
–Better managed relationships
–Risks identified
• Make better strategies and decisions
• Greater acceptance of organisation actions
by stakeholders
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20. Kerugian menggunakan Stakeholder
Analysis:
• Best done on continuous basis
• Assessment of analysis may be subjective
• Maybe not all stakeholder interests can be
met at the same time
–Focus on most important stakeholder
–Balance & reconcile all interests according to
importance or urgency
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21. Langkah-langkah analisis stakeholder:
1. Identifikasi semua stakeholder dan informasi yang terkait seperti peran,
departemen, kepentingan, pengetahuan, harapan, dan tingkat
pengaruh.
2. Analisis dampak atau dukungan potensial pada masing-masing
stakeholder.
3. Lakukan penilaian bagaimana stakeholder utama bereaksi atau
merespon pada berbagai situasi, bagaimana mempengaruhi mereka
dalam meningkatkan dukungan mereka dan mengantisipasi dampak
negatif yang mungkin muncul.
4. Analisis, mencakup:.
– Memperjelas pihak-pihak yang merupakan stakeholder proyek.
– Temukan dan selaraskan harapan stakeholder dan dampak individual pada
proyek.
– Identifikasi garis besar persyaratan yang dibutuhkan yang mungkin akan
terjadi dalam proses
– Kaitkan kebutuhan dengan harapan untuk mengantisipasi risiko kegiatan
perencanaan dan respon terhadap risiko.
– Pelajari rencana komunikasi dalam strategi proyek.
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22. Identifikasi awal seluruh stakeholder:
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23. Stakeholder Analysis: List
Stakeholders Key
Interests
Importance to
Project
Influence
on project
Participation
Primary
Secondary
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24. Model-model Klasifikasi:
1. Power vs interest
2. Power vs influence
3. Power vs dinamism
4. Influence vs importance
5. Influnece vs support
6. Infleunce vs interest
7. Influence vs impact
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25. Model 1: tingkat kekuasaan (power) vs ketertarikannya
(interest) terhadap proyek:
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26. Power / Interest Matrix:
Stakeholders in group A: Need only
minimum effort an monitoring
Stakeholders in group B: Should be kept
informed as they may be able to influence
more powerful stakeholders
Stakeholders in group C: Are powerful, but
level of interest is low. Generally expected to
be passive, but may move into group D on an
issue of particular interest
Stakeholders in group D: Are both powerful
and interested. Their co-operation is of key
importance for new strategies
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27. Model 2. Power vs Influence
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28. Model 3. Power vs dinamism
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29. Model 4: tingkat pengaruhnya (influence) vs
kepentingan (importance)
Project Managers will need good
working relationships with these
stakeholders to ensure support for
project activities
May need special initiatives if
needs are to be met.
The Target Group should be here
Influential stakeholders but with
less importance for outputs. They
affect outcome of activities and
need careful management
The interests of these should be
monitored to ensure that they are
not negatively affected
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30. Model 5: pengaruhnya (influence) vs tingkat dukungan
(support)
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31. Model 6: influence vs interest
Setting Stakeholder Communications Strategy
Level of Interest
Low High
Level of
Influence
Low Apply Minimal Effort Keep Informed
High Active Communications Active Communications
and Engagement
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32. Model 7. Influence vs Impact
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33. Hasil analisis:
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34. Perkirakan outline dan risiko (Outline
assumptions and risks).
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35. Tentukan tingkat partisipasi stakeholder (Define
stakeholder participation)
• Nilai tingkat partisipasi stakholders
dan informasi kebutuhannya.
• Memperjelas peran kunci
stakeholder
• Menentukan sebanyak mungkin
saat berpartisipasinya.
• Matriks partisipasi merupakan
metode yang dapat membantu
manajer proyek dalam
mengkategorikan strategi mereka
untuk melibatkan stakeholders.
• Tahap siklus harus mencerminkan
tahapan proyek, demikian juga jenis
partisipasinya.
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36. Examples of Stakeholder Engagement
Profiles
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Adapted from Bourne, 2015

37. The Power, Legitimacy and Urgency Model
Maps stakeholder behaviour according to its
balance of three characteristics:
Power: Of the stakeholder to influence the
organisation
Legitimacy: of the relationship in terms of
desirability or appropriateness
Urgency: The expectations of the stakeholder in
terms of criticality and time-sensitivity
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38. Stakeholder behaviour is mapped into 7 types
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39. Latent Stakeholders (Groups 1, 2 & 3): Sub-
divided into ‘dormant’, ‘discretionary’, or
‘demanding’ stakeholders
Expectant Stakeholders (Groups 4, 5 & 6):
Sub-divided into ‘dominant’, ‘dangerous’, or
‘dependent’ stakeholders
Definitive Stakeholders (Group 7): have all
three characteristics and should command a
high level of management attention
Note: management’s assessment of each
stakeholders position is still subjective!
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40. Salience Model
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41. Tiga,
Membangun kerjasama dan
jaringan:
41

42. Process to Identify Existing and/or Form New Producer
Groups:
• Selection Process 1: Production and/or market-oriented groups
exist
Identify, evaluate and select groups of farmers already engaged in some
level of commodity production and potentially.
• Selection Process 2: Socially-oriented groups exist
Focus on groups that are not currently engaged in commodity production
but have the capacity and interest to become involved.
• Selection Process 3: Farmers are not organized into groups
Used to bring together individuals with common business and economic
objectives to form new producer groups and cooperatives.
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43. Selection Proses 1: Production and/or
market-oriented groups exist
•Step 1: Identify Existing Groups
•Step 2: Narrow the List
•Step 3: Conduct Background Check
•Step 4: Conduct Initial Site Visit
•Step 5: Decide Which Groups to Explore
Further
•Step 6: Hold Introductory Group Meeting
•Step 7: Make Final Decisions on Groups
•Step 8: Convene a Mobilization/Kickoff
Meeting with Each Group
•Step 9: Conduct Group Baseline Evaluation
Selection Process 2:
Socially-oriented
Groups Exist
Step 1: Identify
Existing Groups
Steps 2 – 9: Follow
the same procedures as
Selection Process 1
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44. Selection Process 3: Farmers are Not Organized into Groups
Step 1: Evaluate the Potential for Forming Groups
Step 2: Conduct Field Visits to Talk with Farmers
Step 3: Ground-truth Information Received
Step 4: Organize a Community Meeting
Step 5: Conduct Internal Selection Meeting
Step 6: Conduct Community Assessment
Step 7: Hold Discussions with Various Stakeholders
Step 8: Convene Internal Team Meeting
Step 9: Launch the Project in the Community
Step 10: Undertake an Internal Review and Selection of Applications
Step 11: Hold Kick-off Meeting with the Group
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45. Managing the Partnership:
1. Agree on format and procedures for review of progress indicators. Open communication and
feedback are critical to any partnership. Expectations should be set up front as to how feedback
will be given among parties.
2. Identify primary points of contact from each party.
3. Set a schedule for regular review of the partnership.
4. Consider developing a work plan (simple or detailed, with timelines, outputs, deliverables, etc.)
to provide more structure to the relationship.
5. Document all communications related to the PA, including e-mails, meeting minutes and notes
from oral conversations.
6. Provide open, balanced feedback on the partnership as it progresses. This should include what is
going well, what is not going well and what could be done differently (by all parties).
7. Openly discuss the issue if one or more of the parties is not meeting their commitments as
defined by the MOU/PA. Action plans to get the partnership back on track should be developed,
documented and signed.
8. In case one or more of the parties wishes to terminate or suspend the partnership, follow the
terms and procedures outlined in the MOU/PA.
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46. Kunci sukses berkerjasama:
1. Adequate planning
2. Shared vision, mission and goals
3. Communication and transparency among members
and leaders
4. Regular business meetings
5. Sound economic rationale, business plan and practices
6. Adequate financial recourses
7. Leadership with integrity and appropriate skills
8. Linkages with other cooperatives
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47. Hal yang harus diwaspadai dalam
kerjasama:
1. Lack of clearly identified mission.
2. Lack of democracy.
3. Lack of strategic planning.
4. Lack of proper governance.
5. Lack of financing.
6. Failure to identify and minimize risks.
7. Inadequate communications.
8. Outside influences
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48. Untuk menyusun bisnis plan:
1. Why are farmers interested in forming a
cooperative?
2. What is the goal of the group?
3. What products does the group want to sell?
4. Where will they be sold?
5. How will the group accomplish this goal?
6. When does the group hope to reach this goal?
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49. Outline Business Plan :
1. Purpose and Objective
2. Type of Business
3. Product
4. Customers
5. Competitors
6. Management
7. Source of Funds
8. Budget
9. Cash Flow (recommended, but not required)
10. Bylaws (usually an annex)
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Email: syahyuti@gmail.com