Hasil Pencarian  ::  Simpan CSV :: Kembali

"headquartered in The Hague, Netherland and was formed in 1907 through the merger of the Royal Dutch Petroleum Company of the Netherlands and the Shell Transport and Trading Company of the United Kingdom; As of now, Shell operates in more than 70 countries with various foreign operation strategies. The purpose of this report is to assess the current performance of Shell’s foreign operation strategies according to their situations and performance, to analyze possible issues to their operations, and provide recommendations on their future operations. The report found that although their wholly-owned subsidiary operations in developed countries yielded satisfactory results in revenue and value-creation, their various alliances in developing countries left much to be desired; issues such as ethic violations, human rights violations, and project abandonment still persists. This report concludes that there is an apparent disparity in outcome between Shell’s wholly-owned and alliance-based foreign operations; this report also recommends that Shell continue their current performance in their wholly-owned subsidiaries and improve their alliance entry strategy by being more mindful of what countries the company enter and the partners that they chose to align with.

---

Royal Dutch Shell, atau lebih dikenal dengan Shell, adalah perusahaan minyak dan gas multinasional Inggris-Belanda yang berkantor pusat di Den Haag, Belanda dan dibentuk pada tahun 1907 melalui merger Royal Dutch Petroleum Company dari Netherlands dan Shell Transport and Trading Company dari Inggris; Hingga saat ini, Shell beroperasi di lebih dari 70 negara dengan berbagai strategi operasi asing. Tujuan dari laporan ini adalah untuk menilai kinerja strategi operasi luar negeri Shell saat ini sesuai dengan situasi dan kinerja mereka, untuk menganalisis kemungkinan masalah pada operasi mereka, dan memberikan rekomendasi tentang operasi mereka di masa depan. Laporan ini menemukan bahwa meskipun operasi anak perusahaan mereka yang sepenuhnya dimiliki di negara-negara maju memberikan hasil yang memuaskan dalam pendapatan dan penciptaan nilai, berbagai aliansi mereka di negara-negara berkembang meninggalkan banyak hal yang diinginkan; masalah seperti pelanggaran etika, pelanggaran hak asasi manusia, dan pengabaian proyek masih berlanjut. Laporan ini menyimpulkan bahwa ada perbedaan nyata dalam hasil antara operasi asing yang dimiliki sepenuhnya oleh Shell dan berbasis aliansi; laporan ini juga merekomendasikan agar Shell melanjutkan kinerja mereka saat ini di anak perusahaan yang dimiliki sepenuhnya dan meningkatkan strategi masuk aliansi mereka dengan lebih memperhatikan negara mana yang dimasuki perusahaan dan mitra yang mereka pilih untuk diajak bekerja sama."

"PT. PP-TAISEI INDONESIA CONSTRUCTION merupakan salah satu perusahaan Joint-Venture di Indonesia, antara perusahaan dalam negeri dengan perusahaan asing, Jepang, yang telah berusia 25 tahun. Penelitian dilakukan untuk di kaji bagaimana pelaksanaan dalam Manajemen Silang Budaya Organisasinya sehingga tetap dapat meningkat sampai saat ini. Disadari bahwa didalam perusahaan Joint Venture masalah yang timbul dan sangat mempengaruhi jalannya organisasi adalah perbedaan budaya (culture) dari masing-masing anggota organisasi Joint-Venture tersebut. Oleh karena itu penelitian tentang Manajemen Silang Budaya (Cross Culture Management) pada PT. PP-Taisei Indonesia Construction ini difokuskan pada faktor-faktor yang mempengaruhi maupun faktor-faktor yang dapat dipengaruhi oleh nilai-nilai budaya organisasi antara lain; iklim organisasi, kepuasan kerja karyawan dan kemampuan daya saingnya dalam memasuki era globalisasi atau era persaingan bebas. Sehingga pokok masaiah dalam tests ini ialah bagaimana pengelolaan silang budaya sehingga organisasi (perusahaan) dapat berkembang dan maju, serta mempunyai daya saing ? Penelitian ini dengan pendekatan deskriptif analitis dengan menggunakan data kepustakaan serta data primer (in-depth interview) dan studi dilakukan secara kualitatif. Hasil penelitian menunjukkan bahwa manajemen PT. PP-Taisei Indonesia Construction sangat memperhatikan nilai-nilai budaya yang ada dan yang terjadi dan berupaya mengetolanya sehingga tercipta iklim organisasi dan kepuasan kerja karyawan. Temuan penelitian yang paling utama adalah gambaran adanya suatu hubungan empiris antara nilai-nilai budaya yang ditetapkan oleh perusahaan dengan iklim organisasi serta kepuasan kerja pegawai. Pengalaman kemampuan mengelola silang budaya di PT. PP-Taisei dapat pula dijadikan acuan dalam mengelola Silang Budaya Organisasi lainnya, baik organisasi publik maupun Organisasi Swasta terutama yang bersifat aliansi ; Joint-Venture, Joint Operation, Konsorsium atau Penggabungan (Merger). Nilai-nilai Budaya Organisasi yang telah mengkristal menjadi Budaya Organisasi baru yang telah disepakati, dihormati, ditaati dan dihargai bersama jika dikelola, disosialisasikan serta dipelihara dengan balk akan menjadi kekuatan organisasi dan meningkatkan daya saing organisasi dalam menghadapi era globalisasi."

"Pertumbuhan demand terhadap layanan satelit di Indonesia selama satu tauhun terakhir meningkat sebesar 28 persen. Telkom, sebagai operator satelit lokal terbesar di Indonesia, sudah tidak dapat melayani permintaan tersebut akibat keterbatasan kapasitas yang hanya bersumber dari 2 satelit yang dimiliki. Di sisi lain, operator-operator satelit asing mulai masuk dan siap merebut pasar nasional. Dalam 10 tahun terakhir, persentase market share operator-operator asing di Indonesia terus meningkat hingga saat ini telah mencapai 30 persen dari total market. Menghadapi kondisi tersebut, Telkom berupaya untuk meningkatkan value bisnis satelitnya melalui kerjasama joint venture dengan operator asing tersebut. Kerjasama semacam ini akan memungkinkan Telkom memperoleh slot orbit baru sebagai resource utama pembangunan sebuah satelit serta membuka jalan untuk melakukan ekspansi bisnis ke luar negeri. Penelitian ini akan menganalisis bentuk joint venture terbaik dari sisi finansial, market, risiko, time to setup, serta tingkat national pride. Dari hasil penelitian ini disimpulkan bahwa peningkatan value bisnis satelit paling optimal diperoleh melalui joint venture dengan shared assets yang terdiri atas 3 slot orbit.

---

Since last year, the growth of satellite demand has been increasing 28 percent. Telkom, as the biggest satellite operator in Indonesia, is no longer capable to fulfill such request due to the limited capacity from two satellites of its own. On the other hand, satellite operators from other countries has started to enter and ready to take portion in national market. In the last ten years, the percentage of those foreign operators has been increasing up to 30 percent from the total national market share. Dealing with such condition, Telkom is trying to increase the value of its satellite business through joint venture with foreign operator. This kind of cooperation will give an opportunity for Telkom to get new orbital slot, the main resource for satellite development and, at the same time, will open the way for business expansion. This research will analyze the best form of joint venture from financial, market, risk, time to setup, and national pride aspects. As the result, joint venture with shared-assets consists of 3 orbital slot will give the most optimum value of satellite business."

"Terbitan ini adalah rekaman seminar I Pusat Studi Hukum Dagang Universitas Indonesia tentang joint venture yang diadakan pada tanggal 8-9 Agustus 1975 di Jakarta. Memuat beberapa masalah dalam rangka joint venture di Indonesia, laporan tentang seminar, dan daftar peserta seminar."

"ABSTRAKStrategic Alliance is becoming more important ¡n the globalization era,moreover in the rapid changing technology and greater complexity of process andservices in the business world. Two or more companies with their different corecompetencies could establish a strategic alliance in order to achieve a synergy and toposition themselves as a Competitive company in the market. A comprehensiveunderstanding of Strategic Alliance is presented ¡n Chapter 2. Indonesia as one of the emerging countries ¡n Asia has attracted manyinvestors from different countries. This includes an attractive investment in theproperty industry which experienced booming in 1990 and 1994. The propertymarket in Indonesia particularly in Jakarta has experienced a tremendous growthsince the last five years. This is due to the rapid increase of foreign direct investment(FDI) inflow to Indonesia. A Joint Venture as a form of Strategic Alliance is partnership between twoparties or more. They may establish either fifty-fifty or unequal equity partnership.This study is to elaborate a 50-50 or an equally equity Joint Venture process betweenPT. Z and a foreign investor in property development which is often viewed as aproblem in voting. The purpose of this study is to elaborate a 50-50 Joint Ventureprocese between PT. Z, a local property developer and a foreign investor. As aguidelines a sequence process of joint venture is provided. PT. Z is a medium sized property developer which prefers focusing on a nichemarket. PT. Z has operated a good quality and international standard rentalapartment in South Jakarta. It is performing very well In terms of income andoccupancy level. PT. Z has also acquired a parcel of land in the Jakarta?s CBD areaand keeps it for future development. The shareholders of PT. Z have realized thatthey have a limited capital resources to build the office building. Raising a new loanwill not be possible as the company has already a very high leverage. Havingconsidered all factors by using SWOT analysis, PT. Z will use high value of theapartment to seek foreign partner who can bring new equity to the company. PT. Zoffers 50% equity partnership to the incoming foreign partner. The HIC-SEA (Holding Investment Corporation for South East Asia) is asubsidiary of a large prominent European-based multinational company. The HIC-.SEA isinterested in investing in the property market in the region and will manage propertyportfolio in South East Asia countries including in Indonesia. The HIC-SEA is registered inBermuda and has chosen Singapore as a regional base operation. A WIN-WiN negotiation could be implemented in achieving a joint ventureagreement because both parties will work together for a long term period. Building afoundation for negotiation should be based on similarity of offer/requirements, thenmoving up to negotiate differences in order to achieve WiN-WiN situation.There are several key issues in structuring a 50-50 JoInt Venture such as controland managent, buy-sell provisions In relating to a deadlock resolution in the JointVenture Company. The Joint Venture Company should limit the number of Board ofCommissioners and Board of Directors members in order to speed-up the decisionmaking process. Business plan for the Joint Venture Company should be preparedcarefully to avoid misunderstanding between the two parties. A summary of the joint venture process is as follows: 1. Set-up the objective of doing joint venture 2. Do valuation of the subject properties 3. Arrange all legal documents such as land thle, building permit, artides of association. 4. Do feasibility study for a proposed project and/or prepare property report including investment proposal (e.g. how many percent the shares participation is offered) 5. Set-up criteria for the foreign partner(s) 6. Prepare the agenda for a WiN-WIN negotiation 7. Go through the due diligent process 8. Legally binding agreement"

"Nilai tukar dipercaya memiliki pengaruh signifikan dalam perekonomian Indonesia. Dengan asumsi tersebut, maka pengetahuan mengenai kondisi makro ekonomi dan mikrostruktur pasar valas menjadi sangat penting bagi pembuat kebijakan. Penelitian ini, difokuskan pada analisis kondisi mikrostruktur pasar valas Indonesia dan dampaknya terhadap fluktuasi nilai tukar Rupiah. Namun, mengingat selama periode penelitian (2008-2013) terdapat beberapa potensi structural break, maka selain mengaplikasikan metode uji ko-integrasi, VECM, Granger Causality, dan Impulse Response Function, serta OLS untuk mengkonfirmasi hasil penelitian, juga akan digunakan metode Zivot-Andrews dan Gregory-Hansen, serta uji BLUE.Hasil penelitian menunjukan seluruh metode yang digunakan memberikan hasil yang konklusif, bahwa permintaan valas korporasi domestik, suplai valas investor asing dan sentiment regional Asia signifikan mempengaruhi volatilitas nilai tukar Rupiah, Lebih lanjut, permintaan valas korporasi domestik merupakan faktor dominan yang mendorong Rupiah terus terdepresiasi, sehingga sangat dibutuhkan bauran kebijakan untuk memperbaiki kondisi tersebut.

---

The exchange rate is believed to have significant influence in Indonesia's economy. With that assumption, the knowledge of the macro-economic conditions and the microstructure of the foreign exchange market is becoming very important for policy makers. This study, focused on the analysis of the microstructure of foreign exchange market conditions in Indonesia and its impact on the fluctuation of the Rupiah exchange rate. However, given during the study period (2008-2013) there are several potential structural break, then in addition to applying the method of cointegration test, VECM, Granger Causality and Impulse Response Function, as well as OLS to confirm the results of the research, the method will also be used Zivot-Andrews and Gregory-Hansen, and BLUE test.

The results showed all the methods used provide the conclusive results, that the domestic corporate demand for US Dollar, the supply of US Dollar from foreign investors and Asian regional sentiment significantly affect the fluctuation of the Rupiah exchange rate. Furthermore, the demand of US Dollar from domestic corporations is the dominant factor driving the rupiah continued to depreciate, so that the policy mix is needed to improve the condition."

"Industri layanan Video on Demand berbasis langganan saat ini merupakan salah satu pasar platform yang termasuk baru dan sedang berkembang pesat salah satunya di Indonesia. Persaingan antar platform yang dinamis dan bergantung pada strategi eksklusivitas menimbulkan pertanyaan akan strukrur persaingan dalam pasar serta faktor-faktor yang mempengaruhi loylaitas dan perilaku berlangganan konsumen salah satunya dalam hal multihoming di tengah fragmentasi konten. Penelitian ini menggunakan analisis deskriptif kuantitatif untuk menyelediki karakteristik struktur persaingan pasar SVOD di Indonesia serta kuantitatif inferensial terhadap 211 responden dengan analisis PLS-SEM pada model ekstensi Unified Theory of Acceptance and Use of Technology 2 (UTAUT 2) untuk meneliti loyalitas dan perilaku multihoming. Hasil Penelitian menunjukkan struktur persiangan pasar oligopoli Bertrand dengan produk yang terdiferensiasi. Sementara faktor yang berpengaruh terhadap loyalitas pelanggan SVOD yaitu content, price value, performance expectancy, habit, consumer satisfaction dan social influence. Eksklusivitas juga berpengaruh positif secara tidak langsung melalui variabel content. Selain itu, pelanggan SVOD Indonesia masih cenderung melakukan singlehoming, namun keinginannya melakukan multihoming dipengaruhi oleh faktor performance expectancy dan social influence.

---

The Subscription-based Video on Demand (SVOD) industry is currently one of the fastest growing emerging platform market, including in Indonesia. The dynamic competition between platforms that relies on exclusivity strategy raises the question of the current market structure as well as the factors affecting consumer loyalty and subscribing behavior especially in the case of multihoming in the face of fragmented content. This research applies quantitative descriptive analysis to investigate SVOD market structure characteristics in Indonesia, while also analysing the loyalty and multihoming behavior of 211 respondents using extended UTAUT2 model with PLS-SEM approach. The result of the study suggests Bertrand oligopoly with differentiated product as the current SVOD market structure in Indonesia. Meanwhile, the factors affecting SVOD consumer loyalty includes content, price value, performance expectancy, habit, consumer satisfaction, as well as social influence. Exclusivity as part of product diferentiation strategy also affects continuance intention indirectly through content. In addition, based on the survey result, SVOD subscribers in Indonesia still tend to singlehome, but the intention to multihome is affected mainly by the performance expectancy of multiple subscription as well as social influence."

"Pokok permasalahan yang dikemukakan adalah mengapa suatu perseroan terbuka memutuskan untuk go private; Bagaimana mekanisme yang dapat dilakukan oleh perseroan terbuka yang setelah melakukan penawaran tender dalam rangka go private masih memiliki lebih dari 300 tiga ratus pemegang saham dan modal disetor lebih dari Rp. 3.000.000.000,- tiga miliar rupiah, serta bagaimana akibat hukum terhadap akta perubahan anggaran dasar yang dibuat oleh notaris dalam hal tidak terpenuhinya keterbukaan informasi dalam pasar modal. Untuk menjawab permasalahan tersebut, tipe penelitian yang digunakan adalah yuridis normatif, menggunakan data sekunder, serta dianalisis secara kualitatif. Berdasarkan hasil penelitian alasan perseroan memilih untuk melakukan go private yaitu karena sahamnya tidak likuid, perseroan sudah tidak membutuhkan dana dari masyarakat, mencegah terjadi perubahaan pemegang kendali perseroan. Mekanisme yang dapat dilakukan oleh perseroan yaitu perseroan dapat membeli kembali saham perseroan sesuai dengan ketentuan Pasal 37 ayat 1 UUPT hingga perseroan tidak lagi memenuhi kriteria perseroan terbuka. Akibat hukum terhadap akta perubahan anggaran dasar yang dibuat oleh notaris dalam hal notaris terbukti bersalah atas tidak terpenuhinya keterbukaan informasi dalam pasar modal sesuai Pasal 86 ayat 2 Undang-Undang Pasar Modal yaitu berdasarkan Pasal 1868 Kitab Undang-Undang Hukum Perdata aktanya dapat menjadi tidak autentik, bentuk tanggung jawab notaris pasar modal yaitu notaris pasar modal dapat dimintakan pertanggung jawaban perdata, pidana, dan adminstratif. Perlunya pengaturan mengenai go private secara lebih tegas karena masih dirasa kurang.

---

The main point of the issue is why an open company decides to go private How is the mechanism that can be done by an open company which after conducting a tender offer in order to go private still has more than 300 three hundred shareholders and paid up capital of more than Rp. 3.000.000.000, three billion rupiah , and how the legal effect on the deed of amendment of the articles of association made by the notary in the case of non fulfillment of information disclosure in the capital market. To answer the problem, the type of research used is normative juridical, using secondary data, and analyzed qualitatively. Based on the results of the study, the company chose to go private because the shares are not liquid, the company does not need funds from the public, preventing the change of control holders of the company. The mechanism that can be done by the company is the company can buy back the shares of the company in accordance with the provisions of Article 37 paragraph 1 UUPT until the company no longer meets the criteria of the company open. The legal consequences of the deed of amendment of articles of association made by a notary in the case of a notary proven guilty of non fulfillment of information disclosure in the capital market pursuant to Article 86 paragraph 2 of the Capital Market Law is based on Article 1868 of the Civil Code Act becomes unauthentic , the form of responsibility of notary capital market that is notary of capital market can be sought civil, criminal, and adminstrative responsibility. The need for regulation on go private is more assertive because it is still considered less. "