indonesia floriculture perspective
TRANSCRIPT
Boosting Business Results in floriculture sector
In The State Vision of Business
Reengineering to Achieve Sustainability of
Agriculture System
(a view of Acceleration Wave)
By : Ir. Oki Marsiano, MM-BAT
0811442622
GELOMBANG MENUJU KEBANGKITAN PERTANIAN INDONESIA
“TIPPING POINT~PERTANIAN INDONESIA”
1. KEPEMIMPINAN PERTANIAN YANG KUAT, BERSIH DAN VISIONER.
2. REFORMASI AGRARIA MENUJU PENGELOLAAN LAHAN PERTANIAN MINIMAL 3,5 HA/PETANI
(KONSORSIUM HAK GUNA LAHAN PERTANIAN DALAM BENTUK PERATURAN PEMERINTAH)
DAN SISTEM TRANSMIGRASI ANDALAN TERPADU.
3. WAJIB MENINGKATKAN LUAS AREA PERTANIAN KHUSUSNYA TANAMAN PANGAN SESUAI
DENGAN PERTUMBUHAN JUMLAH PENDUDUK DARI WAKTU KE WAKTU.
4. MERUBAH SECARA BERLAHAN IMAGE, BUDAYA DAN POLA KONSUMSI MASYARAKAT.
5. MELAKUKAN POSITIONING PADA KOMODITI TANAMAN PANGAN, TANAMAN PERKEBUNAN,
TANAMAN REMPAH DAN TANAMAN HORTIKULTURA SEBAGAI KEUNGGULAN KOMPARATIF
DAN KOMPETITIF INDONESIA.
6. PERBAIKAN METODE KERJA DARI TRADISIONAL KE TEKNOLOGI TEPAT GUNA ( YANG
BERBICARA APA ARTI PRODUKTIVITAS>KAPASITAS>TINGKAT KEBERHASILAN>KUALITAS
PRODUK, PELAYANAN SERTA PURNA JUAL YANG PRIMA) UNTUK MENGARAH KE INDUSTRI
PERTANIAN.
7. “THE RIGHT PLACE TO THE RIGHT PRODUCT”
8. MEKANISME & PROSEDUR PASAR DENGAN SISTEM PELAYANAN SATU PINTU (ONE STOP
SERVICES) MENUJU SISTEM EKONOMI EFISIEN DAN EFEKTIF.
9. OPTIMASI RISET PERTANIAN DALAM NEGERI DENGAN SISTEM REWARD KE PENELITI
UNTUK MERANGSANG HASIL PENELITIAN YANG BERKUALITAS DAN KONTINU SESUAI
KEBUTUHAN PASAR.
10. MEMFASILITASI “BANK PERTANIAN INDONESIA” SEBAGAI WADAH PERMODALAN
MASYARAKAT PERTANIAN.
11. MENJAMIN MUTU/KALIBRASI BIBIT, PERALATAN, PUPUK, OBAT DAN PESTISIDA YANG
BEREDAR DAN PEMERINTAH MENGELUARKAN INSTRUKSI PRESIDEN MENGENAI
KEWAJIBAN INDUSTRI PUPUK, OBAT DAN PESTISIDA MENGELUARKAN KELAS “GENERIK”
SEHINGGA PETANI MEMILIKI DAYA BELI DAN BERKELANJUTAN.
12. MELAKUKAN PROPAGANDA DALAM BENTUK KOALISI, LEGISLATIF, STRATEGI MEDIA
UNTUK MENGANGKAT CITRA PETANI, PRODUK DAN DUNIA PERTANIAN INDONESIA.
TANAMAN HIAS SEBAGAI KOMODITAS
PERDAGANGAN DUNIA
BUDAYA MODERN
LIFE STYLE
KEINDAHAN LINGKUNGAN
AKTIVITAS BISNIS
TANAMAN
HIAS
APAKAH SEKARANG INDONESIA ADALAH NEGARA PERTANIAN ?45 % DARI TOTAL KEHIDUPAN DI SEKTOR PERTANIAN
APAKAH KITA AKAN MENJADI NEGARA PERTANIAN MODERN, YANG MENGHIDUPKAN & MENGHIDUPI SEKARANG DAN MASA DEPAN ?
ATAU MENJADI NEGARA INDUSTRI ATAU JASA YANG TERLALU MANIS DALAM SEBUAH RENCANA MESKI JAUH DALAM REALITA
Corporate Reform System
Number
of
customersEarly Adopters/
Pioneers
Mass Market/
Followers
End of Life
MANUSIA
Agri-System
Industry PointGovernment On Farm Activities Off Farm Activities
Regulation
Policy
Access
G2G
Facility/
infrastructure
Machining
Varieties
Seeds
Pestised
Fertilizer
Supporting
Facility
Land &
Agroclimate
Human
Resources
Production
Process
Capital
Transfer of
Knowledge
Transportation
Processing
Marketing
Chain
Product
Packaging
GAP
Domestic
Market
Export
Market
Technology
B2B
C2C
PARAMETER FLORIKULTURA
SistemKepemimpinan Hasil Internal Hasil Eksternal
Budaya
kerja
Melibatkan
Seluruh
Karyawan
Struktur
Organisasi
Komitmen
manajemen
Supplier
Proses
Produksi
Sumber
daya
Fasilitas/
infrastruktur
Lahan &
agroklimat
teknologi
Mutu
Kemasan
Produk
Florikultura
Pengiriman
Jumlah
Kepuasan
Konsumen
Nilai
Konsumen
Efisiensi
Keuntungan
Retensi
konsumen
Loyalitas
Kebutuhan &
harapan
Kepuasan
Stakeholder
Biaya & Harga
tumbuhinovasi
Supply &
demand
PROSES
PRODUKSI
KONSUMEN DALAM NEGERI
SARANAPRASARANA
MODAL
INFORMASI
TRANSPORTASI
PASAR
PETANI
PENGUMPUL
PENAMPUNG
PASAR LELANG
FLORIST
PENGECERDLM NGR
EKSPORTIRPENGEPAKAN
SORTASI &GRADING
PANEN
VARIETAS IKLIM
OPT
PEMELIHARAAN
TANAH
KUALITAS& KUANTITAS
REGULASI
PULSING
&
HOLDING
STORAGE
PASCA PANEN
APA YANG HARUS KITA PERBAIKI ?
AKTIVITAS EKONOMI & BISNIS HORTIKULTURA
PERTAHUN PERPUTARAN TRANSAKSI FLORIKULTURA DUNIA
US$ > 50 BILLIONS
QUALITY, QUANTITY & CONTINUITY
+
COST, SERVICES, DELIVERY & MORALE
+
EFFICIENT MARKET & INNOVATION
FLORICULTURE
WORLD
LIFE STYLE
+
COLOURS OF
LIFE
DEMANDSUPPLY
PRODUCTION TRENDS MARKETING TRENDS
NEW PRODUCT &
VARIETIES
RESEARCH &
TECHNOLOGY
BASIC
NEEDS
+
MARKET & PRODUCT INTELLEGENCE
0
200000
400000
600000
800000
1000000
1200000
1999 1998 1997 1996
German
USA
Inggris
Perancis
Belanda
Jepang
Swiss
Italia
Belgia
Austria
Lain 2x
0
500000
1000000
1500000
2000000
2500000
3000000
3500000
4000000
1999 1998 1997 1996
Belanda
Kolombia
Israel
Ecuador
Italia
Spanyol
Kenya
USA
Belgia
Thailand
Denmark
Costarica
Jeman
Perancis
Negara pengimpor utama produk florikultura internasional
Negara Pengekspor produk florikultura internasional
Sumber : Flowertech Magazine,Nov 2003
CUT FLOWER POT PLANTS TOTAL
AUSTRIA + 2 % + 2 % + 2 %
BELGIUM + 2 % - 2 % 0
CHINA + 20 % * *
CROATIA + 4 % + 3 % + 3,5 %
CZECH REP + 4 % + 7,1 % + 5,6 %
DENMARK + 5,1 % + 2 % + 3,6 %
FINLAND + 0,9 % + 0,9 % + 0,9 %
FRANCE + 3 % - 2 % + 0,5 %
GERMANY 0 % + 3 % + 1,5 %
GREECE + 5,1 % + 2 % + 3,5 %
HUNGARY + 5,1 % + 12,4 % + 11,3 %
IRELAND + 4 % + 5,1 % + 5,1 %
ITALY + 4 % + 1,9 % + 3 %
JAPAN + 3 % * *
NETHERLANDS 0 % -2 % - 1%
NORWAY 0 % 0 0
POLAND + 12,3 % + 11,2 % + 11,7 %
PORTUGAL + 7,1 % + 5,1 % + 6,1 %
RUSSIA - 3 % * *
SLOVENIA + 3 % + 9,2 % + 6,1 %
SLOVAKIA + 10,2 % + 10,2 % + 10,2 %
SPAIN + 5 % + 3 % + 4 %
SWEDEN + 3 % + 3 % + 3 %
UNITED KINGDOM + 4 % + 4 % + 4 %
USA + 7 % * *
PROJECTION FOR GROWTH IN CONSUMPTION 1999 - 2003
Sumber : Flowertech Magazine,Nov 2003
EUROPEAN MARKET VISION TO 2007
COUNTRYFLOWERS SALES CONSUMPTION CHANGE
MILLION (EURO) FLOWER PLANT
THE NETHERLANDS 982 3% -3%
BELGIUM 258 5% -5%
GERMANY 4.124 0% 11%
AUSTRIA 372 2% 10%
SWITZERLAND 758 11% 5%
FRANCE 0 16% 5%
SCANDINAVIA 0 0% 0%
SWEDEN 0 10% 22%
FINLAND 0 -5% 16%
NORWAY 0 5% 11%
UK 0 0% 20%
SPAIN 0 30% 35%
ITALY 0 11% 5%
DENMARK 0 16% 10%
GREECE 0 13% 12%
PORTUGAL 0 20% 26%
NEW EU MEMBER STATE 0 31% 44.2%
Production
0
500
1000
1500
2000
2500
Jepa
ng
Net
herla
nds
Col
umbia
Italy
USA
Jepang
Netherlands
Columbia
Italy
USA
Produksi Bunga Krisan terbesar
2001, flower market in japan
1. Consumer market = 1,5 trillion yen = 12 billion US $
Dengan kontribusi terbesar pada :
a. Single head chrysanthemum 19 %
b. Japanese spray chrysanthemum 6 %
c. Spray chrysanthemum 5 %
d. Lily 9 %
e. Rose 9 %
f. Carnation, Orchid, Lisianthus 14 %
INDONESIA DUNIA
1 ANGGREK MAWAR
2 KRISAN ANYELIR
3 MAWAR KRISAN
4 ANYELIR ANTHURIUM
5 ANTHURIUM GERBERA
Bunga dengan volume transaksi terbesar
Sumber : JETRO,vol july 2003
KOMODITAS 1996 1997 1998 1999 2000 2001 2002 2003
ANGGREK 9.4 6.5 7.78 3.20 3.2 4.45 4.9 5.9
ANTHURIUM 2.7 4.2 1.67 0.4 0.6 0.8 1.0 1.04
GLADIOL 13.3 12.5 6.4 2.5 4.8 4.5 10.8 11.40
HELICONIA 0.86 1.02 0.9 0.4 0.4 0.4 0.7 1.1
KRISAN 1.5 10.06 4.45 1.4 2.3 7.4 25.8 27.06
MAWAR 173.1 17.27 35.6 33.59 78.1 84.95 55.7 81.7
SEDAP MALAM
25.7 10.47 10.5 9.3 13.3 11.5 19.67 21.9
JUMLAH 226.5 62.12 67.4 51.03 102.8 113.94 118.86 150.14
MELATI 114.9 7.5 25.05 13.5 15.1 19.5 18.23 -
PALM 2.2 3.05 2.40 3.0 0.8 0.4 1.18 -
KINERJA TANAMAN HIASDATA PRODUKSI TANAMAN HIAS
1996 – 2003 (JUTA TANGKAI)
DISTRIBUSI PRODUK PASAR
%
KONSUMSI
POTENSI
GROWTH
A BP, KP, BPT, D, F
JKT, BDG, SBY, MDN, BLI, UJP, BJM,
SMG 20 5,9
B BP, KP, BPT, D, F
JKT, BDG, SBY, MDN, BLI, UJP, BJM,
SMG 12 4,9
C BP, KP, BPT, D, F SBY, SMG 13 4,2
D BP, KP, D, F SMG, SLO, JGJ, PWT, SBY 17 4,4
E BP, D SGP, KOR, JPG, UEA 2 0.2
F BP, KP, BPT JKT, SBY, MKS 4 4,9
G BP, KP, BPT, D JKT, SBY, MKS, BLI 4 4,9
NEW MARKET BP, KP, BPT, D, F
JKT, BDG, SMG, SLO, BPN, BLI,
BAT, MED 28 9,8
Total BP, KP, BPT, D, F
JKT, BDG, SMG, SLO, BPN, BLI,
BAT, MED 0 9,8
III. MAP OF MARKET PT. XX
KETERANGAN :
BP = BUNGA POTONG
KP = KRISAN POTONG
BPT = BUNGA POT
D = DAUN POTONG
F = FILLER BUNGA
JKT = JAKARTA
BDG = BANDUNG
SBY = SURABAYA
MDN = MEDAN
BLI = BALI
UJP = UJUNG PANDANG
BJM = BANJARMASIN
SMG = SEMARANG
SLO = SOLO
MKS = MAKASSAR
BPN = BALIKPAPAN
PWT = PURWOKERTO
BAT = BATAM
SGP = SINGAPORE
Indonesia Macro Economic Indicators Thn 2XXXa. Economic Growth = 7 %b. Inflation = 10 %c. BI Interest = 12- 13 %d. Value Exchange (Rp) = Rp 9300 – Rp 9450
sources : PDBI, CSIS, CIDES
Indonesia Flowers Market Indicator THN 2XXX
Flowers Demand = xx Million stem
PT. xx Market Share = xx %
Flowers Growth = xx %
BUDGET Planning 2005
Income Target = Rp xx ,-
Net Profit (after tax) = Rp xx,-
Net Margin = xx %
EBITDA Average (monthly) = Rp xx/month
Sales Growth = xx %
Profit Growth = xx %
Maximum Sustainable Growth = xx %
OPTIMUM CAPACITY
PRODUCTION PLANNING
% Success of Production = 80 % Of Population
SALES Planning
% Success of Sales = 95 % of Production
HOW TO ACHIEVE ?
With best effort our resources
Market Maintain & Explore
Quality of Our Product
Efficiency & Productivity (Finance & Cost Control, Human Resource)
Customer & Distributors Satisfaction & loyalty
BUDGET Planning
Target Cost = Rp XXX /stem
Income Target = Rp XXX ,-
Net Profit (Rp after tax) = Rp XXX,-
Net Margin = XX %
EBITDA Average (monthly) = Rp XXX/month
Sales Growth = XX %
Profit Growth = XX %
Maximum Sustainable Growth = XX %
INDONESIAN /FOREIGN FLOWER MARKET INDICATOR 2005
Chrysanthemum Demand = XX Million stem
PT. ABN Market Share = XX %
Chrysanthemum Growth = XX %
SUSTAINABLE GROWTH ANALYSIS
g = xx % (TAHUN 2004)KETERANGAN :
g = maximum sustaianable growthD/E = debt equity ratioPr/e = percentage of retained earningsROA = after taxed return on assetsi = after taxed interest of debt
)}({/ iROAE
DROApg er
APA KATA ASIA ?
BANGALORE, TAMIL NADU, SIKKAN, UTTAR PRADES, SRI LANKA, KUNMING
TAIWAN, SOUTH KOREA, JAPAN, THAILAND (ORCHIDS), MEKHONG DELTA,
CAMERON HIGHLAND, SINGAPORE DAN AUSTRALIA (WAX FLOWERS-NYA)
Potential for Indonesian Chrysanthemum/Floriculture Exports To Japan
Korean Imports: Although South Korea has a climate similar to that of Japan, labor costs in South
Korea in the past were substantially lower than Japan, resulting in large imports of roses and
chrysanthemums from South Korea. However due to rising labor and energy (heating) costs the
imports from South Korea have been decreasing of late. In addition, South Korea suffers from the
same climatic extremes as Japan of hot humid summers and very cold winters (-15o~20oC)
making cultivation and maintenance of year-round flower quality difficult. Technical capability is
also lower than that in Japan and the financial support previously being given by their government
to the growers is being withdrawn. I believe imports from South Korea will end in 2 or 3 years.
Chinese Imports: cutflower imports have began over the last 4 or 5 years from north to south of
the vast geographical expanse of China, including the highlands of Yunan Province (Kunming).
However due to extreme climatic conditions good year-round production of chrysanthemums has
not been achieved. To date the Chinese imports are the lowest priced chrysanthemums on the
Japanese market and those importers involved in developing the Chinese chrysanthemum
imports have suffered large losses. Although flower quality is improving, when you consider
technical competency and the climatic extremes, it is hard to see the Chinese chrysanthemum
imports flourishing in the Japanese market.
Dutch Imports: In 1998 The Netherlands exported over 22 million stems to Japan, however since
then rising airfreight charges, incorporation of the Dutch Guilder into the Euro currency and the rising
Euro currency has seen a sharp decline in the imports of Dutch cutflowers into Japan, particularly
over the last 2 or 3 years
Vietnamese Imports: imports from Vietnam have been increasing over the last few years. To date
though these imports have been restricted to one company. This company’s cultivation is taking place
at 700 m ASL and the quality of the exported flowers is far better than the Chinese or South Korean
exports. This cultivation area based near Dalat has poor access to Ho-chi-minh Airport. The 150km to
the airport takes 6~7 hours and when the flowers arrive at the airport, there are no cold storage
facilities. It will take considerable time to develop the export capability from Vietnam.
Malaysian Imports: cultivation take places in the Cameron Highlands, on the hillsides located
1,000~1,500 m ASL. During heavy rains landslides are a constant threat. Although their technical
cultivation skills are not that high, the soils and year round climate are perfect for chrysanthemum
cultivation. The reputation of Malaysian chrysanthemums among imports in the Japanese market is
the highest and I expect imports from the Cameron Highlands to increase in the coming years. Land
suitable for chrysanthemum production expansion in the Cameron Highlands is however limited. In
addition, over 95% of the field and packing-house labor is done by immigrant workers from Indonesia,
Nepal, Vietnam, etc. In future as cutflower production increases in Vietnam and Indonesia I believe it
will become more difficult for the Malaysians to source labor and land for further expansion.
Indonesian Imports: At elevations above 700~800 m ASL good quality chrysanthemums should be able
to be produced (ideally an elevation of 1,000~1,200 m would be best, however if at this elevation mist or
fog is prevalent then disease may be become a major problem). It is thought that the main reason to
date that sales of Indonesian cutflowers in Japan has not expand beyond 1 million stems is that there
has been no cooperation with Japanese companies that can supply market information (varietal, color,
packing, and logistics information) and development of cultivation skills. In the case of Malaysia this
information was supplied from Japan and The Netherlands, and in the case of Vietnam from The
Netherlands.
Wholesale amount and number of stem of
Majour cut flowers
Name of
flower
Wholesale (000)
No. of stem Amount
Chysanthemun 200,039 1,050
Carnation 51,363 225
Rose 44,698 286
Lily 20,384 303
Lisianthus 12,620 124
Orchid 17,200 160
Transvaai Daisy 21,133 58
Others 257,547 1,264
Total 624,984 3,470
Chrysanthemum (Japan Market)
Qtty:Stem
Amount:\1,000
2002 2003 2004
Country Qtty Amount Qtty Amount Qtty Amount
1 Malaysia 25,096,358 \976,553 36,396,485 \1,363,572 65,860,716 \2,504,159
2 Korea 22,275,143 \866,774 22,937,141 \859,326 22,905,146 \870,900
3 China 5,023,695 \195,483 15,368,498 \575,771 22,718,292 \863,796
4 Taiwan 11,747,205 \457,109 13,526,145 \506,749 17,533,930 \666,676
5 Vietnam 6,054,801 \235,605 6,434,571 \241,067 10,449,922 \397,327
6 Holland 10,498,872 \408,534 3,962,361 \148,447 1,982,535 \75,380
7 Indonesia 678,443 \26,400 1,037,620 \38,874 1,312,450 \49,902
8 Thai 162,930 \6,340 637,521 \23,884 458,020 \17,415
9 Colombia 5,485 \213 5,156 \193 144,437 \5,492
10 Philippin 120 \5 8,280 \310 43,557 \1,656
Other 914,535 \35,587 698,058 \26,152 15,517 \590
Total 82,457,587 \3,208,602 101,011,836 \3,784,346 143,424,522 \5,453,293
% increase from
previous year100.00% 100.00% 122.50% 117.94% 141.99% 144.10%
Carnation (Japan Market)
Qtty:Stem
Amount:\1,000
2002 2003 2004
Country Qtty Amount Qtty Amount Qtty Amount
1 Colombia 64,400,170 \1,971,379 76,920,677 \2,123,247 91,578,433 \2,258,090
2 China 8,489,496 \259,875 18,175,969 \501,713 37,412,821 \922,504
3 Vietnam 3,283,150 \100,502 3,327,660 \91,854 4,881,366 \120,362
4 Turkey 4,163,070 \127,437 3,677,130 \101,500 3,745,430 \92,353
5 Sri Lanka 2,570,400 \78,684 2,444,250 \67,469 2,233,120 \55,063
6 Holland 980,158 \30,004 706,259 \19,495 598,933 \14,768
7 Spain 668,242 \20,456 727,674 \20,086 588,226 \14,504
8 Ecuador 1,088,450 \33,319 773,790 \21,359 352,700 \8,697
9 Korea 388,018 \11,878 319,272 \8,813 316,912 \7,814
10 Costarica 0 \0 0 \0 75,000 \1,849
Other 881,895 \26,996 130,850 \3,612 145,265 \3,582
Total 86,913,049 \2,660,529 107,203,531 \2,959,147 141,928,206 \3,499,586
% increase from
previous year100.00% 100.00% 123.35% 111.22% 132.39% 118.26%
APA KATA TIMUR TENGAH ?
DUBAI, JEDDAH, RIYADH, DOHA, AMMAN, KUWAIT CITY
LANGKAH APA YANG TELAH MEREKA AMBIL ?
INDIA
THAILAND & TAIWAN
CAMERON HIGHLANDKUNMING (CHINA)
HORTIFAIR HOLLAND
ALSMEERS AUCTIONFLORITECHEXPO CHINA
DELHI’ FLOWERS
WINDOWS OF FLORICULTURE
KITA ADA DIMANA ?
SENTRA BUNGA RAWABELONG, PASAR BUNGA BANDUNGAN, WASTUKENCANA,
SURYA KENCANA, PASAR KAYOON DAN ?????
VOLUME TRANSAKSI Rp 600 milyar
WHY WE ARE ?
1. HIGH COST2. LOW PRODUCTIVITY3. BAD QUALITY4. NOT INNOVATE5. BAD SERVICES6. NOT EFFICIENCE7. ABSURD PROCEDURE8. INDIVIDUAL ACTION (PARSIAL)9. NOT GROWTH
WHERE THEY ARE ?
1. LOW COST2. HIGH PRODUCTIVITY3. BEST QUALITY4. INNOVATE5. BEST SERVICES6. EFFICIENCE7. ONE STOP SERVICES, ON-SITE CUSTOM & QUARANTINE BY
SYSTEMATIC APPROACH8. COLLECTIVE ACTION (INTEGRAL)9. GROWTH
LEARNING :
Ad Barends (Marketing Guru & Managing partner House PPP floriculture industry, Aalsmeer, The Netherlands) is frustated, Ad hears a lot of talk about “marketing”, “added value” and “trends” but sees very few growers actually implementing this ideas in their day to day practice. He says, “ true innovation is being able to see far enough into the market that you offer the consumer what they really want tomorrow & winning the heart of the consumer with our care, love and passion”.
1. Ambitious & Aggressive Israeli will “boom” in floriculture .2. Japan that since the market depressed the new attitude among
progressive grower is “there is nothing to lose, becoming more creative and everyone is trying new things that the solving”.
3. Dubai Flower Centre, the benefit is no corporate tax, no personal income tax, no import/export tax, cost competitive, abundant electricity and water, efficient telecom, Dubai Airport Free Zone, one stop shop for all services, on-site custom services.
4. PT. Alam Indah Bunga Nusantara have 5.4 ha, prod capacity = 6 millionStem/year. Gumi Five Seasons Chrysanthemum, Korea, have 6.8 ha, prod capacity = 13 Million Stem
THINK BIG, START SMALL, ACT NOW & MOVE FAST
So WE NEED
Apa yang Perlu Kita Lakukan ?
Fase 1
Menyaring antara keinginan &
ekspetasi konsumen dgn kemampuan
Keinginan Konsumen
- Bentuk
- Kemasan
-- Ketahanan
-- Varietas & tipe
-- Harga
-- Waktu
-- Pembayaran
-- Jumlah
- Ukuran
-- Nama produk
-- Garansi
Kemampuan Perusahaan:
-- Organisasi
-- Kapasitas
-- Infrastruktur
-- Teknologi yang digunakan
-- Budaya
-- Struktur distribusi
-- Tipe tanaman
-- Iklim
-- Kebijakan
IMPLEMENTASI DILAKUKAN SECARA SPESIFIK, TERUKUR, DAPAT DICAPAI, REALISTIK DAN BERTAHAP
Fase 2
Mengadaptasi Kualitas
Ke Proses Kerja Produk
Produk
- Pemilihan varietas
-- Nama Tanaman
-- Fitur yang diinginkan
-- Pengemasan
-- Pelayanan
-- Pemberian garansi
-- Penampilan
Merubah budaya Kerja
Karyawan semua
Bertanggung jawab
Terhadap kualitas
Organisasi
- Membentuk fungsi jabatan
kualitas dalam organisasi
Menetapkan target
Keberhasilan kualitas
Fase 3
Pengembangan &
Monitoring
- Mencari produk
dan varietas baru
yang tepat & optimal
- Menerapkan reward
& punishment di masing
Masing tim kerja.
- Menetapkan parameter
Standar kualitas berdasar
SNI & Internasional atau
keinginan konsumen.
- Monitoring dilakukan
harian.
Fase 4
Pengendalian Kualitas
- Tingkat keberhasilan
produksi.
- Prosentase Grade
A, B, C, Asal
- Jumlah Komplain
-- Jumlah Konsumen
yang kembali
membeli
Informasi dijalankan berdasarkan faktual , analisa pasar & evaluasi dari program dan kriteria yang disepakati
APA YANG HARUS DIPERHATIKAN PADA HARGA
Harga
(Rp/$)
Jumlah
btg/ikat
Pasokan Krisan
(btg/ikat)
Permintaan
(btg/ikat)
1. Pasar Ramai & Sepi
2. Harga Sesuai Kualitas & Jumlah
3. Kesepakatan level harga Jual Minimum Regional
4. Harga memperhitungkan biaya depresiasi
APA YANG HARUS DIPERHATIKAN PADA TRANSPORTASI & DISTRIBUSI
Alat Transportasi
Kapasitas Angkut Media Transportasi Waktu & Biaya Transportasi
Udara/laut/daratFull capacity/idle Pribadi/sewa/outsourcing
Rp/berat atau Rp/volume
Indonesia/ekspor
Jawa/luar jawa
1 hari atau lebih
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Konsumen
APA YANG HARUS DIPERHATIKAN PADA PEMASARAN &
SELERA KONSUMEN
Bagaimana meyakinkan konsumen apa kelebihan dan manfaat produk kita
Pembelajaran terhadap konsumen
Kualitas konsumen
Gaya Hidup
Fitur, Kemasan, Waktu & Harga
Standar Pelayanan terhadap Konsumen
Segmentasi Pasar
Layanan purna jual
KUNCI SUKSES
SESUAI ANTARA KONSEP DAN PENERAPANNYA DI USAHA
SATU HATI DALAM MENCAPAI TUJUAN
BUDAYA KERJA DISIPLIN & TERATUR
PUNYA UKURAN KEBERHASILAN
BERORIENTASI PADA HASIL
PERHATIAN TERHADAP WAKTU, BIAYA & MOTIVASI KERJA
MENDENGARKAN SUARA KONSUMEN
1. STAY FOCUS ON MARKET & CORE BUSINESS
2. PROFITABLE & SUSTAINABLE PRODUCTION
3. FACILITATE PRODUCT DIFFERENTIATION
4. HANDLING & DISTRIBUTION (SUPPLY CHAIN)
5. COMPETENCY BASED HUMAN RUSOURCES MANAGEMENT
PRODUCT LEADERSHIP
OPERATION EXCELLENCE
CUSTOMER INTIMACY
ORGANIC GROWTH
(AGGRESSIVE BUT NOT SPECULATIVE)
GRAND STRATEGY :QUALITY, STRATEGY & INNOVATION (QSI)
TARGETSUSTAINABLEPROFITABILITY
INCREMENTAL IMPROVEMENT
BASE ON PERFORMANCE &
INDICATOR STANDARDNETWORKING IN B2B & G2G
SCENARIO TO SUPPORT INTEGRATED SYSTEM
- WELL MANAGEMENT
- WELL MENTALLITY
- WELL REFORMATION
- WELL ACTION
- BUDGET OF AGRICULTURE
- QUALIFIED AGRI-CENTER
- QUALIFIED TEAM & PERSONAL
- QUALIFIED REWARD STIMULATION
- QUALIFIED & CONTINOUS RESULTS
- OPEN MIND SYSTEM
- WIN-WIN CONDITION
- INTEGRATED ACTION
- STRONG LEADERSHIP
- BUILDING THE TRUST
- GOOD AGRICULTURE PRACTICES
MASYARAKAT BIROKSASIMASYARAKAT PETANI
Policy,
Regulation &
Infrastructure
Social-Business
Activity
AGRI-INDUSTRI
AGRI - “PETANI”
“MUTUAL RECOGNITION”
FLORICULTURE
MARKETING
COOPERATIVE’S
APA YANG HARUS KITA LAKUKAN ?
1. LOW COST
2. HIGH PRODUCTIVITY (ECONOMIC OF SCALE)
3. BEST QUALITY
4. INNOVATE
5. BEST SERVICES
6. EFFICIENCE
7. ONE STOP SERVICES, ON-SITE CUSTOM & QUARANTINE
BY SYSTEMATIC APPROACH
8. COLLECTIVE ACTION (INTEGRAL)
COALITION STRATEGY
SENTRA BUNGA SENTRA EKPOR/IMPOR
GROWTH
INSENTIF TARIF
PEMERINTAH
MEMBANGUN KEPERCAYAAN
MEMBANGUN FLORIKULTURA
BERKELANJUTAN
MENGHIDUPI DAN MEMBERI
WARNA KEHIDUPAN
HARGA, MUTU & JUMLAH
GRAND STRATEGY
INFRASTRUCTURE
INNOVATE,
RELIABLE & AVAILABLE
PRODUCT/SEEDS
NENEK MOYANG KRISAN (Elmer D. Smith)
Shasta
daisy
C. maximum
C. leucanthemum C. superbumC. leucanthemum
var pinatifidum
C. weirichii
C. parthenum
C. coronariumC. segetum
C. rubellum
C. yezoense
C. balsamita
C. yarrow
irregular incurve reflex regular incurve decorative
intermediat incurve pompon single & semi doble anemon
spoon quill
spider
brush or thistle
unclassified charm spoon
gena hard wood cherry
spider
double
VARIETAS BARU
GRAND ORANGE BN PURPLE BN WHITE EURO PINK BN REGGIE
EURO WHITEEURO DARKHERBY SUNNY HERBY WHITE IBIS
JIMBA WHITE MONALISA DECI PINK REGGIE REMIX M 750REMIX
BACARDI
PELICAN
JIMBA RED
VARIETAS BARU
NAUGHTY
LOLIPOP RED
LOLIPOP PURPLE
LOLIPOP ORANGE
GRAND PINK
MARABU LOLIPOP
SHINING
STREAMER
BN PINK
BEBERAPA VARIETAS “BALITHI” YANG AKAN DIKENALKAN KE PASAR
BEBERAPA VARIETAS “BALITHI” YANG AKAN DIKENALKAN KE PASAR
PRODUCT :
Emerald Green into the palette
vast expertise
Blue Magic, Green Spirit und Golden Glow
“Flower Fantasy” Tropical Dream
olive groves and privet bushes
Candle arches dan traditional figurines
TREND BUNGA 2006 - 2007
“FLOWERS & PLANTS CAN IMPROVE PRODUCTIVITY & IDEAS IN WORKPLACE”
“ TEMA RANGKAIAN DUNIA 2006 “
“ VARIETAS YANG INGIN DIANGKAT 2006 “ (PASAR DOMESTIK)
TIPE SPRAY ALAM INDAH
“ VARIETAS YANG INGIN DIANGKAT 2006-2007 “ (PASAR DOMESTIK)
TIPE STANDARD
TIPE & MUTU UNTUK PASAR EKSPOR
2006-2007
Bleeding-hearth
Caspea
Forget me-not
Stephanotis-spray
ntstephanotis
hedera
ghypsophila
cala
“ TREND GREEN FILLER 2006 ”
“HYPERICUM, SALIX & LEATHER FERN ”
“ BUNGA POT YANG INGIN DIANGKAT ALAM INDAH 2006 “
“POTENSIAL FILLER 2006-2008”
“BEBERAPA POS PRODUKSI YANG INGIN DIPERKUAT DI 2006”
“BEBERAPA POS PRODUKSI YANG INGIN DIPERKUAT DI 2006”
APA YANG DILAKUKAN MEREKA ?
LEARNING :
Ad Barends (Marketing Guru & Managing partner House PPP floriculture industry, Aalsmeer, The Netherlands) is frustated, Ad hears a lot of talk about “marketing”, “added value” and “trends” but sees very few growers actually implementing this ideas in their day to day practice. He says, “ true innovation is being able to see far enough into the market that you offer the consumer what they really want tomorrow & winning the heart of the consumer with our care, love and passion”.
1. Ambitious & Aggressive Israeli will “boom” in floriculture .2. Japan that since the market depressed the new attitude among
progressive grower is “there is nothing to lose, becoming more creative and everyone is trying new things that the solving”.
3. Dubai Flower Centre, the benefit is no corporate tax, no personal income tax, no import/export tax, cost competitive, abundant electricity and water, efficient telecom, Dubai Airport Free Zone, one stop shop for all services, on-site custom services.
4. PT. Alam Indah Bunga Nusantara have 5.4 ha, prod capacity = 5 millionStem/year. Gumi Five Seasons Chrysanthemum, Korea, have 6.8 ha, prod capacity = 13 Million Stem
THINK BIG, START SMALL, ACT NOW & MOVE FAST
So WE NEED