Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 Strategic Management of Family Business for Effective and Efficient in Development Efforts SMES Merry Marliyna*, Nurdanti Btari Aisyah**, Dwinapriyanti Satriaputri***, Rizka Pratiwi**** and Hardiana Widyastuti*****, Small, and medium enterprises (SMEs) contributed 97 percent of employment in Indonesia. In addition, cooperatives and SMEs Contributions to Gross Domestic Product (GDP) in Indonesia reached 56 percent. The Minister of State Ministry for Cooperatives, Small and Medium Enterprises, Syarifuddin Hasan said that, based on Indonesian Central Bank data, there is migration from small to micro enterprises and small to medium enterprises (Republika Online, July 3, 2014). Seeing these contributions it’s necessary to have management strategies that can increase income of SMEs. Garut is a city located in west Java, Indonesia which has Small and medium enterprises about 1728 as an excellent industry. Those Small and medium enterprises are agro product, leather and craftment, and chemical industries. (www.jabarprov.go.id, 2011). Garut’s most excellent industry is in leather which the business is identical with management system carried out by family, whose close to collusion, corruption, and nepotism. Concerning this, a development effort for leather Small and medium enterprises to be able to adapt with economic expansion and business for now and then is needed. The objectives of this study are to identify the main factor of family business management sucessfullness and give an alternative formulation of effective and efficient strategy for leather Small and medium enterprises which exist at Garut. The collect data method used in this research are in-depth interview, focus group discussion, observation, literature review, and the data obtained from Leather Small and medium enterprises. The analyze data method are key success factor and SWOT analysis. The result of this research are the key success factor from family-based Small and medium enterprises and gives alternative strategic recommendation that applicable to Small and medium enterprises, according to four functional management field based on SWOT analysis; which consist of human resources management, operations management , marketing management, and financial management. JEL Codes: M21 1. Introduction Background Family business is one of phenomenon in the business world. It has a substantial amount of income for the state controlled 80% - 90% of the business world. 96% of 165,000 companies in Indonesia are a family business (Pikiran Rakyat, 16 November 2006) and according to the BPS 2007 (www.bps.go.id, 26 September 2014) contribution of family business is 82.44% of the GDP of Indonesia. The family business also has an influence on the improvement of welfare and job creation for the Indonesian community. Small and medium enterprises (SMEs) is one of the most contributive sector of Gross Domestic Product at 2013 in the amount of 59.08% (www.bps.go.id, 2013). Small and *Merry Marliyna, Department of Management, Bogor Agricultural University, Bogor. Email: merry.marliyna12@gmail.com **Nurdanti Btari Aisyah, Department of Management, Bogor Agricultural University, Bogor. Email : dantibtari@gmail.com ***Dwinapriyanti Satriaputri, Department of Management, Bogor Agricultural University, Bogor. Email : dwina.dewe@gmail.com ****Rizka Pratiwi, Department of Management, Bogor Agricultural University, Bogor. Email : tiwirizkawijaya@gmail.com *****Hardiana Widyastuti, Department of Management, Bogor Agricultural University, Bogor. Email : hardiana75@gmail.com Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 medium enterprisess field is the most stable in economic development in Indonesia. It proved when economic crisis on 1997-1998 unaffected by the global crisis. The results of these data prove that SMEs have helped to raise the welfare of the people of Indonesia and Indonesian per capita income. In addition, reinforcing Small and medium enterprises position is one of Indonesia’s general strategies to face ASEAN Economic Community 2015 ((Menuju ASEAN Economic Community 2015, 2014). The AEC areas of cooperation include human resources development and capacity building; recognition of professional qualifications; closer consultation on macroeconomic and financial policies; trade financing measures; enhanced infrastructure and communications connectivity; development of electronic transactions through e-ASEAN; integrating industries across the region to promote regional sourcing; and enhancing private sector involvement in the building of the AEC. In short, the AEC will transform ASEAN into a region with free movement of goods, services, investment, skilled labour, and freer flow of capital. (http://www.asean.org/communities/asean-economic-community (26 September 2014). ASEAN Economic Community is one of the opportunities for SMEs to expand overseas market. Resources in Indonesia, particularly the availability of the material, very abundant. Things that could be used as a great power for industrial SMEs in Indonesia to compete with products from abroad which ensured a booming post-enactment of the AEC. Garut is a city located in west Java, Indonesia which has Small and medium enterprises about 1728 as an excellent industry. Those Small and medium enterprises are agro product, leather and craftment, and chemical industries. (www.jabarprov.go.id, 2011). Industrial activities on Garut still dominated by Small and medium enterprises which generally is light Industry. SMEs gives significant roles in empowering citizen economy on Garut. The data for SMEs superior on Garut is presented on the table 1 bellow: No Comodity Number SME of Number of worker 1 Agro Product a. dodol 134 b. sale pisang 112 c. tobaco 319 d. chocolate powder 1 2 Leather and craftment Industry a. leather-based craftment 319 product b.finished leather dress 417 c. batik 14 d. silk 6 e. eyelash 1 3 Chemical industry a. leather tanner 350 b.asiri oil 55 Tabel 1 (Source www.jabarprov.go.id, 2011) 2.726 516 161.093 106 2.014 2.953 275 123 2.600 1.750 334 Based on the data above, the superior SMEs on Garut are leather-based craftment product and finished leather dress for 736 corporation units or 42,6% from all of upperhand SMEs on Garut. the central Industry is located in Sukaregang, Garut in which this SMEs is identical with most management system operated by family. There are many development challenges that SMEs must face especially leather industry, from very simple management system to negative stigma attributed to SMEs such as in terms of collusion, corruption, and nepotism. Not only that,economic Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 development and global business now demands SMEs to keep exist. Especially with ASEAN Economic Community that will be happened on 2015 and free trading between Indonesia and China which able to tighten Small and medium enterprises rivalry based on family management globally. So, an development efforts for leather Small and medium enterprises to be able to adapt with economic expansion and business for now and then is needed. The purpose of this study is to chanell the potentials from leather SMEs by utilizing management system operated by family so it will arise strategies that can be used to keep hold on global fight. Problem Statement 1. What main factor of family business management leather SMEs in Garut? 2. What effective alternative strategy in developing the family business in continued SMEs? Objectives 1. Identification of main sucess factor for family management business in SMEs Garut 2. Alternative formulation of effective strategy in developing family business in continued SMEs. Research Area The object of the research is Small and medium enterprises in Garut from upper-hand industry especially leather industry in Sukaregang, Garut, West Java, Indonesia. 2. Literature Review Definition of SME Central Bureau of Statistic define SME based on the quantity of the worker from light industry is a corporation entity which has 5 to 19 workers, as medium enterprise is a corporation entity which has 20 to 99 workers The Ministry of Cooperatives and Small and Medium Enterprises was established in 1993 solely to support the development of SMEs. The involvement of the government in promoting SMEs has been assigned formally to the Ministry since Law No. 9 of 1995 for Small Enterprises was enacted. The purpose of the law is two - fold: First, to create a conductive business environment; and second, to strengthen the capacity and capability of the SMEs in order to promote them as economic actors. (www.bps.go.id, 2007). Strategy and Strategic Management Strategy is a method to get the long term objectives. Strategic business could be in the form of geographic expansion, diversification, aquisition, product development, market penetration, employee rationalization, divestation, liquidation, and joint venture. As for strategic management is art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objectives. (Fred R. David , 2007) Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 Marketing Management Marketing is the process by which companies create value for customers and build strong customer relationships in order to capture value from customers in return. (Kotler and Armstrong, 2014) Operations Management Operations management is the set of activities that creates value in the form of goods and services by transforming inputs into outputs. Operations management strategy in three conceptual ways are: 1.Competing on Differentiation Differentiation is concerned with providing uniqueness. A firm’s opportunity for creating uniqueness are not located within a particular function or activity, but can arise in virtually everything that the firm does. Moreover, because most products include some service, and most services include any product, the opportunities for creating this uniqueness are limited only by imagination. 2.Competing on Cost Low-cost leadership entails achieving maximum value as defined by your customer. It requires examining each of the 10 operations management decisions in a relentless effort to drive down costs while meeting customer expectations of value. A low-cost strategy does not imply low value or low quality. 3.Competing on Response The response is often thought of as flexible response, but it also refers to the reliable and quick response. Indeed, we define response as including the entire range of values related to timely product development and delivery, as well as reliable scheduling and flexible performance. (Jay Heizer and Barry Render, 2006) Human Resource Management Human Resource management can in turn be defined as the policies and practices involved in carrying out the “people” or human resources aspects of a management position, including recruitment, screening, training and appraising. (Dessler, 2007) Financial Management Financial management is an integrated decision-making process concerned with acquiring, financing, and managing assets to accomplish some overall goal within a business entity. Other names for financial management include managerial finance, corporate finance, and business finance. Making financial decisions is an integral part of all forms and sizes of business organizations from small privately held firms to large publicly traded corporations. Virtually every decision that a business makes has financial implications. Thus, financial decisions are not limited to the chief executive officer (CEO) and a handful of finance specialists. Managers involved in many areas within an organization such as production, marketing, engineering, and human resources among others make or participate in financial decisions at least occasionally. Financial management involves three major types of decisions: (1) long-term investment decisions, (2) long-term financing decisions, and (3) working capital management decisions. (H . Kent Baker, Gary Powell, 2005) Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 3. Research Method Research Location The research held in leather SMEs in Sukaregang, Garut, West Java, Indonesia. The research took place between July 2014 till August 2014 period. Data Collection and Sampling Method Method of collecting data used are from primary and secondary data. Primary data is collected by in-depth interview to the respondents. The process is by giving some free and ease questions without question structure. The respondents is from chief production, chief marketing, owner, and some staff. The secondary method is focus group discussion. A group consists of staff, owner, chief production, chief marketing, and supplier. The purpose is to gather data according to perception and the view from participant about management system in SMEs which mostly operated by relative. The next method is direct observation to every production process, marketing, finance,and human resources in SMEs. Observation conducted unstructurally where observer does not prepare a list of aspects observation. The observer notes every activity which considered important. Meanwhile, secondary data obtained by literature review, and data from leather SMEs. Data Analysis Method Key performance indicators KPIs represent a set of measures focusing on those aspects of organizational performance that are the most critical for the current and future success of the organization. KPIs are rarely new to the organization. From extensive analysis and from discussions with over 1,500 participants in KPI workshops, covering most organization types in the public and private sectors, That is define seven KPI characteristics: 1. Nonfinancial measures (not expressed in dollars, yen, pounds, euros, etc.) 2. Measured frequently (e.g., daily or 24/7) 3. Acted on by the CEO and senior management team 4. Understanding of the measure and the corrective action required by all staff 5. Ties responsibility to the individual or team 6. Significant impact (e.g., affects most of the core critical success factors [CSFs] and more than one BSC perspective) 7. Positive impact (e.g., affects all other performance measures in a positive way) (David Parmenter, 2007) Matrix TOWS/SWOT Matrix Threats-Opportunities-Weaknesses-Strengths (TOWS) is matching tool to help the manager develops four types strategy. these four types strategy are: 1. Strategy SO (Strength-Opportunity). This strategy uses to manufacture internal strength to get opportunities from outside the company. Generally the company implements WO, ST, or WT strategies to apply SO. Therefore, if the company has many weaknesses it must deal with them in order to become strong. If the company faces many threats, it must avoid and concentrate to the opportunities. Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 2. Strategy WO (Weakness-Opportunity). The purpose is to minimize manufacture internal weaknesses by utilizing external opportunities. Sometimes company faces difficulty benefitted opportunities because the internal weakness presence. 3. Strategy ST (Strength-Threat). With this strategy the company tries to avoid or decrease the impact of external threat. This doesn’t mean that a strong manufacture must always get threat. 4. Strategi WT (Weakness-Threat). This strategy is a defensive tactic by deducing internal weakness and avoid it. A manufacture which confronted with amount of internal weakness and external threat actually is in a dangerous state. It must struggle to keep holding ground by applying some strategies such as merger, declared bankruptcy, retrench, or liquidation. For more view in understanding four type strategy SO, WO, ST, and WT, look at the table 2 below Image 1 SWOT analysis Every strategy has matching example between main external and internal element in order to formulate alternative strategies in the Resultant Strategy column. 4. Result and Discussion Garut Profile Garut is a city in West Java province, Indonesia. The capital is Tarogong Kidul. The city is bordered with Sumedang on the north, Tasikmalaya on the east, and the Hindia ocean on the south, and Cianjur and Bandung on the west. Most of Garut region is mountains, except on the south coast is low and narrow plain. Garut is a region with full of natural resources. The region broad is 3.065 km2 with 2.737.526 people (Population Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 Cencus 2010) or with density 893 per km2 . Administrationly Garut now divided into 42 subdistricts, 21 grooves and 403 villages. Garut Main Comodity One of main comodity from leather craftmen are dressed and cow’s leather jacket (slight hard) and sheep (flexible), which in some cirlcles especially in the fashion called “Kulit Garut”. The supporting factor in materialized of leather jacket central industry is the availability of basic material. Basic material sources are plenty with its strategic location, near or even united in the central cottage industry of leather tanning. Now, most of leather crafters are in the central leather industry Sukaregang in Garut main city and villages around it. Result Sukaregang, Garut is the central leather industry where many of its products from leather craftmentship and dressing such as wallet, bag, jacket, and hat. The number of SMEs based on family management pushed SMEs to keep the relationship between family and relatives for business continuity. There are some succeed key factors that encourage the company to keep going till now. the key factors are shown in the table below. Key Success Factors Human Resources Production Operation Marketing Finance Tabel 2 Leather Industry - ability and skill from employee - belief system between family member and - basic materials easy to get because available almost in every area of Garut - The design always update - Attending exibition in some area - high product demand - sales via online is available - sale area near central city/ trading - funding by credit and personal capital - routine transaction record - price is reachable Key Success Factors in leather Industry Based on table 2 the succeed keys on leather industry must cover four functional management field. I.e. Human Resources, Production and Operation, Marketing, and Finance management. Furthermore, Matrix SWOT analysis will be applied to show alternative strategy which can be chosen to develop SMEs. This alternative strategy can be used as consideration material in the making of strategic policies by every SMEs development stakeholder. Those strategic policy will affect SMEs condition in order to keep in beneficial position, where the company able to overcome weakness and minimize threats so it can empower the strength and utilize every opportunity. Thereby, SMEs family-based management can develop and adapt according with the economy and business at the present. The result of Matrix SWOT analysis is on the table below: Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 Internal Factor External Factor Opportunity 1. One of Indonesia strategy to face AEC 2015 2. Giving job demand 3. Means of distribution in economic development 4. Branch expansion in every region Threath 1. Close with collusion, corruption, and nepotism stigma 2. High competition because many of business in the same field 3. Price competition with the business in the same field 4. Imitable design Strength 1. Ability and skill from employee 2. Belief system between family member 3. The design always update 4. Delivery service for the customer outside Garut 5. Routine transaction record 6. Funding by credit and personal capital Strategy S-O 1. S1-O1-O2 Forming SMEs center in Garut 2. S2-O2 Employ relatives to minimize unemployment in Indonesia 3. S3-O1 Keep increase innovation and creativity in the product 4. S4-O4-O3 Teamwork or partnering with distribution company 5. S5-O1 Recording based on technology 6. S6-O4-O3 Expanding branch by opening store or outlet in the potential area Weakness 1. Lack of managerial skill 2. Using plain technology 3. traditional recording, not based on technology and bankable Strategi S-T 1. S3-T4 Raising local wisdom as individuality 2. S2-T1 Separating business affair from family affair to minimize CCN 3. S4-T2 Using delivery service will give additional value 4. S5-T1 Recording/registrying will minimize corrupt act 5. S6-T3 Strategi W-T 1. W1-T2 Teamwork with business complementer 2. W3-T1 Transparency in the operating process 3. W2-T4-T3 Up-to-date product design and using latest technology may increase product sale value Strategy W-O 1. W1-O1 Forming SOP in every operation process 2. W3-O1 Apllying finance system that bankable and visible 3. W2-O1-O2 Using latest technology and training for employee or recruit skillful worker in handling technology Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 Table 3 May decrease basic material cost 6. S1-T2 Training can increase product quality and service Matrix SWOT Based on the Matrix SWOT analysis, it can be concluded some alternative strategy in developing SMEs. Strategic Strenght-Opportunity A large number of SMEs resulting needs for consultants who can contain and inerwine integrity between SMEs. SMEs center will play a role as consultant for SMEs as development effort. Therefore, SME center will facilitate relationship between SMEs and standardization institute, so it can expand the market. The second strategy is by employing relatives so it can decrease unemployment in Indonesia. Teamwork or partnership with distribution company is needed to minimize distribution cost and market product expansion.The Third strategy is registering based on the technology will minimize error and corrupt act. From product innovation and creativity field need increasement so the product can compete in domestic and international market for AEC 2015. Another strategy is by expanding the branch company with opening new stores or outlet in the potential area so it can reach potential consumer and increase profit. Strategic Weakness-Opportunity At the operation needs SOP as an effort to equalizing input-process and result, so the quality is consistent. By applying finance system which bankable and visible so the funding from Perbankan and other financial institute is easier. SMEs will not face financial problem anymore. Using latest technology and training for employees or recruitment can be one of the strategy to face competition caused by AEC 2015. Strategi Strenght-Threath SMEs must have strategies to keep the market, these strategies are by raising local learned that will become SMEs individuality/specific characteristic especially in Garut. A good quality product can be increased with employees training. The use of delivery service will give additional value. Another strategy is by registering which can minimize corrupt and basic material cost. Strategic Weakness-Threath In order to keep hold on the business, SMEs needs teamwork with business complementer so it can give additional value and expand the market. Not only that, to avoid the subjective evaluation process of production transparency and as efforts to increase profesionally is needed. The up-to-date product design and using latest technology also may increase product sale value and will increase consumer interest. Based on SWOT Matrix analysis, there are some strategies which can be used to develop SMEs, such as: In the finance field, recommended alternative strategies for SMEs are: 1. Teamwork or partnership with distribution company Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 2. Recording/registrying based on technology 3. Applying finance system that bankable and visible 4. Teamwork with the same kind of business 5. Recording will minimize corrupt activity 6. Funding can minimize price and draw customer In the human resources field, recommended alternative strategies for SMEs are: 1. Employees training will increase quality and win business competition 2. Employ relatives and family to minimize unemployment in Indonesia 3. Using the latest technology and employees training or recruit unit who skillful in technology. 4. Opening SMEs center in Garut In the marketing field, recommended alternative strategies for SMEs are: 1. Branch expansion by opening stores or outlet in the potential area 2. Raising local learned 3. The use of delivery service will minimize rivalry and win the competition In the production field, recommended alternative strategies for SMEs are: 1. Keep increasing innovation and creativity in the product 2. Forming SOP at operational process 3. Up-to-date design and using latest technology may increase product sale value. 5. Conclusion Leather Small and medium enterprises (SMEs) is one of industry field that gives great contribution to the economy in Garut, West Java, Indonesia. However, there are many SMEs that difficult to develop. It because of the family management system which is not applicable optimally by SMEs itself. There are success keys at leather SMEs to keep hold on the business up till now, they are: - At the human resources management; employees ability and skill; and belief system between familiy member. - production and operation management; easy basic material resources because available in every area in Garut up-to-date design - Marketing management; attending exibition in the regions, demands of the product is high, marketing via online is available,market area is near city center/trading. - Finance management; funding by credit and individual finance, routine transaction recording, price is reachable. Results of alternative strategies developed through the SWOT analysis stratified by four functional management, namely: - Human resource management includes employee training based on technology and SMEs centers in each regional area. - Production management and operations includes SOP and transparency of the production process and build innovation and creativity in product design which will add value to the product. Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 - Marketing Management include covers branch expansion by opening stores or outlets in the area while maintaining the potential wisdom as a characteristic of the area of origin and the cooperation with other complementer businesses. - Financial management includes the application of a bankable financial system and visible in order to reduce the practice of corruption. Suggestion - For the government, is expected to provide maximum service to the SMEs sector, so that SMEs can continue to grow and grow and can survive in the financial crisis as well as the existence of the AEC in 2015. - For SMEs, with the support of the government, the SMEs sector is also expected to continue to evaluate, improve, and learn the SMEs management system as well as improving the quality of products (supported by the availability of reliable labor, innovation, and creativity) so it can compete with other businesses. Bibliography Baker, H. Kent, Gary E. Powell. 2005. Understanding Financial Management: A Practical Guide. United Kingdom: Blackwell Publishing David, Fred. 2010. Manajamen Strategis – Konsep. Jakarta: Salemba Empat. Dessler, Gary, 2007, Manajemen Personalia, Edisi Ketiga, Jakarta: Erlangga. Heizer, Jay, Barry Render. 2009. Manajemen Operasi. Chriswan Sungkon, penerjemah. Jakarta: Salemba Empat. Terjemahan dari: Operations Management. Kotler, Philip, Gary Armstrong. 2008. Prinsip-Prinsip Pemasaran. Bob Sabran, penerjemah. Jakarta: Erlangga. Terjemahan dari: Principles of Marketing. Parmenter, David. 2007. Key performance indicators : developing, implementing, and using winning KPIs. John Wiley & Sons, Inc., Hoboken, New Jersey. _.[online].(http://jateng.bps.go.id/index.php?option=com_content&view=section&id=18&I temid=90, access on September 14th 2014) _.[online].( http://garutkab.bps.go.id/?hal=publikasi_detil&id=92, access on September 14th 2014) _.[online].(http://www.bapepam.go.id/pasar_modal/publikasi_pm/kajian_pm/studi2011/potensi-ukm-go-public.pdf, access on September 14th 2014) _.[online].(http://ditjenkpi.kemendag.go.id/website_kpi/Umum/Setditjen/Buku%20Menuju %20ASEAN%20ECONOMIC%20COMMUNITY%202015.pdf, access on September 14th 2014) _.[online].(http://www.jabarprov.go.id/assets/data/menu/potensi_garut.pdf, access on September 14th 2014) Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 Attachment Industri/ Industry Table 1.1 Number of Establishment, Employment, Investation and Value of Agroand Forest Product Industrial Production in Garut, 2012 Number of SME Number of Worker Comodity (1) Tempe Tahu Kerupuk Teh Rakyat Dodol Opak Ranginang Ketan Rangining Kripik Wajit Gula Aren Sale pisang Pindang Ikan Kue Basah Agar – Agar Kue Kering Furnitur (Meubelair) Anyaman Bambu Kerajinan ijuk Cangklong Figura Tepung Padi-padian Garam Roti Baso Susu kental Yoghert Gula Tebu Minuman Ringan Kecap Kembang Gula Sambal Saos Telor Asin Manisan Bumbu Masak Sumpit Penggilingan Kopi Penggergajian Kayu Pemotongan Hewan Terasi Tepung Tapioka Macam-macam Es Mie Basah & Sejenis Tembakau Natade Coco Kripik Kentang Sukro Manisan Tomat Rokok Bubuk Sari Kedelai Bubuk Coklat Depo Air Minum Tepung Singkong Daging olahan dan awetan Cireng Total Non Formal Total Formal Non Formal Total (2) 3 21 36 20 46 1 3 2 2 6 1 6 5 12 29 18 5 4 9 5 4 1 2 3 2 5 1 5 2 1 4 43 1 5 12 7 5 45 1 2 1 1 4 1 1 1 1 - Formal (3) 349 422 166 30 91 155 152 20 410 72 3.065 106 117 165 23 78 212 2.960 178 54 32 9 27 2 1 6 10 15 8 10 274 2 1 1 5 (4) 352 443 202 50 137 155 152 21 413 74 3.067 112 118 171 28 90 241 2.960 178 54 50 14 4 36 7 4 1 2 3 3 5 7 5 2 1 14 43 1 5 27 15 15 319 3 2 1 2 4 1 1 1 1 1 5 (5) 10 95 266 190 1.334 3 6 4 8 30 5 36 30 72 174 53 15 99 45 10 13 8 7 148 28 41 5 31 10 3 16 189 6 45 300 35 20 393 5 30 16 4 64 25 106 3 4 - (6) 796 1.163 1.203 351 1.422 515 341 90 1.285 210 10.300 486 516 990 174 419 1.051 11.410 534 108 107 27 137 10 6 18 30 375 40 40 2.763 6 3 60 15 (7) 806 1.258 1.469 541 2.756 515 341 93 1.291 214 10.308 516 521 1.026 204 491 1.225 11.410 534 108 160 42 99 182 20 13 8 7 148 34 41 23 31 10 3 46 189 6 45 675 75 60 3.156 11 30 16 7 64 25 106 3 60 4 15 395 9.228 9.623 4.040 37.001 41.041 Garut Dalam Angka / Garut In Figures 2013 Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 Industri / Industry Table 1.1 Comodity (1) Tempe Tahu Kerupuk Teh Rakyat Dodol Opak Ranginang Ketan Rangining Kripik Wajit Gula Aren Sale pisang Pindang Ikan Kue Basah Agar - Agar Kue Kering Furnitur (Meubelair) Anyaman Bambu Kerajinan ijuk Cangklong Figura Tepung Padi-padian Garam Roti Baso Susu kental Yoghert Gula Tebu Minuman Ringan Kecap Kembang Gula Sambal Saos Telor Asin Manisan Bumbu Masak Sumpit Penggilingan Kopi Penggergajian Kayu Pemotongan Hewan Terasi Tepung Tapioka Macam-macam Es Mie Basah & Sejenis Tembakau Natade Coco Kripik Kentang Sukro Manisan Tomat Rokok Bubuk Sari Kedelai Bubuk Coklat Depo Air Minum Tepung Singkong Daging olahan dan awetan Cireng Total Continued Investment (000 Rp) Formal Non Formal (8) (9) 1.500 33.250 105.800 95.000 639.450 200 750 500 1.940 4.500 500 1.500 17.000 12.000 50.200 7.000 114.892 77.565 29.637 12.500 371.000 45.000 29.000 184.370 39.400 30.850 500 51.300 2.900 750 20.000 440.115 3.500 34.450 338.556 518 30.000 161.093 7.500 10.000 60.000 2.500 117.130 212.000 5.500.000 40.000 17.000 8.955.116 349.000 422.000 246.262 75.000 1.210.150 120.000 137.000 10.000 848.466 707.500 1.416.528 26.500 234.000 33.000 125.000 56.800 290.800 1.552.000 44.500 5.400 28.444 20.000 94.500 5.000 25.000 1.800 26.700 423.195 800 45.000 560.500 10.000 2.500 28.100 5.000 9.186.445 Jumlah (10) 350.500 455.250 352.062 170.000 1.849.600 120.000 137.000 10.200 849.216 708.000 1.418.468 31.000 234.500 34.500 142.000 68.800 341.000 1.552.000 44.500 5.400 35.444 134.892 77.565 124.137 17.500 371.000 45.000 29.000 184.370 64.400 30.850 2.300 51.300 2.900 750 46.700 440.115 3.500 34.450 761.751 1.318 75.000 721.593 17.500 10.000 60.000 5.000 117.130 212.000 5.500.000 40.000 28.100 17.000 5.000 18.141.561 Total Production (000 Rp) Formal Non Formal (11) (12) 384.750 2.152.475 7.562.589 6.840.000 159.134.330 105.000 112.500 97.500 8.400 450.000 162.000 1.147.500 2.250.000 72.000 2.735.400 35.000 750.000 540.000 810.000 187.500 231.800 32.440 413.052 1.314.760 480.000 1.665.360 93.750 806.400 135.072 60.000 120.000 5.961.300 60.000 838.800 761.751 67.200 121.160 6.989.090 116.000 315.265 291.432 36.000 1.610.110 862.560 8.000 45.000 35.000 209.008.246 58.660.200 77.506.800 12.080.000 9.740.500 19.787.600 4.375.500 6.310.600 320.480 6.592.632 3.811.500 20.570.875 3.462.000 17.154.678 3.466.000 5.665.500 1.190.000 34.920.000 53.525.644 3.341.000 1.238.610 114.260 900.000 607.500 75.000 21.000 112.500 150.000 2.646.000 57.200 181.740 1.840.000 210.000 36.000 4.725 50.000 350.726.044 Jumlah (13) 59.044.950 79.659.275 19.642.589 16.580.500 178.921.930 4.375.500 6.310.600 425.480 6.705.132 3.909.000 20.579.275 3.912.000 17.316.678 4.613.500 7.915.500 1.262.000 37.655.400 53.525.644 3.341.000 1.238.610 149.260 1.650.000 540.000 1.417.500 262.500 231.800 32.440 413.052 1.314.760 501.000 1.665.360 206.250 806.400 135.072 60.000 270.000 5.961.300 60.000 838.800 3.407.751 124.400 302.900 8.829.090 326.000 315.265 291.432 72.000 1.610.110 862.560 8.000 45.000 4.725 35.000 50.000 559.734.290 Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 In 2011 8.955.116 Source: Department of Industry, Trade and Market Management .of Garut Garut Dalam Angka / Garut In Figures 2013 8.834.445 17.789.561 209.008.246 347.601.044 556.609.290 Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 Industri/ Industry Table 1.2 Komoditi (1) Pakaian Jadi dari Tekstil Kerajinan barang kulit dan Sejenisnya Pakaian Jadi dari Kulit Batik Sutra Alam Bulu Mata Palsu Brg dr karet untuk keperluan industri Alas Kaki Barang jadi tektil Barang Jadi dari rajutan Total 180 982 1.162 9.218 5.448 14.666 in 2011 176 950 1.126 4.352 5.366 9.718 In 2010 166 920 1.086 4.061 5.246 9.307 Source: Department of Industry, Trade and Market Management of Garut Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 Garut Dalam Angka / Garut In Figures 2013 Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 Industri / Industry Table 1.2 Continued Investment (000 Rp) Total Production (000 Rp) Comodity Formal (1) Non Formal Formal Non Formal Jumlah (9) (10) (11) (12) (13) 87.875 3.216.033 3.303.908 1.771.200 23.557.084 25.328.284 Kerajinan barang kulit dan Sejenisnya 942.008 2.133.547 3.075.555 19.954.182 50.903.237 70.857.419 Pakaian Jadi dari Kulit 424.000 1.766.000 2.190.000 28.606.200 30.675.000 59.281.200 Batik 420.000 - 420.000 3.180.000 - 3.180.000 Sutra Alam 850.000 - 850.000 4.225.000 - 4.225.000 7.558.061 - 7.558.061 13.497.100 - 13.497.100 925.000 - 925.000 325.000 - 325.000 - 160.000 160.000 - 4.200.000 4.200.000 22.600 90.400 113.000 428.300 2.108.300 2.536.600 - 1.831.958 1.831.958 - 14.700.840 14.700.840 Total 11.229.544 9.197.938 20.427.482 71.986.982 126.144.461 198.131.443 In 2011 6.651.483 8.877.580 15.529.063 68.524.382 121.379.321 189.903.703 In 2010 6.181.483 8.721.580 14.903.063 56.880.382 121.355.747 178.236.129 Pakaian Jadi dari Tekstil Bulu Mata Palsu Brg dr karet untuk keperluan industri Alas Kaki Barang jadi tektil Barang Jadi dari rajutan (8) Jumlah Source: Department of Industry, Trade and Market Management of Garut Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1-922069-62-7 Garut Dalam Angka / Garut In Figures 2013 Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1922069-62-7 Industri/ Industry Number of Establishment, Employment, Investation and Value of Chemical Establishment Manufacturing Production in Garut, 2012 Table 1.3 Number of SME Number of Worker Comodity Non Formal Total Formal Formal (1) Minyak Atsiri (2) Non Total Formal (3) (4) (5) (6) (7) 21 34 55 214 120 334 Arang Aktif 1 1 2 60 20 80 Pupuk Kompos 4 6 10 21 20 41 20 330 350 255 1.495 1.750 Komponen Pompa Air dari Karet 1 3 4 5 12 17 Percetakan 8 23 31 71 103 174 Industri Kosmetik 2 - 2 21 - 21 Industri Kimia dan Bahan Kimia Lainnya 5 - 5 60 - 60 Minyak Jarak - 6 6 - 20 20 Pengolahan Karet Sheet - 70 70 - 210 210 Jumlah 62 473 535 707 2.000 2.707 Tahun 2011 62 470 532 707 1.988 2.695 Tahun 2010 62 459 521 707 1.948 2.655 Penyamakan Kulit Source: Department of Industry, Trade and Market Management of .Garut Proceedings of 10th Asian Business Research Conference 6 - 7 October 2014, Novotel Bangkok on Siam Square, Bangkok, Thailand, ISBN: 978-1922069-62-7 Garut Dalam Angka / Garut In Figures 2013 Industri / Industry Table 1.3 Continued Investment Rp) Comodity (1) Formal (000 Non Formal (8) total Formal (9) (10) (11) Total production (000 Rp) Non total Formal (12) (13) Minyak Atsiri 1.134.500 7.953.875 9.088.375 11.751.250 23.522.500 35.273.750 Arang Aktif 1.113.000 35.000 1.148.000 333.000 120.000 453.000 60.400 15.000 75.400 148.384 6.060 154.444 15.500.000 15.238.080 30.738.080 52.920.000 50.315.100 103.235.100 24.000 52.000 76.000 28.800 75.000 103.800 432.500 678.500 1.111.000 496.950 310.500 807.450 36.000 - 36.000 282.000 - 282.000 229.730 - 229.730 1.835.594 - 1.835.594 Minyak Jarak - 150.000 150.000 - 18.000 18.000 Pengolahan Karet Sheet - 144.000 144.000 - 780.000 780.000 Pupuk Kompos Penyamakan Kulit Komponen Pompa Air dari Karet Percetakan Industri Kosmetik Industri Kimia dan Bahan Kimia Lainnya total 18.530.130 24.266.455 42.796.585 67.795.978 75.147.160 142.943.138 in 2011 18.506.130 24.214.455 42.720.585 14.876.068 75.072.160 89.948.228 in 2010 18.506.130 21.867.580 40.373.710 11.419.818 75.186.100 86.605.918 Source: Department of Industry, Trade and Market Management of Garut Garut Dalam Angka / Garut In Figures 2013 1