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
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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.
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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