CO-OPERATIVE MANAGEMENT

4 QUADRANT OF COOPERATIVE MNGT

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MAIN GOAL OF THIS COURSE

After take this course completely, hopefullystudents have deep understanding about 4quadrant of cooperative managementcourses. By deep understanding of core

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quadrant of cooperative managementcourses. By deep understanding of coreconcepts, students will have critical thinking toanalyze current cooperative phenomenon inbusiness environment

Apa itu koperasi ?

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“A co-operative is autonomous association of person

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“A co-operative is autonomous association of person

voluntarily to meet their common economic, social, and

cultural needs aspirations through jointly-owned and

democratically-controlled enterprises”. (ICA)

PRINCIPLES OF COOPERATIVE

1 Voluntary and Open Membership

2 Democratic Member Control

3 Member Economic Participation

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3 Member Economic Participation

4 Autonomy and Independence

5 Education, Training, and Information

6 Cooperation among Cooperative

7 Concern for Community

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KOPERASI VS KORPORASIKOPERASI VS KORPORASI

Koperasi dengan korporasi memiliki persamaan,yaitu “equity relationship”. Tetapi pada poin itujuga salah satu perbedaan mendasar keduanya

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juga salah satu perbedaan mendasar keduanya

KORPORASI KOPERASI

SHU SHU VSVS DIVIDENDIVIDEN

SHU DIVIDEN

-Salah satu mekanisme

pembagian keuntungan bagi

-Mekanisme pembagian

keuntungan khusus untuk

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pembagian keuntungan bagi

para stakeholders, tidak

hanya bagi shareholders

-Bagi shareholders, proporsi

pembagiannya adalah sama

keuntungan khusus untuk

shareholders

-Bagi shareholders, proporsi

pembagiannya tergantung

dengan proporsi kepemilikan

Salah satu masalah utama dalambisnis adalah keterbatasan resources.

Pertanyaan yang muncul kemudian

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Pertanyaan yang muncul kemudianadalah darimana akan saya dapatkanresources itu ?

By Cooperate or by Alliance ?

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Apakah berkoperasi sama dengan beraliansi ?

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Dalam bisnis ada tipe tata kelola untuk mengatasi keterbatasan “resources” (governance) :

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(governance) :

1. Market governance

2. Intermediate governance

3. Hirarchical governance

MARKET GOVERNANCE

Dengan asumsi bahwa semua yang Anda butuhkan tersedia di pasar, dan semua pelaku bisnis memiliki

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semua pelaku bisnis memiliki informasi yang sama.

HIRARCHICAL GOVERNANCE

Dengan asumsi bahwa semua resources bisa Anda sediakan sendiri

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Kontrol sepenuhnya Anda pegang

THE BOUNDARIES OF MARKET GOVERNANCE

2 pilar kegagalan pasar sempurna :

1. asymmetry information

2. transaction cost theory

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2. transaction cost theory

THE BOUNDARIES OF HIRARCHICAL GOVERNANCE

1. Enough time

2. Enough money

3. Luck

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3. Luck

Perkembangan dimensi persaingan bisnis saat ini tidak hanya terkait dengan harga dan kualitas, tetapi juga “speed”

STRATEGIC ALLIANCE AND COOPERATION

Strategi aliansi dan koperasi berada dalam dimensi intermediate governance. intermediate governance.

Tetapi, pemilihan strategi aliansi harus memberikan sebuah konsekuensi :

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sebuah konsekuensi :

1. Sharing control

2. Penurunan tingkat independensi

STRATEGIC ALLIANCE

COMPLEMENTARYMUTUALLY PROFITABLE

AND

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LEARNING RATE

COMPLEMENTARY AND

MUTUAL ADAPTATION

ALLIANCE VS COOPERATION

STRATEGIC ALLIANCE COOPERATION

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NO EQUITY RELATIONSHIP EQUITY RELATIONSHIP

NO CREATING NEW ENTITY CREATING NEW ENTITY

SHORT-TERM DURATION LONG-TERM DURATION

STRATEGIC ALLIANCE VS COOPERATIONSTRATEGIC ALLIANCE VS COOPERATION

Pada tahap isu complementary, mutualadaptation, mutually profitable dan skalaekonomis kedua tipe strategi ini memilikikesamaan. Tetapi, apabila sampai pada

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kesamaan. Tetapi, apabila sampai padamekanisme equity relationship, durasi akanterlihat bahwa ada perbedaan yang mendasar.

KEMUDIAN MANA YANG LEBIH BAIK ?

COOPERATION AS A STRATEGICCOOPERATION AS A STRATEGIC

COOPERATIONA

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Bigger is better

COOPERATION AS A STRATEGICCOOPERATION AS A STRATEGIC

Dalam dunia bisnis, berlaku prinsip “bigger is better”, dengan asumsi

prinsip ini maka skala ekonomis akan dapat dicapai.

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Cost

Leadership

COST LEADERSHIP

“a cost leadership business strategy focuses on gaining advantages by reducing its economic cost below competitors. This doesn’t mean that the firm abandons other business or corporate

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the firm abandons other business or corporate strategies” (Jay Barney)

SOURCES OF COS LEADERSHIP

- SKALA EKONOMIS (economic of scale)

C = COST ���� fixed cost, variable cost

Q = OUTPUT

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C X Q = TC

TC = TOTAL COST

AV (Q) = TC (Q) / Q

Skala ekonomis muncul apabila, jumlah produksi meningkat dan biaya produksi per unit mengalami penurunan

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PRODUCT DIFFERENTIATIONPRODUCT DIFFERENTIATION

“Product differentiation strategy is a businessstrategy whereby firms attempt to gain acompetitive advantage by increasing theperceived value of their products or services

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perceived value of their products or servicesrelative to perceive value of other firms’ productsor services”

(Jay Barney)

PRODUCT DIFFERENTIATIONPRODUCT DIFFERENTIATION

KONSUMENVALUEPRODUCT

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Berbeda itu meliputi semua dimensi dari produk tersebut :

- dari segi fitur

-cara penyampaian (channel to distribute)

-reputasi / prestige / citra