Thursday, June 21, 2007
Tello: Solusi Komunikasi Bisnis
Oleh Zainal Muttaqin
Tello, sebuah software yang dapat menghubungkan seorang pebisnis dengan pelanggan atau rekan sesama pebisnis menggunakan metode yang paling cepat dan efektif. Software ini dapat diakses melalui media internet, internet protokol atau IP phone, maupun handphone, baru baru ini diluncurkan di California, Amerika Serikat. Software yang dirancang khusus untuk kalangan bisnis ini diperkirakan akan menjadi booming karena dapat menjadi solusi fasilitator untuk meningkatkan efektifitas komunikasi.
Software ini dapat digunakan dengan cara menginstall langsung pada komputer yang tersambung pada jaringan internet, tentunya dengan terlebih dahulu mendaftarkan diri lewat website atau sofware tersebut. Selanjutnya dapat juga dengan mendaftarkan nomor IP phone, nomor handphone serta ID Instant Messenger (IM) rekan lainnya melalui software tersebut sehingga seseorang dapat menghubungi lawan bicaranya.
Gambar 1. Tampilan software Tello
Melalui software ini juga dapat ditampilkan secara otomatis pilihan metode komunikasi yang paling efektif untuk menghubungi lawan bicara. Jika lawan bicara sedang berada dalam komunikasi telepon, maka akan dipilih IM untuk menghubungi secara otomatis sehingga pesan akan disampaikan kepada yang bersangkutan tanpa mengganggu pembicaraan telepon yang sedang dilakukannya. Sedangkan jika IM dan IP phone lawan bicara dalam kondisi tidak aktif, maka lawan bicara dianggap sedang tidak berada di tempat atau berada diluar. Semua itu dapat dilakukan dengan hanya menginstall sebuah software bernama Tello.
Tello juga dilengkapi dengan kemampuan untuk tukar-menukar informasi dengan menggunakan komputer maupun handphone melalui internet. Jika pada netmeeting (rapat virtual) digunakan bahan-bahan presentasi seperti file powerpoint, gambar, atau tampilan homepage, maka tampilan yang sama akan dapat dilihat secara langsung oleh peserta rapat yang berada di tempat lain. Lebih jauh Tello Enterprise juga dilengkapi dengan APIs yang dapat menghubungkan dengan aplikasi lain seperti sistem ERP dan CRM, sehingga komunikasi langsung dapat dilakukuan dalam konteks proses bisnis yang kritis.
Tello mulai diluncurkan dengan dimulainya masa ujicoba pada akhir Januari 2006. Sejak saat itu software Tello telah dapat digunakan. Rencananya mulai Juni 2006 secara resmi memulai jasa pelayanan dengan mengharuskan para pengguna/pelanggan untuk membayar biaya sebesar US $30 per tahun. Perusahaan network raksasa seperti Cisco System atau Avaya telah menggandeng Tello untuk bekerjasama dengan memberikan Tello sebagai paket bonus dalam penjualan IP phone mereka.
Kembalinya para pemain lama
Peluncuran Tello mengingatkan akan topik yang sedang hangat dibicarakan di dunia Teknologi Informasi (IT) sebagaimana dipaparkan Romi Satria Wahono dalam tulisan di blogs pribadinya beberapa waktu lalu.
Teknologi yang diunggulkan oleh Tello seperti teknologi tukar-menukar file, data IM, atau komunikasi audio yang murah dengan IP phone sudah tidak asing lagi di dunia internet. Yahoo misalnya, telah diluncurkan sejak April 2000, menyusul ICQ, MSN atau AOL Messenger yang telah mendahului beberapa tahun sebelumnya.
Teknologi yang menyediakan kejernihan suara dalam komunikasi melalui IM seperti software Skype telah diluncurkan awal tahun lalu, disusul dengan kolaborasi bersama Festoon dalam menyediakan teknologi tukar-menukar tampilan windows untuk rapat virtual. Menurut hemat penulis, Tello hanya menggabungkan semua keunggulan software-software diatas dan mengemas semua teknologi tersebut ke dalam sebuah sofware yang dapat berfungsi sebagai operator untuk media komunikasi yang paling efektif.
Dibalik kesuksesan peluncuran Tello ini ternyata dimotori oleh wajah-wajah tokoh bidang high tech yang tidak asing lagi. Diantaranya adalah John Scully, seorang venture kapitalis yang terkenal dengan kesuksesannya dalam meluncurkan Macintosh dan Desktop Publishing membawa Apple ke masa gemilang. Selain Scully pernah menduduki jabatan CEO pada perusahaan minuman terkenal Pepsi (PBG). Juga ada Jeff Pulver, pemimpin sekaligus pendiri pulver.com, yang merupakan pioner di bisnis internet telephony (VoIP).
Sebagai pimpinan merangkap CEO Tello adalah Craig O. McCaw. McCaw menduduki jabatan yang sama pada dua perusahan besar Eagle River (perusahaan privat yang memfokuskan diri pada penanaman modal strategi di industri telekomunikasi) dan Clearwire Corporation (perusahaan portofolio dari Eagle River's yang mengoperasikan jaringan komunikasi wireless broadband dengan pasaran luas di Amerika dan seluruh dunia). Terakhir adalah Doug Renert, penanggung jawab solusi industri vertikal pada Oracle Corp dan Michael Price yang menjadi Senior Managing Director di Evercore Partners.
Tuesday, June 19, 2007
Business Communication encompasses a variety of topics, including Marketing, Branding, Customer relations, Consumer behaviour, Advertising, Public relations, Media relations, Corporate communication, Community engagement, Research & Measurement, Reputation management, Interpersonal communication, Employee engagement, Online communication, and Event management.
The Business Communication message is conveyed through various channels of communication, including the Internet, Print (Publications), Radio, Television, Ambient, Outdoor, and Word of mouth.
Business Communication is a common topic included in the curricula of the Masters of Business Administration (MBA) program of many universities.
There are several methods of business communication, including:
* e-mails, which provide an instantaneous medium of written communication worldwide;
* telephoned meetings, which allow for long distance oral communication;
* forum boards, which allow people to instantly post information at a centralized location; and
* face to face meetings, which are personal and should be succeeded by a written followup.
Monday, June 18, 2007
Housing is an acute problem in both urban and rural areas. In the rural areas, housing generally falls below even the most modest standards. In the 1970s, about one-fifth of the country's housing consisted of one-room dwellings; in the countryside, most had no electricity. National statistics from 1998 indicate that only about 20% of all residences had access to piped water. In 2000, only about 66% of the population had acccess to improved sanitation systems.
Under the 1970–75 plan, the government left construction of housing to private initiative and restricted itself to activities designed to stimulate house construction, such as town planning and the provision of water supplies and sanitation. The 1975–79 and 1979–84 plans included government construction of housing. The 1984–89 plan had a target of 300,000 units, of which 140,000 were to be provided by the government and 160,000 by private sources. In 1990 alone, 210,000 new housing units were completed and the total number of dwellings stood at 44,855,000 in the mid-1990s.
Floods, earthquakes, drought, forest fires and local communal conflicts continue to result in shelter problems for over one million displaced and homeless residents.
Exercise 1: Perform a check-up
To find out where your hard-earned money is going, start by listing your monthly, fixed expenses, such as rent or mortgage, utilities, insurance, loan payments, and minimum credit card payments. Include every monthly bill, estimating those that are variable, such as the amount you spend every month on groceries and gas.
Exercise 2: Trim the fat
If your budget is packed with unnecessary expenses, it is time to take control. Make very clear, conscious decisions about what is important to you and your family, and eliminate the rest. Start carrying a pocket-sized spiral notebook with you at all times, and write down every purchase you make and its cost. Even if it is only a soft drink from the convenience store, or a trip to the drive-thru at a fast food restaurant, record it in your notebook. Most people discover that this exercise curbs spending automatically because it draws their attention to it. After two weeks, review your notes and eliminate the purchases that are unnecessary or in excess.
Exercise 3: Kick a habit
If you habitually carry high balances on your credit cards, make a resolution to pay down your debt. Reducing your debt allows you the freedom to make smart financial choices. Start by focusing on your debt with the highest interest rate, but do not forget to make required payments on all debts. Once that debt is paid off, apply that amount to your card with the next highest interest rate. If this task seems impossible, you might also consider paying off your smallest balance first; seeing quick progress is often a good motivator.
Finally, keep in mind that reviewing your credit reports annually is a healthy financial habit. The Fair Credit Transactions Act grants consumers one free copy of their credit report annually from each of the three major credit bureaus. Visit www.annualcreditreport.comto get your free reports.
Every business can benefit from the preparation of a carefully written business plan. The purpose of the business plan is to:
- Help you think through the venture and ensure you have considered all your options and anticipated any potential difficulties.
- Convince lenders and investors that you are in control of the project and that their money will be safe with you.
- Serve as an operating guide as you turn your idea into a viable business.
The following pages provide a suggested outline of the material that should be included in your business plan. The final product should be tailored to fit the circumstances and personality of you and your business.
Business Plan Outline
1. Cover: Name, address, and phone number of business. Give your plan a businesslike appearance by typing on high quality paper and putting it in a vinyl or cardstock binder or a three-ring binder.
2. Title Page: Repeat the business name, address and phone number, and add the name and addresses of the principal owners. Also show the date of the plan.
3. Executive Summary:
A brief (one-page maximum) overview of the business plan objectives. Address the following questions and add additional information that will help you achieve your goals. (You may choose to write this page last.)
A. What name and business structure have you chosen (i.e., sole proprietorship, partnership, corporation, s-corporation) and when was it started?
B. Who are the owners and what are their percentages of ownership?
C. Briefly, what products/services will you will offer?
D. Why will the venture be successful?
For a financing proposal:
E. How much money is needed?
F. What will the money be used for?
G. Of the total amount needed, how much will the owners invest?
H. What collateral will be offered to secure the loan?
I. Why does a loan or an investment make sense?impact on local economy
increased tax base
investment in the future of the community
4. Table of Contents: A single page showing major topics and page references.
5. Description of the Business: Answer as many of the following questions as are appropriate:
A. What business are you in?
type of business: primarily merchandising, manufacturing, or service?B. What market do you intend to serve? In other words, what groups of customers are you going after?
what is the nature of the product(s) or service(s)? Take your time, be very specific!
what will be special about your business?
C. How can you serve the market better than your competition? Do you have any special advantages?
D. Present status of the business: start-up, expansion of a going concern, or take-over of an existing business?
E. If you will be doing any contract work, what are the terms? Reference any firm contracts and include them as supporting documents.
F. Do you have any letters of intent from prospective suppliers?
For existing business:
G. What is the history of the business? Past sales & profits?
H. Why does the owner wish to sell/expand at this time?
I. If the business is going downhill, why? How can you turn it around?
J. How will your management make the business profitable?
K. If buying a business, what is the purchase price formula? Give breakdown for building, improvements, equipment, inventory and goodwill.
Note: If yours will be a seasonal business, make sure seasonality is reflected in your narrative and financial projections.
6. Business Location:
A. What is your business address and why did you choose this location?
B. Will the building be leased or owned?
C. What are the terms and length of the lease contract?
D. What renovations will be needed and at what cost? Provide an itemized list of renovations.
E. Describe the neighborhood (e.g., stable, changing, improving, deteriorating).
F. What other kinds of businesses are in the neighborhood?
G. How much can your business expand before you will be forced to move or add on to the present building?
7. Licenses and Permits:
A. State how you will be affected by local zoning regulations.
B. What other licenses or permits will you be required to obtain? County? City? State? Health Dept.?
A. What is your business and management experience?
B. What education have you had, including both formal and informal courses, that contributes to your management abilities?
C. Are you physically suited to the job?
D. Do you have direct operational and/or management experience in this type of business?
E. Describe your organizational structure and include a brief description of who does what. (Include an organizational chart if necessary.)
F. List proposed salaries and wages.
G. What other management resources will be available (accountant, lawyer, SBDC)?
9. Personnel: Write a paragraph or two about your personnel needs.
A. What are your anticipated personnel needs? How many employees will you need and when?
B. What skills must your employees have & what will you pay them?
C. Can you use part-time help to meet changing business volume?
D. Will you have to train people and at what cost?
10. Insurance: Describe your potential business risks and tell what insurance coverage you will purchase to protect yourself.
11. The Market: Generally explain who needs your product or service and how you plan to reach them.
A. What is the present size and growth potential of the market?
B. What percent of the market will you have now and in the future?
C. Describe age, sex, occupation, lifestyle, income, etc. of your various market segments.
D. How will you attract and keep your segment of the market?
product qualityE. What features or services will you offer that will justify your price?
marketing methods & public relations
F. How will you handle credit sales?extend your own creditG. What pricing strategy will you use? Will you follow the average in the industry? Are your costs low enough to be the low price leader? Are you unique enough to justify premium pricing?
accept major credit cards
12. Competition: Briefly describe your competition and tell how their operations are similar and dissimilar to yours. What are the strengths & weaknesses of main competitors? What is your "unique selling proposition" (how you will be better/different) and how will you use it to control your market? What is their pricing?
13. Operations: This is your "wild card" section where you describe how you company's day-to-day operations work.
A. What furniture, fixtures, equipment, tools, inventory, etc. do you need to purchase? Make an itemized list with prices.
B. How is a customer "processed" from the time they walk in until the transaction is complete? Describe the steps you take.
C. What paperwork will you use? Estimates? Receipts? Bids?
D. Who are your main suppliers? What kind of pricing will they give you? Bulk discounts available? How much will you mark it up?
E. What hours/days will you be open?
13. Financial Data:
A. Financial assumptions: In this section describe how you came up with the numbers shown on the financial projections. What method did you use to estimate sales? Where did the monthly expense numbers come from? From quotes of suppliers?
B. If the company is already in business, attach current balance sheet and income statement (less than 90 days old) plus those for the past 3 years of operations. For startups, usually no current Balance Sheet is required.
C. Projected income statement
detail by month, first yearD. Cash flow projections
detail by month or by quarter, second & third years
detail by month, first yearE. Projected balance sheet
detail by month or by quarter, second and third years
notes of explanation and assumptions
For end of years 1, 2, and 3H. For an existing business
tax returns for past three years
14. Supporting Documents:
A. Personal resumes for all owners.
B. Personal financial statements for all owners.
C. Letters of reference.
D. Letters of intent from prospective suppliers or customers, if available.
E. Copies of all leases, contracts, or agreements, deeds, or other legal documents.
F. Any other information that might help your case or answer potential questions.