Puasa adalah obat yang manjur
“Sumber daripada penyakit adalah perut. Perut adalah gudang penyakit dan berpuasa adalah obatnya”. (HR Muslim).
Islam adalah ajaran yang utuh dan sempurna. Tiada satu pun aspek dari kehidupan manusia, yang luput dari pengaturan ajaran Islam yang Rabbaniah. Kesempurnaan risalah Islam ini telah ditegaskan Allah Swt dalam wahyu yang disampaikan kepada Nabi Muhammad Saw ketika melakukan haji wada di Makkah (QS 5:3). Tulisan ini menyinggung satu aspek kecil yang cukup menarik dan berkaitan dengan hikmah puasa Ramadhan. Semoga menambah motivasi untuk menikmati jamuan-Nya.
***
Makanan yang berlebihan memiliki dua efek yang membahayakan. Yang diserap berlebihan menimbulkan penimbunan lemak, yang dibuang menimbulkan penimbunan kotoran. Berkait dengan penimbunan lemak dan efeknya, sudah banyak tulisan yang membahas hal tersebut. Berkait dengan penimbunan kotoran, adalah hal baru yang saya dapatkan baru-baru ini, dari sebuah brosur tentang produk suplemen makanan.
Pengetahuan tersebut sangat berguna bagi saya. Dan saya makin menyakini bahwa puasa adalah sebuah instrumen penting untuk mencapai jalan ketaqwaan, sebagaimana bunyi ayat Allah Swt yang masyhur kita baca, yaitu QS 2:183.
Dalam brosur itu diungkap bahwa hasil penelitian tentang penimbunan toksin di usus besar (kolon), disimpulkan bahwa 90% dari segala penyakit bermula dari usus besar (kolon). Hasil penelitian tersebut juga mengungkap bahwa dari 100.000 usus besar, hanya 6% (atau 6.000) yang betul-betul normal. Dokter terkemuka dunia pernah melakukan diagnosa atas 22.000 usus besar, dan hasilnya belum pernah ditemukan suatu usus besar yang berada dalam kondisi normal. Ada saja bentuk kelainan yang ditemukan.
Yang menjadi penyebab dari segala penyakit adalah kotoran yang tertahan yang merupakan sisa-sisa makanan yang melekat pada dinding usus dan dapat diserap oleh lapisan mukosa yang akhirnya menjadi kotoran yang tidak dapat dikeluarkan. Kotoran tertahan ini selanjutnya dapat menghambat proses detoksifikasi, memperlambat proses metabolisme dan meracuni tubuh. Suatu penyelidikan oleh sekelompok pakar Jepang disimpulkan bahwa jumlah kotoran yang tertahan yang berada dalam tubuh seseorang yang sehat rata-rata seberat 6 hingga 10 pon (atau 2, 72 s.d 4, 54 Kg). Tentu, pada orang-orang yang menderita kelaianan, jumlah kotoran yang tertimbun jauh lebih banyak.
Yang menarik, direkomendasikan bahwa puasa adalah cara utama untuk menghindari penumpukkan kotoran-kotoran itu, selain rekomendasi untuk banyak mengkonsumsi makanan organik yang tidak tercemar (sayuran dan buah non-pestisida), minum air putih yang cukup, mengendalikan emosi, mendapatkan cukup sinar matahari dan udara segar, dan membiasakan olah raga secara teratur.
Secara sederhana saya memahami dan menganalogikan bahwa kotoran yang menyumbat saluran pembuangan (got, drainase, parit, dll) memang potensial menimbulkan malapetaka, seperti banjir, sarang kuman penyakit, polusi udara, pencemaran tanah, dan malapetaka turunan lainnya. Tindakan terbaik adalah dengan selalu membersihkan saluran air agar tidak tersumbat, atau tidak membuang kotoran secara berlebihan ke dalam saluran air.
Dengan puasa, maka asupan yang masuk ke dalam perut dikendalikan kuantitasnya. Pengendalian ini memberi kesempatan kepada organ tubuh untuk bekerja secara optimal. Sebagai contoh, usus besar jika menerima banyak zat buang, maka akan terjadi penumpukan-penumpukan di sana. Sebaliknya dengan pengendalian makan, maka zat buang yang dilempar ke usus besar, bisa dialirkan tanpa menimbulkan penumpukkan kotoran.
Penyerapan zat makanan yang berlebihan juga mengakibatkan penumpukkan lemak di dalam darah, pembuluh darah atau di kelenjar-kelenjar lemak. Kondisi ini membahayakan aliran darah di dalam tubuh. Lemak-lemak ini tidak ubahnya seperti kotoran yang menutupi aliran darah. Padahal kita tahu bahwa darah harus bekerja optimal untuk menghantarkan sari makanan dan oksigen ke seluruh sel-sel tubuh, termasuk ke Jantung. Jika perjalanan darah ini tersumbat, maka kerja jantung pun menjadi terforsir. Kondisi ini sangat rentan terhadap timbulnya berbagai macam penyakit dan gangguan tubuh.
Makan berlebihan juga berefek pada penumpukkan energi yang berlebihan di dalam tubuh, termasuk pada penguatan nafsu syahwat. Nafsu syahwat ini jika tidak dikendalikan dengan baik, maka yang terjadi adalah pelampiasan yang bukan pada tempatnya (diharamkan oleh Allah). Selain itu makan berlebihan, menimbulkan macam penyakit psikologis yang merupakan dampak tidak bisa dikendalikannya emosi (hawa nafsu), seperti marah, sombong, tidak empati kepada orang lain, kikir, tamak, dan lain-lain. Semua perilaku tersebut mengarahkan manusia pada tindak kefujuran.
***
Dengan bukti-bukti biologis tersebut, kita mengetahui bahwa manfaat puasa itu sebenarnya untuk kebaikan manusia itu sendiri, yaitu membersihkan manusia dari penyakit fisik (dhohir) dan penyakit psikis (bathin/jiwa). Dengan memahami sifat perut dan peranan puasa untuk mengendalian perut itu, semestinya ajaran puasa ini disambut dengan bahagia dan suka cita, bukan dengan perasaan susah dan serba berat.
Sungguh menyedihkan jika nanti di bulan Ramadhan, masih banyak kaum muslim yang tidak melaksanakan puasa tanpa udzur yang syar’i. Ibaratkan diberi kemudahan untuk menuju sehat, mereka lebih memilih sakit. Diberi jalan menuju ketaqwaan, mereka lebih memilih jalan- kefujuran.
Selasa, 23 Februari 2010
kegunaan shalat
kegunaan shalat
tau gak seeh ..
kegunaan shalat itu buanyak banget ..
salah satunya,dengan solat tubuh bisa lebih sehat+bisa juga ngilangin sterzz ..
nich saya jabarin satu-satu ..
pada saat takbiratul ikhram itu dapat mengatasi penyakit jantung.dilanjutkan dengan rukuk, pada saat gerakan itu bisa nengatasi atau meringankan penyakit ginjal,dilanjutkan dengan gerakan sujud, nah pada saat gerakan ini bagi kita-kita yang strez, ternyata menurut pnelitian gerakan ini bisa menghilangkan sterz loch ..
oleh karena itu ga da ruginya kan klo kita melakukan shalat ..
malah bisa bikin tubuh kita sehat loch+dapet pahala lagi ..
makanya kalo solat jangan ditunda - tunda ..
owh iya kabar yang menarik satu lagi ..
bagi teman - teman yang bermasalah dengan tubuh yang buncit,ternyata dengan shalat bisa juga membantu kita untuk mengecilkan peru loch ..
makanya coba dari sekarang untuk rajin shalat ..
kan ga ada ruginya kalo kita menyisihkan waktu kita buat shalat, ya paling cuma 5 menitan lah, ga lebih dari 5 menit ko ..
tau gak seeh ..
kegunaan shalat itu buanyak banget ..
salah satunya,dengan solat tubuh bisa lebih sehat+bisa juga ngilangin sterzz ..
nich saya jabarin satu-satu ..
pada saat takbiratul ikhram itu dapat mengatasi penyakit jantung.dilanjutkan dengan rukuk, pada saat gerakan itu bisa nengatasi atau meringankan penyakit ginjal,dilanjutkan dengan gerakan sujud, nah pada saat gerakan ini bagi kita-kita yang strez, ternyata menurut pnelitian gerakan ini bisa menghilangkan sterz loch ..
oleh karena itu ga da ruginya kan klo kita melakukan shalat ..
malah bisa bikin tubuh kita sehat loch+dapet pahala lagi ..
makanya kalo solat jangan ditunda - tunda ..
owh iya kabar yang menarik satu lagi ..
bagi teman - teman yang bermasalah dengan tubuh yang buncit,ternyata dengan shalat bisa juga membantu kita untuk mengecilkan peru loch ..
makanya coba dari sekarang untuk rajin shalat ..
kan ga ada ruginya kalo kita menyisihkan waktu kita buat shalat, ya paling cuma 5 menitan lah, ga lebih dari 5 menit ko ..
I. Operational Effectiveness Is Not Strategy
I. Operational Effectiveness Is Not Strategy
According to Porter, various management tools like total quality management, benchmarking, time-based competition, outsourcing, partnering, reengineering, that are used today, do enhance and dramatically improve the operational effectiveness of a company but fail to provide the company with sustainable profitability. Thus, the root cause of the problem seems to be failure of management to distinguish between operational effectiveness and strategy: Management tools have taken the place of strategy.
§ Operational Effectiveness: Necessary but Not Sufficient
Although both operational effectiveness and strategy are necessary for the superior performance of an organization, they operate in different ways.
Operational Effectiveness (OE): Performing similar activities better than rivals perform them.
OE includes but is not limited to efficiency. It refers to many practices that allow a company to better utilize its inputs.
Strategy: Performing different activities from rivals’ or performing similar activities in different ways.
Moreover, Porter states that a company can outperform rivals only if it can establish a difference it can preserve. It must deliver greater value to customers or create comparable value at a lower cost, or do both. However, Porter argues that most companies today compete on the basis of operational effectiveness. This concept of OE competition is illustrated via the productivity frontier, depicted in the figure above.
The productivity frontier is the sum of all existing best practices at any given time or the maximum value that a company can create at a given cost, using the best available technologies, skills, management techniques, and purchased inputs. Thus, when a company improves its operational effectiveness, it moves toward the frontier. The frontier is constantly shifting outward as new technologies and management approaches are developed and as new inputs become available. To keep up with the continuous shifts in the productivity frontier, managers have adopted techniques like continuous improvement, empowerment, learning organization, etc. Although companies improve on multiple dimensions of performance at the same time as they move toward the frontier, most of them fail to compete successfully on the basis of operational effectiveness over an extended period. The reason for this being that competitors are quickly able to imitate best practices like management techniques, new technologies, input improvements, etc. Thus, OE competition shifts the frontier outward and effectively raises the bar for everyone. But such competition only produces absolute improvement in operational effectiveness and no relative improvement for anyone.
"Competition based on operational effectiveness alone is mutually destructive, leading to wars of attrition that can be arrested only limiting competition" (p. 64). Such OE competition can be witnessed in Japanese companies, which started the global revolution in operational effectiveness in the 1970s and 1980s. However, now companies (including the Japanese) competing solely on operational effectiveness are facing diminishing returns, zero-sum competition, static or declining prices, and pressures on costs that compromise companies’ ability to invest in the business for the long term.
II. Strategy Rests on Unique Activities
"Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value" (p. 64). Moreover, the essence of strategy, according to Porter, is choosing to perform activities differently than rivals do. Strategy is the creation of a unique and valuable position, involving a different set of activities.
§ The Origins of Strategic Positions
Strategic positions emerge from three sources, which are not mutually exclusive and often overlap.
1. Variety-based positioning: Produce a subset of an industry’s products or services. It is based on the choice of product or service varieties rather than customer segments. Thus, for most customers, this type of positioning will only meet a subset of their needs. It is economically feasibly only when a company can best produce particular products or services using distinctive sets of activities.
2. Needs-based positioning: Serves most or all the needs of a particular group of customers. It is based on targeting a segment of customers. It arises when there are a group of customers with differing needs, and when a tailored set of activities can serve those needs best.
3. Access-based positioning: Segmenting customers who are accessible in different ways. Although their needs are similar to those of other customers, the best configuration of activities to reach them is different. Access can be a function of customer geography or customer scale or of anything that requires a different set of activities to reach customers in the best way.
Whatever the basis-variety, needs, access, or some combination of the three-positioning requires a tailored set of activities because it is always a function of differences in activities (or differences on the supply side). Positioning, moreover, is not always a function of difference on the demand (or customer) side. For instance, variety and access positionings do not rely on any customer differences.
III. A Sustainable Strategic Position Requires Trade-offs
According to Porter, a sustainable advantage cannot be guaranteed by simply choosing a unique position, as competitors will imitate a valuable position in one of the two following ways:
1. A competitor can choose to reposition itself to match the superior performer.
2. A competitor can seek to match the benefits of a successful position while
maintaining its existing position (known as straddling).
Thus, in order for a strategic position to be sustainable there must be trade-offs with other positions. "A trade-off means that more of one thing necessitates less of another" (p. 68). Trade-offs occur when activities are incompatible and arise for three reasons:
1. A company known for delivering one kind of value may lack credibility and
confuse customers or undermine its own reputation by delivering another kind of
value or attempting to deliver two inconsistent things at the same time.
2. Trade-offs arise from activities themselves. Different positions require different
product configurations, different equipment, different employee behavior, different
skills, and different management systems. In general, value is destroyed if an
activity is over designed or under designed.
3. Trade-offs arise from limits on internal coordination and control. By choosing to
compete in one way and not the other, management is making its organizational
priorities clear. In contrast, companies that try to be all things to all customers,
often risk confusion amongst its employees, who then attempt to make day-to-day
operating decisions without a clear framework.
Moreover, trade-offs create the need for choice and protect against repositioners and straddlers. Thus, strategy can also be defined as making trade-offs in competing. The essence of strategy is choosing what not the do.
IV. Fit Drives Both Competitive Advantage and Sustainability
Positioning choices determine not only which activities a company will perform and how it will configure individual activities but also how activities relate to one another. While operational effectiveness focuses on individual activities, strategy concentrates on combining activities.
"Fit locks out imitators by creating a chain that is as strong as its strongest link" (p. 70). Fit, as per Porter, is the central component of competitive advantage because discrete activities often affect one another.
Although fit among activities is generic and applies to many companies, the most valuable fit is strategy-specific because it enhances a position’s uniqueness and amplifies trade-offs. There are three types of fit, which are not mutually exclusive:
1. First-order fit: Simple consistency between each activity (function) and the overall
strategy. Consistency ensures that the competitive advantages of activities cumulate
and do not erode or cancel themselves out. Further, consistency makes it easier to
communicate the strategy to customers, employees, and shareholders, and
improves implementation through single-mindedness in the corporation.
2. Second-order fit: Occurs when activities are reinforcing.
3. Third-order fit: Goes beyond activity reinforcement to what Porter refers to as
optimization of effort. Coordination and information exchange across activities to
eliminate redundancy and minimize wasted effort are the most basic types of effort
optimization.
In all three types of fit, the whole matters more than any individual part. Competitive advantage stems from the activities of the entire system. The fit among activities substantially reduces cost or increases differentiation. Moreover, according to Porter, companies should think in terms of themes that pervade many activities (i.e., low cost) instead of specifying individual strengths, core competencies or critical resources, as strengths cut across many functions, and one strength blends into others.
§ Fit and Sustainability
Strategic fit is fundamental not only to competitive advantage but also to the sustainability of that advantage because it is harder for a competitor to match an array of interlocked activities than it is merely to replicate an individual activity. Thus, "positions built on systems of activities are far more sustainable than those built on individual activities" (p. 73). The more a company’s positioning rests on activity systems with second- and third-order fit, the more sustainable its advantage will be. Such systems are difficult to untangle and imitate even if the competitors are able to identify the interconnections. Further, a competitor benefits very little by imitating only a few activities within the whole system. Thus, achieving fit is an arduous task as it means integrating decisions and actions across many independent subunits.
Additionally, fit among activities creates pressures and incentives to improve operational effectiveness, which makes imitation even harder. Fit means that poor performance in one activity will degrade the performance in others, so that weaknesses are exposed and more prone to get attention. On the other hand, improvements in one activity will "pay dividends in others" (p. 74).
Strategic positions should have a horizon of a decade or more, not of a single planning cycle, as continuity promotes improvements in individual activities and the fit across activities, allowing an organization to build unique capabilities and skills custom-fitted to its strategy. Continuity also reinforces a company’s identity. Frequent shifts in strategy are not only costly but inevitably leads to hedged activity configurations, inconsistencies across functions, and organizational dissonance.
Thus, strategy can also be defined as creating fit among a company’s activities as the success of a strategy depends on doing many things well - not just a few - and integrating among them. If there is no fit among activities, there is no distinctive strategy and little sustainability.
Alternate Views of Strategy*
The Implicit Strategy Model of the Past Decade
Sustainable Competitive Advantage
§ One ideal competitive
position in the industry
§ Unique competitive position
for the company
§ Benchmarking of all
activities and achieving best
practice
§ Activities tailored to strategy
§ Aggressive outsourcing and
partnering to gain
efficiencies
§ Clear trade-offs and choices
vis-à-vis competitors
§ Advantages rest on a few
key success factors, critical
resources, core
competencies
§ Competitive advantage
arises from fit across
activities
§ Flexibility and rapid
responses to all competitive
and market changes
§ Sustainability comes from
the activity system, not the
parts
§ Operational effectiveness a
given
* Adapted from p. 74
V. Rediscovering Strategy
§ Failure to Choose
According to Porter, although external changes can pose a threat to a company’s strategy, a greater threat to strategy often comes from within the company. "A sound strategy is undermined by a misguided view of competition, by organizational failures, and, especially, by the desire to grow" (p. 75). Moreover, the fundamental problem lies in the "best-practice" mentality of the managers, who believe in making no trade-offs, incessantly pursuing operational effectiveness, and imitating competitors to catch up in the race for operational effectiveness. Thus, managers simply do not understand the need to have a strategy.
§ The Growth Trap
"Among all other influences, the desire to grow has perhaps the most perverse effect on strategy" (p. 75). Companies often grow by extending their product lines, adding new features, imitating competitors’ popular services, matching processes, and making acquisitions. However, most companies start with a unique strategic position involving clear trade-offs. Nevertheless, with the passage of time and the pressures of growth, companies are led to make compromises, which were at first, almost imperceptible. Thus, through a succession of incremental changes, which seemed sensible at the time, companies have compromised their way to homogeneity with their rivals. Compromises and inconsistencies in the pursuit of growth eventually erode the competitive advantage of a company and their uniqueness. Rivals continue to match each other until desperation breaks this vicious cycle, and results in a merger or downsizing to the original positioning.
According to Porter, efforts to grow blur uniqueness, create compromises, reduce fit, and ultimately undermine competitive advantage.
§ Profitable Growth
One approach to persevering growth and reinforcing strategy is to concentrate on deepening a strategic position rather than broadening and compromising it. A company can do so by leveraging the existing activity system by offering features or services that rivals would find impossible or costly to match on a stand-alone basis. Thus, deepening a position means making the company’s activities more distinctive, strengthening fit, and communicating strategy better to those customers who value it. But currently many companies attempt to grow by adding hot features, products, or services without adapting them to their strategy.
Globalization often allows growth that is consistent with a company’s strategy, as it opens larger markets for a focused strategy. Thus, expanding globally is more likely to reinforce a company’s unique position than broadening domestically.
§ The Role of Leadership
"The challenge of developing or reestablishing a clear strategy is often primarily an organizational one and depends on leadership" (p. 77). Moreover, strong leaders, who are willing to make choices, are essential. General management should do more than just stewardship of individual functions. They should define and communicate the core company’s unique position, make trade-offs, and forge fit among the various activities of the company. Further, the leader should decide which changes in the industry and customer demands, is the company going to respond to. The leader should be able to teach others in the organization about strategy—and to say no.
Strategy is about choosing what to do as well as what not to do. Deciding which target group of customers, varieties, and needs the company should serve is fundamental to developing a strategy. Strategy is also however, in deciding not to serve other customers or needs and not to offer certain features or services. Thus, strategy requires continuous discipline and clear communication. Strategy should guide employees in making choices that arise because of trade-offs in their individual activities and in day-to-day decisions.
Moreover, managers need to understand that operational effectiveness, although a necessary part of management, is not strategy. Managers should be able to clearly distinguish between the two.
Conclusion
"Strategic continuity does not imply a static view of competition. A company must continually improve its operational effectiveness and actively try to shift the productivity frontier; at the same time, there needs to be ongoing effort to extend its uniqueness while strengthening the fit among its activities" (p. 78).
However, a company may have to change its strategic position due to a major structural change in the industry. A company should choose its new position depending on its ability to find new trade-offs and leverage a new system of complementary activities into a sustainable advantage.
According to Porter, various management tools like total quality management, benchmarking, time-based competition, outsourcing, partnering, reengineering, that are used today, do enhance and dramatically improve the operational effectiveness of a company but fail to provide the company with sustainable profitability. Thus, the root cause of the problem seems to be failure of management to distinguish between operational effectiveness and strategy: Management tools have taken the place of strategy.
§ Operational Effectiveness: Necessary but Not Sufficient
Although both operational effectiveness and strategy are necessary for the superior performance of an organization, they operate in different ways.
Operational Effectiveness (OE): Performing similar activities better than rivals perform them.
OE includes but is not limited to efficiency. It refers to many practices that allow a company to better utilize its inputs.
Strategy: Performing different activities from rivals’ or performing similar activities in different ways.
Moreover, Porter states that a company can outperform rivals only if it can establish a difference it can preserve. It must deliver greater value to customers or create comparable value at a lower cost, or do both. However, Porter argues that most companies today compete on the basis of operational effectiveness. This concept of OE competition is illustrated via the productivity frontier, depicted in the figure above.
The productivity frontier is the sum of all existing best practices at any given time or the maximum value that a company can create at a given cost, using the best available technologies, skills, management techniques, and purchased inputs. Thus, when a company improves its operational effectiveness, it moves toward the frontier. The frontier is constantly shifting outward as new technologies and management approaches are developed and as new inputs become available. To keep up with the continuous shifts in the productivity frontier, managers have adopted techniques like continuous improvement, empowerment, learning organization, etc. Although companies improve on multiple dimensions of performance at the same time as they move toward the frontier, most of them fail to compete successfully on the basis of operational effectiveness over an extended period. The reason for this being that competitors are quickly able to imitate best practices like management techniques, new technologies, input improvements, etc. Thus, OE competition shifts the frontier outward and effectively raises the bar for everyone. But such competition only produces absolute improvement in operational effectiveness and no relative improvement for anyone.
"Competition based on operational effectiveness alone is mutually destructive, leading to wars of attrition that can be arrested only limiting competition" (p. 64). Such OE competition can be witnessed in Japanese companies, which started the global revolution in operational effectiveness in the 1970s and 1980s. However, now companies (including the Japanese) competing solely on operational effectiveness are facing diminishing returns, zero-sum competition, static or declining prices, and pressures on costs that compromise companies’ ability to invest in the business for the long term.
II. Strategy Rests on Unique Activities
"Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value" (p. 64). Moreover, the essence of strategy, according to Porter, is choosing to perform activities differently than rivals do. Strategy is the creation of a unique and valuable position, involving a different set of activities.
§ The Origins of Strategic Positions
Strategic positions emerge from three sources, which are not mutually exclusive and often overlap.
1. Variety-based positioning: Produce a subset of an industry’s products or services. It is based on the choice of product or service varieties rather than customer segments. Thus, for most customers, this type of positioning will only meet a subset of their needs. It is economically feasibly only when a company can best produce particular products or services using distinctive sets of activities.
2. Needs-based positioning: Serves most or all the needs of a particular group of customers. It is based on targeting a segment of customers. It arises when there are a group of customers with differing needs, and when a tailored set of activities can serve those needs best.
3. Access-based positioning: Segmenting customers who are accessible in different ways. Although their needs are similar to those of other customers, the best configuration of activities to reach them is different. Access can be a function of customer geography or customer scale or of anything that requires a different set of activities to reach customers in the best way.
Whatever the basis-variety, needs, access, or some combination of the three-positioning requires a tailored set of activities because it is always a function of differences in activities (or differences on the supply side). Positioning, moreover, is not always a function of difference on the demand (or customer) side. For instance, variety and access positionings do not rely on any customer differences.
III. A Sustainable Strategic Position Requires Trade-offs
According to Porter, a sustainable advantage cannot be guaranteed by simply choosing a unique position, as competitors will imitate a valuable position in one of the two following ways:
1. A competitor can choose to reposition itself to match the superior performer.
2. A competitor can seek to match the benefits of a successful position while
maintaining its existing position (known as straddling).
Thus, in order for a strategic position to be sustainable there must be trade-offs with other positions. "A trade-off means that more of one thing necessitates less of another" (p. 68). Trade-offs occur when activities are incompatible and arise for three reasons:
1. A company known for delivering one kind of value may lack credibility and
confuse customers or undermine its own reputation by delivering another kind of
value or attempting to deliver two inconsistent things at the same time.
2. Trade-offs arise from activities themselves. Different positions require different
product configurations, different equipment, different employee behavior, different
skills, and different management systems. In general, value is destroyed if an
activity is over designed or under designed.
3. Trade-offs arise from limits on internal coordination and control. By choosing to
compete in one way and not the other, management is making its organizational
priorities clear. In contrast, companies that try to be all things to all customers,
often risk confusion amongst its employees, who then attempt to make day-to-day
operating decisions without a clear framework.
Moreover, trade-offs create the need for choice and protect against repositioners and straddlers. Thus, strategy can also be defined as making trade-offs in competing. The essence of strategy is choosing what not the do.
IV. Fit Drives Both Competitive Advantage and Sustainability
Positioning choices determine not only which activities a company will perform and how it will configure individual activities but also how activities relate to one another. While operational effectiveness focuses on individual activities, strategy concentrates on combining activities.
"Fit locks out imitators by creating a chain that is as strong as its strongest link" (p. 70). Fit, as per Porter, is the central component of competitive advantage because discrete activities often affect one another.
Although fit among activities is generic and applies to many companies, the most valuable fit is strategy-specific because it enhances a position’s uniqueness and amplifies trade-offs. There are three types of fit, which are not mutually exclusive:
1. First-order fit: Simple consistency between each activity (function) and the overall
strategy. Consistency ensures that the competitive advantages of activities cumulate
and do not erode or cancel themselves out. Further, consistency makes it easier to
communicate the strategy to customers, employees, and shareholders, and
improves implementation through single-mindedness in the corporation.
2. Second-order fit: Occurs when activities are reinforcing.
3. Third-order fit: Goes beyond activity reinforcement to what Porter refers to as
optimization of effort. Coordination and information exchange across activities to
eliminate redundancy and minimize wasted effort are the most basic types of effort
optimization.
In all three types of fit, the whole matters more than any individual part. Competitive advantage stems from the activities of the entire system. The fit among activities substantially reduces cost or increases differentiation. Moreover, according to Porter, companies should think in terms of themes that pervade many activities (i.e., low cost) instead of specifying individual strengths, core competencies or critical resources, as strengths cut across many functions, and one strength blends into others.
§ Fit and Sustainability
Strategic fit is fundamental not only to competitive advantage but also to the sustainability of that advantage because it is harder for a competitor to match an array of interlocked activities than it is merely to replicate an individual activity. Thus, "positions built on systems of activities are far more sustainable than those built on individual activities" (p. 73). The more a company’s positioning rests on activity systems with second- and third-order fit, the more sustainable its advantage will be. Such systems are difficult to untangle and imitate even if the competitors are able to identify the interconnections. Further, a competitor benefits very little by imitating only a few activities within the whole system. Thus, achieving fit is an arduous task as it means integrating decisions and actions across many independent subunits.
Additionally, fit among activities creates pressures and incentives to improve operational effectiveness, which makes imitation even harder. Fit means that poor performance in one activity will degrade the performance in others, so that weaknesses are exposed and more prone to get attention. On the other hand, improvements in one activity will "pay dividends in others" (p. 74).
Strategic positions should have a horizon of a decade or more, not of a single planning cycle, as continuity promotes improvements in individual activities and the fit across activities, allowing an organization to build unique capabilities and skills custom-fitted to its strategy. Continuity also reinforces a company’s identity. Frequent shifts in strategy are not only costly but inevitably leads to hedged activity configurations, inconsistencies across functions, and organizational dissonance.
Thus, strategy can also be defined as creating fit among a company’s activities as the success of a strategy depends on doing many things well - not just a few - and integrating among them. If there is no fit among activities, there is no distinctive strategy and little sustainability.
Alternate Views of Strategy*
The Implicit Strategy Model of the Past Decade
Sustainable Competitive Advantage
§ One ideal competitive
position in the industry
§ Unique competitive position
for the company
§ Benchmarking of all
activities and achieving best
practice
§ Activities tailored to strategy
§ Aggressive outsourcing and
partnering to gain
efficiencies
§ Clear trade-offs and choices
vis-à-vis competitors
§ Advantages rest on a few
key success factors, critical
resources, core
competencies
§ Competitive advantage
arises from fit across
activities
§ Flexibility and rapid
responses to all competitive
and market changes
§ Sustainability comes from
the activity system, not the
parts
§ Operational effectiveness a
given
* Adapted from p. 74
V. Rediscovering Strategy
§ Failure to Choose
According to Porter, although external changes can pose a threat to a company’s strategy, a greater threat to strategy often comes from within the company. "A sound strategy is undermined by a misguided view of competition, by organizational failures, and, especially, by the desire to grow" (p. 75). Moreover, the fundamental problem lies in the "best-practice" mentality of the managers, who believe in making no trade-offs, incessantly pursuing operational effectiveness, and imitating competitors to catch up in the race for operational effectiveness. Thus, managers simply do not understand the need to have a strategy.
§ The Growth Trap
"Among all other influences, the desire to grow has perhaps the most perverse effect on strategy" (p. 75). Companies often grow by extending their product lines, adding new features, imitating competitors’ popular services, matching processes, and making acquisitions. However, most companies start with a unique strategic position involving clear trade-offs. Nevertheless, with the passage of time and the pressures of growth, companies are led to make compromises, which were at first, almost imperceptible. Thus, through a succession of incremental changes, which seemed sensible at the time, companies have compromised their way to homogeneity with their rivals. Compromises and inconsistencies in the pursuit of growth eventually erode the competitive advantage of a company and their uniqueness. Rivals continue to match each other until desperation breaks this vicious cycle, and results in a merger or downsizing to the original positioning.
According to Porter, efforts to grow blur uniqueness, create compromises, reduce fit, and ultimately undermine competitive advantage.
§ Profitable Growth
One approach to persevering growth and reinforcing strategy is to concentrate on deepening a strategic position rather than broadening and compromising it. A company can do so by leveraging the existing activity system by offering features or services that rivals would find impossible or costly to match on a stand-alone basis. Thus, deepening a position means making the company’s activities more distinctive, strengthening fit, and communicating strategy better to those customers who value it. But currently many companies attempt to grow by adding hot features, products, or services without adapting them to their strategy.
Globalization often allows growth that is consistent with a company’s strategy, as it opens larger markets for a focused strategy. Thus, expanding globally is more likely to reinforce a company’s unique position than broadening domestically.
§ The Role of Leadership
"The challenge of developing or reestablishing a clear strategy is often primarily an organizational one and depends on leadership" (p. 77). Moreover, strong leaders, who are willing to make choices, are essential. General management should do more than just stewardship of individual functions. They should define and communicate the core company’s unique position, make trade-offs, and forge fit among the various activities of the company. Further, the leader should decide which changes in the industry and customer demands, is the company going to respond to. The leader should be able to teach others in the organization about strategy—and to say no.
Strategy is about choosing what to do as well as what not to do. Deciding which target group of customers, varieties, and needs the company should serve is fundamental to developing a strategy. Strategy is also however, in deciding not to serve other customers or needs and not to offer certain features or services. Thus, strategy requires continuous discipline and clear communication. Strategy should guide employees in making choices that arise because of trade-offs in their individual activities and in day-to-day decisions.
Moreover, managers need to understand that operational effectiveness, although a necessary part of management, is not strategy. Managers should be able to clearly distinguish between the two.
Conclusion
"Strategic continuity does not imply a static view of competition. A company must continually improve its operational effectiveness and actively try to shift the productivity frontier; at the same time, there needs to be ongoing effort to extend its uniqueness while strengthening the fit among its activities" (p. 78).
However, a company may have to change its strategic position due to a major structural change in the industry. A company should choose its new position depending on its ability to find new trade-offs and leverage a new system of complementary activities into a sustainable advantage.
Pengertian CONTROL, MANAGEMENT CONTROL, dan MCS
Pengertian CONTROL, MANAGEMENT CONTROL, dan MCS
Kata kontrol sering digunakan dalam beberapa pengertian yang berbeda. Untuk menjelaskan secara sederhana apa itu kontrol sering digunakan contoh termostat, walaupun ini sebenarnya penjelasan yang sangat disederhanakan. Sebuah AC misalnya, mempunyai alat untuk mengukur temperatur, kemudian membandingkan temperatur tersebut dengan suhu yang diinginkan, dan kemudian ada corrective action apabila terdapat perbedaan antara temperatur yang ada dengan temperatur yang diinginkan. Corrective action ini adalah dalam bentuk AC tetap bekerja sampai temperatur sesuai dengan yang diinginkan. Apabila temperatur yang diinginkan telah tercapai maka AC tersebut akan berhenti. Dalam pengertian management control system (MCS) manager mengukur kinerja, kemudian membandingkan kinerja yang ada dengan standar kinerja, dan dilakukan corective action apabila terdapat perbedaan antara kinerja yang ada dengan kinerja yang diinginkan. Contoh tersebut adalah untuk memberikan ilustrasi tentang pengertian control dalam arti sempit.
Dalam pengertian yang lebih luas, kontrol tidak sekedar untuk mengukur kinerja, namun juga meliputi kontrol yang lebih bersifat umum seperti supervisi langsung, standar penerimaan karyawan, dan bahkan standar operating procedure (SOP). Kontrol memberikan perhatian kepada bagaimana memberikan dorongan (encouraging), membuat sesuatu bisa dikerjakan (enabling), dan terkadang harus memaksa (forcing) orang-orang di dalam organisasi untuk bertindak yang terbaik bagi organisasi.
Management control seharusnya lebih bersifat proactive dari pada reactive. Proactive artinya kontrol dirancang untuk menjaga agar problem tidak muncul sebelum perusahaan harus menderita karena adanya kinerja yang tidak semestinya. Contoh proactive control adalah adanya proses perencanaan, harus adanya persetujuan atas pengeluaran uang, password sebelum menggunakan komputer, juga pemisahan tugas bagi karyawan suatu perusahaan.
Mekanisme dan perangkat yang digunakan dalam management control agar perilaku dan keputusan karyawan konsisten dengan tujuan dan strategi organisasi disebut dengan management control system (MCS).
Reference: Merchant & Stede (2003).
AP*
Kata kontrol sering digunakan dalam beberapa pengertian yang berbeda. Untuk menjelaskan secara sederhana apa itu kontrol sering digunakan contoh termostat, walaupun ini sebenarnya penjelasan yang sangat disederhanakan. Sebuah AC misalnya, mempunyai alat untuk mengukur temperatur, kemudian membandingkan temperatur tersebut dengan suhu yang diinginkan, dan kemudian ada corrective action apabila terdapat perbedaan antara temperatur yang ada dengan temperatur yang diinginkan. Corrective action ini adalah dalam bentuk AC tetap bekerja sampai temperatur sesuai dengan yang diinginkan. Apabila temperatur yang diinginkan telah tercapai maka AC tersebut akan berhenti. Dalam pengertian management control system (MCS) manager mengukur kinerja, kemudian membandingkan kinerja yang ada dengan standar kinerja, dan dilakukan corective action apabila terdapat perbedaan antara kinerja yang ada dengan kinerja yang diinginkan. Contoh tersebut adalah untuk memberikan ilustrasi tentang pengertian control dalam arti sempit.
Dalam pengertian yang lebih luas, kontrol tidak sekedar untuk mengukur kinerja, namun juga meliputi kontrol yang lebih bersifat umum seperti supervisi langsung, standar penerimaan karyawan, dan bahkan standar operating procedure (SOP). Kontrol memberikan perhatian kepada bagaimana memberikan dorongan (encouraging), membuat sesuatu bisa dikerjakan (enabling), dan terkadang harus memaksa (forcing) orang-orang di dalam organisasi untuk bertindak yang terbaik bagi organisasi.
Management control seharusnya lebih bersifat proactive dari pada reactive. Proactive artinya kontrol dirancang untuk menjaga agar problem tidak muncul sebelum perusahaan harus menderita karena adanya kinerja yang tidak semestinya. Contoh proactive control adalah adanya proses perencanaan, harus adanya persetujuan atas pengeluaran uang, password sebelum menggunakan komputer, juga pemisahan tugas bagi karyawan suatu perusahaan.
Mekanisme dan perangkat yang digunakan dalam management control agar perilaku dan keputusan karyawan konsisten dengan tujuan dan strategi organisasi disebut dengan management control system (MCS).
Reference: Merchant & Stede (2003).
AP*
The Five Functions of Management
http://www.ag.ohio-state.edu/~mgtexcel/EXCELSOFT.GIF
The Five Functions of Management
Creative Problem Solving
Planning
Organizing
Staffing
Directing
Controlling
The Foundation of ManagementExcel
Bernard L. Erven
Department of Agricultural Economics
Ohio State University Extension
Our Management Excel student:
* A manager who happens to manage a farm or horticultural business.
* A manager challenged to make efficient use of resources.
* A manager challenged with getting things done through people.
* A manager who has opportunity to use of all the tools of management that any other manager uses.
* A manager who has a way of life like any other manager.
Management Excel is about changing people not about changing businesses. We change people by helping them improve their management skills. Our expectation is that with these tools, they are then likely to change their businesses.
Management
In Management Excel, we start with an assumption of the universality of management. Management is management. Management is generic. Management principles are general rather than specific to a type of firm or organization. However, management is universal only if the manager has become familiar with the specific situation in which it is applied. Production technology, customer characteristics and the culture of the industry are examples of specifics that managers need to learn to be effective in applying their generic management skills.
A definition:(1)
Management is creative problem solving. This creative problem solving is accomplished through four functions of management: planning, organizing, leading and controlling. The intended result is the use of an organization's resources in a way that accomplishes its mission and objectives. (Figure 1.1, From Higgins, page 7)
In Management Excel, this standard definition is modified to align more closely with our teaching objectives and to communicate more clearly the content of the organizing function. Organizing is divided into organizing and staffing so that the importance of staffing in small businesses receives emphasis along side organizing. In the management literature, directing and leading are used interchangeably. (Note figure of Management Excel wheel)
Planning is the ongoing process of developing the business' mission and objectives and determining how they will be accomplished. Planning includes both the broadest view of the organization, e.g., its mission, and the narrowest, e.g., a tactic for accomplishing a specific goal.
Organizing is establishing the internal organizational structure of the organization. The focus is on division, coordination, and control of tasks and the flow of information within the organization. It is in this function that managers distribute authority to job holders.
Staffing is filling and keeping filled with qualified people all positions in the business. Recruiting, hiring, training, evaluating and compensating are the specific activities included in the function. In the family business, staffing includes all paid and unpaid positions held by family members including the owner/operators.
Directing is influencing people's behavior through motivation, communication, group dynamics, leadership and discipline. The purpose of directing is to channel the behavior of all personnel to accomplish the organization's mission and objectives while simultaneously helping them accomplish their own career objectives.
Controlling is a four-step process of establishing performance standards based on the firm's objectives, measuring and reporting actual performance, comparing the two, and taking corrective or preventive action as necessary.
Each of these functions involves creative problem solving. (Figure 4.2 from Higgins, page 118) Creative problem solving is broader than problem finding, choice making or decision making. It extends from analysis of the environment within which the business is functioning to evaluation of the outcomes from the alternative implemented.
An Important Qualification to Success
Management success is gained through accomplishment of mission and objectives. Managers fail when they do not accomplish mission and objectives. Success and failure are tied directly to the reasons for being in business, i.e., mission and objectives. However, accomplishing mission and objectives is not sufficient. Success requires both effectiveness and efficiency. Managers who accomplish their mission and objectives are said to be effective. Efficiency describes the relationship between the amount of resources used (input) and the extent to which objectives were accomplished (output). If the cost of accomplishing an objective is prohibitive, then the objective is not realistic in the context of the firm's resources. Additional planning is necessary.
Management Skills
Management Excel concentrates on building management skills. There are three basic management skills: technical, human and conceptual. A technical skill is the ability to use tools, techniques, and specialized knowledge to carry out a method, process, or procedure. (Higgins, page 13) Much of the technology that farmers know and can use so well comes under this management skill. Human skills are used to build positive interpersonal relationships, solve human relations problems, build acceptance of one's co-workers, and relate to them in a way that their behavior is consistent with the needs of the organization. Conceptual skills involve the ability to see the organization as a whole and to solve problems in a way that benefits the entire organization. (Higgins, page 15) Analytical, creative and intuitive talents make up the manager's conceptual skills.
Introductory Management Excel programs (Managing for Success) pay little attention to technical skills. Most managers in attendance have developed these skills far beyond their human and conceptual skills. In some advanced Management Excel programs, e.g., animal nutrition and financial management, the emphasis is on integration of technical, human and conceptual skills rather than on a more traditional technical approach.
The relative importance of conceptual, human and technical skills changes as a person progresses from lower, to middle, to top management. (Figure 1.4, Higgins, page 20) Although all three management skills are important at all three levels of management, conceptual skills become relatively more important at the top level of management. The consistently high level of importance of human skills helps us understand why people problems are so often cited as a core cause of business failure.
A Guarantee of Success?
Management Excel does not and can not guarantee management success. As excited as we may be about the progress being made by some Management Excel graduates, the reality is, "Sometimes the Dragon Wins!" (Note figure.) Both factors external to the firm uncontrollable by managers and internal factors not perfectly controllable frustrate a manager's use of her or his management skills. Nevertheless, Management Excel remains firmly grounded on the teaching of five functions of management with the conviction that these functions define well what it is a manager must do to maximize the chances of success.
Footnote: 1. This discussion of the functions of management draws on the basic reference for Management Excel teaching: James Higgins, The Management Challenge, Second edition, Macmillan, 1994.
The Five Functions of Management
Creative Problem Solving
Planning
Organizing
Staffing
Directing
Controlling
The Foundation of ManagementExcel
Bernard L. Erven
Department of Agricultural Economics
Ohio State University Extension
Our Management Excel student:
* A manager who happens to manage a farm or horticultural business.
* A manager challenged to make efficient use of resources.
* A manager challenged with getting things done through people.
* A manager who has opportunity to use of all the tools of management that any other manager uses.
* A manager who has a way of life like any other manager.
Management Excel is about changing people not about changing businesses. We change people by helping them improve their management skills. Our expectation is that with these tools, they are then likely to change their businesses.
Management
In Management Excel, we start with an assumption of the universality of management. Management is management. Management is generic. Management principles are general rather than specific to a type of firm or organization. However, management is universal only if the manager has become familiar with the specific situation in which it is applied. Production technology, customer characteristics and the culture of the industry are examples of specifics that managers need to learn to be effective in applying their generic management skills.
A definition:(1)
Management is creative problem solving. This creative problem solving is accomplished through four functions of management: planning, organizing, leading and controlling. The intended result is the use of an organization's resources in a way that accomplishes its mission and objectives. (Figure 1.1, From Higgins, page 7)
In Management Excel, this standard definition is modified to align more closely with our teaching objectives and to communicate more clearly the content of the organizing function. Organizing is divided into organizing and staffing so that the importance of staffing in small businesses receives emphasis along side organizing. In the management literature, directing and leading are used interchangeably. (Note figure of Management Excel wheel)
Planning is the ongoing process of developing the business' mission and objectives and determining how they will be accomplished. Planning includes both the broadest view of the organization, e.g., its mission, and the narrowest, e.g., a tactic for accomplishing a specific goal.
Organizing is establishing the internal organizational structure of the organization. The focus is on division, coordination, and control of tasks and the flow of information within the organization. It is in this function that managers distribute authority to job holders.
Staffing is filling and keeping filled with qualified people all positions in the business. Recruiting, hiring, training, evaluating and compensating are the specific activities included in the function. In the family business, staffing includes all paid and unpaid positions held by family members including the owner/operators.
Directing is influencing people's behavior through motivation, communication, group dynamics, leadership and discipline. The purpose of directing is to channel the behavior of all personnel to accomplish the organization's mission and objectives while simultaneously helping them accomplish their own career objectives.
Controlling is a four-step process of establishing performance standards based on the firm's objectives, measuring and reporting actual performance, comparing the two, and taking corrective or preventive action as necessary.
Each of these functions involves creative problem solving. (Figure 4.2 from Higgins, page 118) Creative problem solving is broader than problem finding, choice making or decision making. It extends from analysis of the environment within which the business is functioning to evaluation of the outcomes from the alternative implemented.
An Important Qualification to Success
Management success is gained through accomplishment of mission and objectives. Managers fail when they do not accomplish mission and objectives. Success and failure are tied directly to the reasons for being in business, i.e., mission and objectives. However, accomplishing mission and objectives is not sufficient. Success requires both effectiveness and efficiency. Managers who accomplish their mission and objectives are said to be effective. Efficiency describes the relationship between the amount of resources used (input) and the extent to which objectives were accomplished (output). If the cost of accomplishing an objective is prohibitive, then the objective is not realistic in the context of the firm's resources. Additional planning is necessary.
Management Skills
Management Excel concentrates on building management skills. There are three basic management skills: technical, human and conceptual. A technical skill is the ability to use tools, techniques, and specialized knowledge to carry out a method, process, or procedure. (Higgins, page 13) Much of the technology that farmers know and can use so well comes under this management skill. Human skills are used to build positive interpersonal relationships, solve human relations problems, build acceptance of one's co-workers, and relate to them in a way that their behavior is consistent with the needs of the organization. Conceptual skills involve the ability to see the organization as a whole and to solve problems in a way that benefits the entire organization. (Higgins, page 15) Analytical, creative and intuitive talents make up the manager's conceptual skills.
Introductory Management Excel programs (Managing for Success) pay little attention to technical skills. Most managers in attendance have developed these skills far beyond their human and conceptual skills. In some advanced Management Excel programs, e.g., animal nutrition and financial management, the emphasis is on integration of technical, human and conceptual skills rather than on a more traditional technical approach.
The relative importance of conceptual, human and technical skills changes as a person progresses from lower, to middle, to top management. (Figure 1.4, Higgins, page 20) Although all three management skills are important at all three levels of management, conceptual skills become relatively more important at the top level of management. The consistently high level of importance of human skills helps us understand why people problems are so often cited as a core cause of business failure.
A Guarantee of Success?
Management Excel does not and can not guarantee management success. As excited as we may be about the progress being made by some Management Excel graduates, the reality is, "Sometimes the Dragon Wins!" (Note figure.) Both factors external to the firm uncontrollable by managers and internal factors not perfectly controllable frustrate a manager's use of her or his management skills. Nevertheless, Management Excel remains firmly grounded on the teaching of five functions of management with the conviction that these functions define well what it is a manager must do to maximize the chances of success.
Footnote: 1. This discussion of the functions of management draws on the basic reference for Management Excel teaching: James Higgins, The Management Challenge, Second edition, Macmillan, 1994.
Management Discussion and Analysis - MD&A
Management Discussion and Analysis - MD&A
What Does It Mean?
What Does Management Discussion and Analysis - MD&A Mean?
A section of a company's annual report in which management discusses numerous aspects of the company, both past and present.
Investopedia Says
Investopedia explains Management Discussion and Analysis - MD&A
Among other things, the MD&A provides an overview of the previous year of operations and how the company fared in that time period. Management will usually also touch on the upcoming year, outlining future goals and approaches to new projects.
The MD&A is a very important section of an annual report, especially for those analyzing the fundamentals, which include management and management style. Although this section contains useful information, investors should keep in mind that the section is unaudited.
What Does It Mean?
What Does Management Discussion and Analysis - MD&A Mean?
A section of a company's annual report in which management discusses numerous aspects of the company, both past and present.
Investopedia Says
Investopedia explains Management Discussion and Analysis - MD&A
Among other things, the MD&A provides an overview of the previous year of operations and how the company fared in that time period. Management will usually also touch on the upcoming year, outlining future goals and approaches to new projects.
The MD&A is a very important section of an annual report, especially for those analyzing the fundamentals, which include management and management style. Although this section contains useful information, investors should keep in mind that the section is unaudited.
Apa beda broker Market Makers dan ECN
Apa beda broker Market Makers dan ECN
Ada banyak wacana mengenai broker ECN belakangan ini dan membuat saya tergugah untuk menjelaskannya.
Apakah bedanya antara broker biasa (atau istilah kerennya broker Market Makers dan juga broker ECN?
Topik ini selalu dibahas oleh para trader, trader senior maupun pendatang baru. Dan untuk menjawab pertanyaan kita harus mengetahui kebenaran, memeriksa perbedaan dan menentukan kebutuhan kita. Keluhan dan juga permasalahan seringkali muncul dari para trader. apakah itu karena seringkali muncul hal-hal baru. Ada yang suka dan tidak.
apakah broker ECN gaya apapun akan lebih baik? Well, jawabannya terletak pada keputusan likuiditas pasar penyedia layanan dan hubungan mereka dengan pasar global antar. Ada sebuah ilustrasinya, seperti kebanyakan Anda tahu, broker ritel adalah penghubung transaksi anda. Bila pada perdagangan bursa, Joe menjual dan anggota lain Maria membeli dan broker hanya mendapat komisi untuk memfasilitasi deal.
Perbedaan ECN dan MM terletak pada sistem yang mengelola transaksi kita.
Kalau ECN, semua transaksi kita diteruskan ke market tanpa melalui dealing desk. sedangkan MM order-order yang ada "dikumpulkan" dulu di dealing desk untuk kemudian diteruskan ke market berupa netto transaksinya. Broker-broker MM sering diisukan bertransaksi melawan nasabahnya karena adanya "dealing desk" sebelum diteruskan ke market. Benar tidaknya saya sendiri tidak tahu. Sebagian broker kadang disebut bandar karena tidak semua order diteruskan kepasar dan untuk tipe broker seperti ini brokernya berharap agar kita loss
ciri-cirinya:
1. Sering requote order
2. Kadang tidak bisa menutup order padahal koneksi internet bagus adakalanya tertera koneksi tidak terdeteksi
3. Kadang juga tidak bisa ambil posisi padahal internetnya bagus sering ada pesan uji parameter
Untuk mengurangi ketidaknyamanan ini, banyak trader yang pakai broker ECN. Kelemahannya seringkali harga melar dan biaya komisinya relatif lebih tinggi dari non ECN. Namun banyak juga broker ECN yang bagus dan komisi rendah, bahkan ada yang sekelas ECN tapi free comission.
Keunggulan broker ECN adalah , transparansi. Atau setidaknya janji transparansi. Meskipun pada awalnya ada pula yang tertarik oleh spread yang kecil, namun broker ECN adalah langsung ke pasar. Jika seorang trader dapat melihat pasar nyata, maka tidak ada seorang pun dapat berbohong kepada trader. Tetapi hal yang harus dikatakan di sini adalah, kalau anda merasa nyaman dengan broker anda yang lama, maka jangan langsung terburu-buru untuk pindah ke ECN sebelum anda mencoba demonya, dan mencoba "berdagang" di pasar real.
link: www.valasonline.net
Ada banyak wacana mengenai broker ECN belakangan ini dan membuat saya tergugah untuk menjelaskannya.
Apakah bedanya antara broker biasa (atau istilah kerennya broker Market Makers dan juga broker ECN?
Topik ini selalu dibahas oleh para trader, trader senior maupun pendatang baru. Dan untuk menjawab pertanyaan kita harus mengetahui kebenaran, memeriksa perbedaan dan menentukan kebutuhan kita. Keluhan dan juga permasalahan seringkali muncul dari para trader. apakah itu karena seringkali muncul hal-hal baru. Ada yang suka dan tidak.
apakah broker ECN gaya apapun akan lebih baik? Well, jawabannya terletak pada keputusan likuiditas pasar penyedia layanan dan hubungan mereka dengan pasar global antar. Ada sebuah ilustrasinya, seperti kebanyakan Anda tahu, broker ritel adalah penghubung transaksi anda. Bila pada perdagangan bursa, Joe menjual dan anggota lain Maria membeli dan broker hanya mendapat komisi untuk memfasilitasi deal.
Perbedaan ECN dan MM terletak pada sistem yang mengelola transaksi kita.
Kalau ECN, semua transaksi kita diteruskan ke market tanpa melalui dealing desk. sedangkan MM order-order yang ada "dikumpulkan" dulu di dealing desk untuk kemudian diteruskan ke market berupa netto transaksinya. Broker-broker MM sering diisukan bertransaksi melawan nasabahnya karena adanya "dealing desk" sebelum diteruskan ke market. Benar tidaknya saya sendiri tidak tahu. Sebagian broker kadang disebut bandar karena tidak semua order diteruskan kepasar dan untuk tipe broker seperti ini brokernya berharap agar kita loss
ciri-cirinya:
1. Sering requote order
2. Kadang tidak bisa menutup order padahal koneksi internet bagus adakalanya tertera koneksi tidak terdeteksi
3. Kadang juga tidak bisa ambil posisi padahal internetnya bagus sering ada pesan uji parameter
Untuk mengurangi ketidaknyamanan ini, banyak trader yang pakai broker ECN. Kelemahannya seringkali harga melar dan biaya komisinya relatif lebih tinggi dari non ECN. Namun banyak juga broker ECN yang bagus dan komisi rendah, bahkan ada yang sekelas ECN tapi free comission.
Keunggulan broker ECN adalah , transparansi. Atau setidaknya janji transparansi. Meskipun pada awalnya ada pula yang tertarik oleh spread yang kecil, namun broker ECN adalah langsung ke pasar. Jika seorang trader dapat melihat pasar nyata, maka tidak ada seorang pun dapat berbohong kepada trader. Tetapi hal yang harus dikatakan di sini adalah, kalau anda merasa nyaman dengan broker anda yang lama, maka jangan langsung terburu-buru untuk pindah ke ECN sebelum anda mencoba demonya, dan mencoba "berdagang" di pasar real.
link: www.valasonline.net
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