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All Journal International Journal of Educational Management and Innovation (IJEMI) Rudence: Rural Development for Economic Resilience Media Ekonomi
Nuraini Chaniago
Universitas Trisakti
Chemical Engineering, Chemistry & Bioengineering Economics, Econometrics & Finance Education Environmental Science Languange, Linguistic, Communication & Media Social Sciences Other

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ANALISA STRUKTUR PASAR DAN EFISIENSI INDUSTRI PERBANKAN DI INDONESIA PERIODE 2017-2012 Nuraini Chaniago
Media Ekonomi Vol. 22 No. 1 (2014): April
Publisher : Lembaga Penerbit Fakultas Ekonomi dan Bisnis

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (2362.302 KB) | DOI: 10.25105/me.v22i1.2816

Abstract

The purpose of this study was to determine how the market structure and efficiency of banking industry in Indonesia.The analysis technique used in this research is to use the concentration ratio (CR20) and the Herfindahl Hirchman Index (HHI), and DEA (Data Envelopment Analysis). This study uses data on the number of banking and corporate assets to determine the efficiency of using the 20 banks in the Input and Output of the report Indonesian banking in the period 2007-2012. The results showed the level of concentration ratio (CR20) range from 77.69% - 79.47%. The figure shows the structure of the banking industry 2007-2012 period was a tight oligopoly. which means that the structure of the banking industry in Indonesia is not structured oligopoly monopoly but because it is not close to 1. When viewed competition banks in Indonesia is competitive with high concentration and competitive, it is characterized by competition between the market share of twenty dominant company in the Indonesian banking industry in the number of assets. In the calculation of the twenty study Indonesian banking industry in the period 2007-2012 by using the method of DEA (Data Envelopment Analysis) produced differences in the efficiency of each bank, Of the twenty 20 Indonesian banking industry that has not reached the maximum level of efficiency that is 100% should refer to the banking has reached a maximum level of 100% in accordance with the characteristics of banking itself. 
PENTINGNYA KEMAMPUAN KOMUNIKASI DALAM BERWIRAUSAHA Catur Rahayu Martiningtiyas; Asep Hermawan; Nuraini Chaniago; Beta Oki Baliartati; Nila Lestari
Rural Development For Economic Resilience (RUDENCE) Vol. 2 No. 2 (2023): Vol. 2 No. 2 (2023)
Publisher : Fakultas Ekonomi dan Bisnis Universitas Pakuan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.53698/rudence.v2i2.37

Abstract

ABSTRAK Pelaku usaha dalam kegiatan pengabdian masyarakat ini adalah sekumpulan Usaha mikro kecil di kelurahan Tegal Alur. Bidang usaha para wirausaha diantaranya pengolahan makanan, aksesoris, dan jasa penyewaan alat-alat pernikahan. Pelaksanaan bisnis usaha para UMKM cenderung bersifat pasif, dimulai dengan menunggu pesanan dari konsumen dan kurangnya pemanfaatan maksimal media sosial di era digital masa kini. Solusi yang disarankan dengan melakukan suatu penyuluhan bagaimana mengoptimalisasikan penggunaan perangkat smartphone sebagai media pemasaran dalam mendukung peningkatan peluang usaha di masa pandemic Covid 19.  Tahapan kegiatan ini bertujuan untuk mengganti pola pelaku usaha menjadi bentuk pemasaran masa kini dari bentuk pemasaran yang tradisional.  Harapan yang diperoleh dari kegiatan usaha yang dilakukan mampu memperluas jangkauan pangsa pasar, margin keuntungan terjadi peningkatan, volume penjualan yang meningkat dan minimalisasi biaya pemasaran dengan pemanfaatan media sosial sebagai sarana komunikasi usaha. ABSTRACT Business actors in this community service activity are a group of small micro businesses in Tegal Alur village. The business fields of entrepreneurs include food processing, accessories, and wedding equipment rental services. The business implementation of MSME businesses tends to be passive, starting with waiting for orders from consumers and the lack of maximum utilization of social media in today's digital era. The suggested solution is to conduct counseling on how to optimize the use of smartphone devices as a marketing medium in support increasing business opportunities during the Covid 19 pandemic.  This stage of this activity aims to change the pattern of business actors into the form of modern marketing from traditional forms of marketing. The expectations obtained from the business activities carried out are able to expand the reach of market share, increase profit margins, increase sales volume and minimize marketing costs by utilizing social media as a means of business communication.
Assessing Vision Mission Goals and Objectives (VMGOs) of Islamic Finance and Banking Program Study Trisakti University Dida Nurhaida; Aji Kusuma Wijaya; Nuraini Chaniago; Qoriatul Qolbiyyah; Ai Kartini
International Journal of Educational Management and Innovation Vol. 4 No. 1 (2023)
Publisher : Universitas Ahmad Dahlan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12928/ijemi.v4i1.7170

Abstract

Every higher educational institution has a vision and mission that reflects its goals, identity, core values, and its purpose of existence. This study aims to assess the clarity, realism, and congruency of the vision mission as well as goals and objectives (VMGOs) of the Diploma Study Program in Islamic Finance and Islamic (IFB) Faculty of Economics and Business, Trisakti University of T and understanding, accepted and carried out by all stakeholders. It also evaluates stakeholder engagement in achieving the vision and mission through practical educational activities and practices. The data were quantitatively analysed utilizing mean and standard deviation. The result shows that Diploma IFB’s VMGOs are visible and realistic among the academic community, including lecturers, academic staff, and students. Their level of understanding and acceptability is immense. They also believe that the activity is in line with these statements. The research recommends that more efforts be made in disseminating VMGOs to internal and external stakeholders. The activities need to be more focused to make them feel that the teaching and non-teaching activities are all geared toward achieving the VMGOs
Co-Authors Ai Kartini AJi Kusuma Wijaya ASEP HERMAWAN Beta Oki Baliartati Catur Rahayu Martiningtiyas Dida Nurhaida Nila Lestari Qoriatul Qolbiyyah