Work Experiences

Name  : Pietrika W. G. Kailola

Class   : 4 EA 09

NPM    : 15212670

English Business 2

Work experience provides many benefits, giving you skills and experience that will allow you stand out to potential employers as well as helping you choose the right sector to work in. Having a degree is a tremendous asset to help put your name on the radar for potential employers, but it's by far not the only arrow in the quiver. Work experience locks in further potential, "building useful skills that cannot be taught in the classroom as well as contacts that students otherwise would not be exposed to," highlights the general manager of Avanade UK. "A perspective employer will always looks favourable on the effort taken by those who have done work experience, which empowers new talent and gives them an edge to push for the most sought after graduate positions in the field." Below are just a few examples of the way you can benefit from undertaking work experience and work placements. Whether you're doing a week-long stint or a year in industry you'll be gaining skills that will make you much more employable.

Herzberg classified these job factors into two categories-

1.      Hygiene factors- Hygiene factors are those job factors which are essential for existence of motivation at workplace. These do not lead to positive satisfaction for long-term. But if these factors are absent / if these factors are non-existant at workplace, then they lead to dissatisfaction. In other words, hygiene factors are those factors which when adequate/reasonable in a job, pacify the employees and do not make them dissatisfied. These factors are extrinsic to work. Hygiene factors are also called as dissatisfiers or maintenance factors as they are required to avoid dissatisfaction. These factors describe the job environment/scenario. The hygiene factors symbolized the physiological needs which the individuals wanted and expected to be fulfilled. Hygiene factors include:

·      Pay - The pay or salary structure should be appropriate and reasonable. It must be equal and competitive to those in the same industry in the same domain.

·    Company Policies and administrative policies - The company policies should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc.

·         Fringe benefits - The employees should be offered health care plans (mediclaim), benefits for the family members, employee help programmes, etc.

·         Physical Working conditions - The working conditions should be safe, clean and hygienic. The work equipments should be updated and well-maintained.

·         Status - The employees’ status within the organization should be familiar and retained.

·      Interpersonal relations - The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present.

·         Job Security - The organization must provide job security to the employees.

2.      Motivational factors- According to Herzberg, the hygiene factors cannot be regarded as motivators. The motivational factors yield positive satisfaction. These factors are inherent to work. These factors motivate the employees for a superior performance. These factors are called satisfiers. These are factors involved in performing the job. Employees find these factors intrinsically rewarding. The motivators symbolized the psychological needs that were perceived as an additional benefit. Motivational factors include:

·      Recognition - The employees should be praised and recognized for their accomplishments by the managers.

·        Sense of achievement - The employees must have a sense of achievement. This depends  on the job. There must be a fruit of some sort in the job.

·  Growth and promotional opportunities - There must be growth and advancement  opportunities in an organization to motivate the employees to perform well.

·   Responsibility - The employees must hold themselves responsible for the work. The  managers should give them ownership of the work. They should minimize control but  retain accountability.

·   Meaningfulness of the work - The work itself should be meaningful, interesting and challenging for the employee to perform and to get motivated.

For an individual to succeed at his job or an organization to reap the optimum level of performance out of the individual, it is paramount for the individual as well as the organization to incorporate motivation techniques that will encourage the worker to be of maximum utility and minimum cost. To instill that motivation within the mindset of the individual worker, there are certain factors that help in instigating that certain level of motivation that an individual needs to bring out the best of his potential. These factors are further divided into two categories, namely job-content factors and job-context factors.

Software As a Service

Name            : Pietrika W. G. Kailola
Class : 4 EA 09
NPM : 15212670

English Business 2#

Software as a Service?
Software as a Service is an interesting concept. It implies that, instead of purchasing the software, you are purchasing it as a service—which really means the right to use the software.
You are also (usually) purchasing a hosting and infrastructure service along with the rights to use the software. SaaS providers maintain the hardware, perform upgrades, backup your data (sometimes), and otherwise perform all of the “keep the lights on” services and activities required to keep the software running.
Imagine a typical, 1990s style software purchase:
You buy a source code control system.
You set up a server and install the software.
You pay ongoing support costs: providing power to the server, keeping the server cool, applying security and operating system updates to the server.
You pay costs associated with administering the hardware and labor costs to update and upgrade the software.
You carry risks—a botched upgrade or a hardware failure—which can cause downtime or lost data.
You bear the costs of designing and maintaining a secure system. Do you allow your people to access the software (on the server) from other computers on your network? Do you allow them to access the software when they are not on the network (traveling, working from home, etc.)? How do you prevent your competitors from stealing or, even worse, destroying your data?
Now imagine that you’re outsourcing all of the “keep the lights on” activities above:
You pay an IT services firm to manage the hardware and the software for you, including the security model.
And you just use the software.
That’s one of the benefits of purchasing SaaS. To really grasp the economics of SaaS you have to contrast it with the economics of software license purchases.
Widespread misunderstanding
There is a widespread misunderstanding about purchasing software. In the last section, we used the word “purchase,” but that isn’t completely correct. You don’t purchase a copy of the software; you purchase a restricted license to use the software.
You probably have heard the phrase “site license,” which means that you are purchasing the right for everyone in your building (or company) to use the software.
Sometimes software is sold in terms of “numbers of seats”—the number of people that are licensed to use the software at any one time. You might have 100 engineers who share ten seats (single-seat licenses) of analysis software. Since each engineer only spends about 5% of his or her time using the software, they can easily share licenses. At any given time, five engineers (on average) will need to use the software. With a license for ten simultaneous users, each engineer is likely to be able to use the software whenever he or she desires.
So, even when you think you are purchasing software, you aren’t. As with SaaS, you are purchasing the right to use the software.
Economics of software licensing
There are infinite creative ways to purchase a software license. The most common situation is that you purchase a license, and then later purchase upgrades.
An obvious example is Microsoft Office (productivity software). Microsoft releases a new version of Office every couple of years. If you own the previous version, you can purchase an upgrade for less than the cost of buying the software for the first time. You are not required to purchase an upgrade, of course, but you may want to in order to capitalize on the latest features and fixes—and to stay current. If the people with whom you work all upgrade, you may want to upgrade, too—so that you can use the documents they create.
Microsoft does a good job of providing free utilities to read documents from the newer versions, and allowing people with newer versions to create documents that can be used by people with older versions. Microsoft, therefore, gives you a choice. They rely on market forces to create the pressure to upgrade, but you never have to upgrade.
On the other hand, Intuit, makers of Quickbooks (small business accounting software), is a little pushier. Intuit releases a new version of the software every year. Once a new version of Quickbooks is released, support for some or all of the integrated online services is dropped for older versions of the product. You can continue to use your old version, unless you want to use one of the integrated services.
When companies sell software (licenses), they usually sell a version of the software, and then make updates to that software with some frequency—anywhere from daily to annually. Companies also manage those updates as two distinct types of updates:
Minor updates are usually free and often include bug fixes or features that were intended to be in the major release, but were delayed. Or they might just be the introduction of capabilities with “small” value to their customers. A lot of software will automatically notify you, download the update, and install it for you. That’s great service.
Major updates usually require the purchase of an upgrade. Major updates are usually more significant; they introduce capabilities that have “large” value to their customers or are intended to make the product appealing to additional markets.
To understand the economics of software license purchases, you have to look at both the value over time and the costs over time of purchasing a software license.
To keep this simple, we’ll assume the model described previously—minor updates happen frequently and are free, and major updates require the purchase of an upgrade to the latest version of the software. We’ll also assume that every new update introduces something valuable to the customer.
A Solution for IT Issues in Hardware Management Software
Even for the most experienced IT manager or network admin, being assigned the task of creating a network inventory list of hardware can be a daunting task. After all, just think of all of the hardware devices in your office, such as computers, routers, servers, printers, and more. The task gets even more complex if you’re asked to collect a great deal of detailed information on each item. Finding the righthardware management software can help to simplify this task. But what should you look for?
Finding the right hardware management software
A good piece of hardware management software can be used to generate a detailed network inventory list in a way that meets your needs. To be truly helpful, the software should be customizable to tell you the information important to you like Windows events, hardware serial numbers, software installed on computers, hotfixes applied, and more. Really good hardware management tools will even help you save time and money by tracking software licenses for compliance reasons, and to maintain control over your bandwidth. What's more, it can even help you with loss prevention.
Hardware management tools work by collecting network inventory data on your behalf by using either a scanning agent or agentless scanner to collect data across the network.
While scanning agents need to be used on each and every computer, the benefit is that they can get around firewalls and antivirus programs, provided you set access at the admin level. In addition to having to scan every computer, scanning agents' other downside is that you have to update each computer as new versions of the software are released.
Agentless scanners can scan your network from one central location. There is no need to collect and maintain inventory data about your company's various hardware devices on your own.
By using a management software program, you can get an accurate snapshot of your network without taking up too much of your valuable time.
Key Features of IT Asset Management Systems
IT managers continually require exact information on the location, configuration, and identity of computer hardware and software. They also need access to contracts, budgets, documentation, training materials, and warranties associated with assets to properly manage them through their life cycle. Keeping up with the myriad records on IT assets can be a time-consuming and error-prone process without suitable tools to assist the effort.
IT asset management (ITAM) systems aim to reduce the labor required to satisfy these requirements while increasing the reliability and completeness of this information. The rationale for investing in ITAM systems includes cost reductions through improved purchasing, better utilization of assets, reigning in of maintenance contract and software licensing costs, and better management of the overall asset life cycle. Asset management systems can also reduce risks associated with regulatory compliance, software licensing, and security vulnerabilities. For organizations adopting IT Infrastructure Library (ITIL) best practices, deploying an asset management system coupled with a configuration management database system is often an essential first step in the process.
This Research Byte is a summary of our full report, Adoption of IT Asset Management Systems Reaching Maturity.
ITAM applications provide tools for managing the life cycle of assets, from recording purchase and installation histories, to maintaining inventories of hardware and software assets, to planning for the removal and disposal of assets. ITAM systems can be more than a repository for storing and reporting information. They can also automatically capture information on assets deployed in the environment, help manage configurations, and support monitoring of assets.
But having an accurate inventory of IT assets is not the end goal. Business value comes from fully exploiting those assets through better management. Figure 1 shows the key activities that IT managers must perform to fully realize value from an IT asset management program.
The full version of this report provides an overview of ITAM economics. We review the key activities supported by ITAM systems and key features found in leading vendor solutions. We then assess adoption trends, return on investment (ROI) experience, and total cost of ownership (TCO) experience of organizations in our annual IT technology trends survey. The data is assessed for the composite sample of 200 organizations and by organization size and sector. We conclude with our recommendations on requirements that ITAM systems should meet.
Properly applied, ITAM is usually cost-effective. Knowing precisely what equipment is owned and the current status of each item is essential. Because ITAM tracks all such components, it makes the retrieval of documentation and training easy for all organizational assets. In addition, complete visibility of hardware and software ensures legal and licensing compliance. Finally, the same visibility also simplifies achieving standardization. These benefits of ITAM, coupled with low risk and excellent economic performance, make the technology a wise choice for most companies.

Curiculum Vitae

Name : Pietrika W. G. Kailola
Class : 4EA09
NPM         : 15212670

Curiculum Vitae
 

Personal Particulars
Name
: Pietrika W. G. Kailola

Place, date of birth
: Makassar, March 19, 1995

Religion
: IKristen

Contact address
: Jl. Lapangan tembak Cibubur

Contact number
: 021- 87710894                  (home)





Educational History
Universitas Gunadarma, majoring in Management,
SMA 105  Jakarta, graduated in 2012


Computer Proficiencies
MS Office (MS Word, MS Excel, MS Access, MS PowerPoint).
Lotus SmartSuite (Lotus123, Lotus WordPro, Freelance Graphic).
Cognos ( PowerPlay ).
SAP (System, Application and Product).
Adobe Photoshop.
Internet

Working Experiences
Analyst and Data Processing Officer of Performance Monitoring Team  Financial Control Group, PT. Bank Utama Tbk. Jakarta, January 2014  present.

SCM

Name : Pietrika W. G. Kailola
Class : 4EA09
NPM : 15212670

SCM (Supply chain management)
Supply chain management is the management of a network of interconnected businesses to make a product that is complete and equip it with the services - services required by end customers (Harland, 1996).
Supply chain management can also be defined as a set of activities (in the form of entities / facilities) involved in the process of transformation and distribution of goods from raw materials from natural earliest until the finished product at the consumer end.
The usefulness of SCM is how he was able to manage the flow of goods or products in a supply chain. In other words, applying the SCM models of how a network of production and distribution activities of an enterprise can work together to meet the demands of consumers.
Examples of Supply Chain for the manufacture of cornflakes (types of food for breakfast) are as follows:
1. Farmers corn. The process starts from the selection of corn seeds, stocking, planting, maintenance and harvesting corn, and ends with the sale of the crop plant to manufacture cereals.
2. Factory in the manufacture of cornflakes. The process starts from the cleaning corn seed received from farmers, roasting become cereals, packing (packaging), storage in the warehouse for distribution to supermarkets / stores (retail), shipping (transport) to the supermarket / shop.
3. The sales process starts from storage on shelves in supermarkets, sales to the buyer (customer) and eventually consumption by the purchaser. Unsold products will eventually be destroyed by the time the product has reached its expiration.
· The main objective of SCM are:
1. The delivery / dispatch of products in a timely manner in order to satisfy consumer
2. reduce costs
3. improving all the results of the entire supply chain (not just one company)
4. reduce the time
5. centralize the planning and distribution
· Area coverage SCM are:
- Product Development: Conduct market research, designing new products, involving suppliers in the design of new products.
- Procurement: Select suppliers to evaluate supplier performance, make the purchase of raw materials and components, monitors the supply risk, foster and maintain relationships with suppliers.
- Planning and Control: Demand planning, demand forecasting, capacity planning, production planning and inventory.
- Production: Execution of production, quality control.
- Distribution: distribution network planning, delivery scheduling, finding and maintaining relationships with the company shipping services, monitor service level increment distribution center

CRM

Name : Pietrika W. G. Kailola
Class : 4EA09
NPM               : 15212670

Customer Relationship Management (CRM)
CRM is is a kind of strategy of the company that specifically discusses the theory about the handling of the relationship between the company and its customers with the aim of increasing the company's value in the eyes of the pelanggannya.CRM also be defined as a strategy or approach is applied for an organization to study the habits and needs of the customer so that an organization has a closer relationship to the customer. There is also another meaning of CRM, where CRM is defined as an integrated information system that is used to plan, schedule and control the presales activities and postsales within an organization.

There are several stages or steps within the CRM, the following stages are stages in CRM:
      1. Determine the CRM objectives of an organization
      2. Meng-education related departments
      3. Looking for customer information
      4. Design the data models
      5. Learn and select a CRM solution
      6. Determining authority and lines of responsibility
      7. Running pilot project
      8. Direct communication with customers
      9. Conduct a survey of customer satisfaction
      10. Reassemble the feedback from customers
      11. Analyze and document feedback
      12. Implement the new method
Stages The stages can be regarded as a set of inter-related tasks. The task assignments of course require the actor to run and in terms of the entire department become an actor, especially for departments that deal directly with customers such as marketing department, customer service, etc.

Examples relantionship Customer Management at a restaurant delivery order.
The concept of moving behind the scenes is often referred to CRM (Customer Relationship Management). By the time we order food at a restaurant by telephone via the airport we are working from the fastfood restaurant but in fact they are already integrated with an IT system that manages your order until your order is delivered.
The way it works is simple, when we ordered food, then the officer will enter our orders and addresses. The system will check and determine the location of our branch nearest restaurant from where we then kitaa booking will be made and delivered from the nearest branch and when we get the order, we live pay.

destination CRM
• to facilitate the customers get their needs
• to bring the company to its customers.

Marketing Mix

Name : Pietrika W. G. Kailola
Class : 4EA09
NPM : 15212670

Marketing mix 
Marketing Mix can be defined as a set of variables that can be controlled are used by the company to pursue a desired level of sales in the target market "or in other words 4P is a combination of marketing variables which are internal factors that are in the range that can be controlled by the company.

The process in the fulfillment of human needs and desires that is the marketing concept . Starting from the fulfillment of the product (product ) , pricing ( price) , delivery ( place) , and promote their goods (promotion ) . Someone who works in the marketing of so-called marketers . The marketer should have knowledge in the concepts and principles of marketing that marketing activities can be achieved in accordance with the needs and desires of humans, especially the target consumers.

Marketing Mix 4P is a tool that can be used to influence the decisions of prospective customers or customers resulting in achievement of targeted marketing . Why say 4P ? 4P is actually a fourth element that must be possessed in the principle of the marketing mix. The four principles are: product , price, promotion and place .

Product 
A product is seen as an item that satisfies what a consumer demands. It is a tangible good or an intangible service. Tangible products are those that have an independent physical existence. Typical examples of mass-produced, tangible objects are the motor car and the disposable razor. A less obvious but ubiquitous mass-produced service is a computer operating system. 
Every product is subject to a life-cycle including a growth phase followed by a maturity phase and finally an eventual period of decline as sales fall. Marketers must do careful research on how long the life cycle of the product they are marketing is likely to be and focus their attention on different challenges that arise as the product moves.
The marketer must also consider the product mix. Marketers can expand the current product mix by increasing a certain product line's depth or by increasing the number of product lines. Marketers should consider how to position the product, how to exploit the brand, how to exploit the company's resources and how to configure the product mix so that each product complements the other. The marketer must also consider product development strategies.
Price
The amount a customer pays for the product. The price is very important as it determines the company's profit and hence, survival. Adjusting the price has a profound impact on the marketing strategy and, depending on the price elasticity of the product, often it will affect the demand and sales as well. The marketer should set a price that complements the other elements of the marketing mix.[3] 
When setting a price, the marketer must be aware of the customer perceived value for the product. Three basic pricing strategies are: market skimming pricing, market penetration pricing and neutral pricing. The 'reference value' (where the consumer refers to the prices of competing products) and the 'differential value' (the consumer's view of this product's attributes versus the attributes of other products) must be taken into account.
Promotion
All of the methods of communication that a marketer may use to provide information to different parties about the product. Promotion comprises elements such as: advertising, public relations, sales organisation and sales promotion.[3] 
Advertising covers any communication that is paid for, from cinema commercials, radio and Internet advertisements through to print media and billboards. Public relations is where the communication is not directly paid for and includes press releases, sponsorship deals, exhibitions, conferences, seminars or trade fairs and events.
After web 2.0, the capacity of the customers to discuss products that they have bought, making reviews and testimonials related to their experiences, are examples of public relations, as well. This kind of behavior takes the dissemination of the product information over the internet space and creates the phenomenon known as word-of-mouth.Word-of-mouth is any apparently informal communication about the product by ordinary individuals, satisfied customers or people specifically engaged to create grassroots momentum. Sales staff often plays an important role in word of mouth and public relations (see 'product' above).[3]
Place / Distribution
Refers to providing the product at a place which is convenient for consumers to access. Various strategies such as intensive distribution, selective distribution, exclusive distribution and franchising can be used by the marketer to complement the other aspects of the marketing mix.[3][5] The last P is place, the distribution channel which is the location where the delivery the value. The role of the marketing channels is not only focus on the participate in demand satisfaction by offering goods, but also need to stimulate demand through information, creating proximity and promotion by customer (Balasecu, 2014). In other words, distribution channels for the product is a system process. Generally, majority of the product need a retail shop. But place also can be a telephone call center or a website. For example, Nike Air Force 1 designers were determined to let Air Force 1 from hardwood floors to solid concrete, from basketball court to block. They planned to start a revolution. Along the I-95 highway corridor between New York, Philadelphia and Baltimore, Air Force 1 transmitting the information of sports and culture, sending itself to every field and blocks of the cities (Jennifer, 2006). Hence, the place turn into another major element in marketing mix.