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saco-indonesia.com, Dalam 15 tahun terakhir, Jody Brotosuseno (39) sudah mencoba berbagai usaha.

Saco-Indonesia.com,-Dalam 15 tahun terakhir, Jody Brotosuseno (39) sudah mencoba berbagai usaha. Peruntungan berbuah di usaha kuliner dengan tulang punggung pada Waroeng Steak and Shake. Kini, ia punya 50 gerai Waroeng Steak and Shake di sejumlah kota.

Ia juga memiliki belasan gerai untuk unit usaha lainnya. Paling sedikit 1.000 pekerja mendapatkan kegiatan sekaligus penghasilan dari seluruh unit usahanya.

Pencapaiannya hari ini tentu tidak diraih dalam semalam. Bersama istrinya, Siti Handayani alias Aniek, Jody berkali-kali merasakan jatuh bangun berwirausaha. Hal itu bukan hal mudah karena modal mereka terbatas dan belum ada investor pada awal membangun usaha.

Memang banyak orang pada awalnya tidak akan percaya Jody bekerja keras membangun bisnis. Hal itu tidak lepas dari latar belakang keluarganya, pemilik jaringan restoran Obonk Steak and Ribs.

Meski ayahnya, Sugondo, pemilik jaringan restoran yang punya lebih dari 60 gerai itu, Jody tidak mendapat perlakuan istimewa. Ia menerima gaji sebagai pegawai biasa di jaringan restoran tersebut. Apalagi Jody bertekad mandiri sejak menikahi Siti Hariani alias Aniek pada 1998.

Dengan gaji itu, Jody dan Aniek tahu mereka butuh pendapatan lebih baik. Dengan ijazah terakhir setingkat SMA, sangat sulit mendapat peluang kerja jika harus melamar ke tempat lain. Jody dan Aniek akhirnya membulatkan tekad menjadi wirausaha. Agar bisa fokus, mereka sepakat meninggalkan bangku kuliah. Jody meninggalkan pendidikannya pada Jurusan Arsitektur, Universitas Atma Jaya Yogyakarta, pada semester delapan.

Sambil bekerja di Obonk, Jody mencoba berjualan aneka makanan. Awalnya berjualan susu segar, lalu roti bakar dan jus buah. Namun, bisnis itu terpaksa berhenti karena peralatannya banyak diambil orang.

Jody juga berjualan kaus partai politik. Pada Pemilu 1999, jumlah partai membengkak dari tiga menjadi 48 partai. Jody melihat peluang itu dan memanfaatkan dengan berjualan kaus berlambang partai politik. Hasil penjualan, antara lain, digunakan untuk mengontrak rumah di kawasan Demangan, Yogyakarta.

Selepas pemilu, Jody dan Aniek berpikir lagi mencari tambahan. Kelahiran anak pertama, Yuga Adiaksa, membuat kebutuhan bertambah. Akhirnya pasangan itu memutuskan berjualan steik, seperti yang sudah dilakukan keluarga Jody. Namun, pasangan itu tidak meniru konsep Obonk Steak.

Mereka memilih mahasiswa dan pelajar sebagai target pasar. Untuk merek usaha, mereka memilih nama Waroeng Steak and Shake. Gerai pertama dibuka di teras rumah mereka karena tidak ada dana untuk menyewa tempat. ”Saya pilih istilah warung untuk menegaskan pesan makan steik di sini tidak mahal,” ujar Jody.

Namun, mereka terbentur modal untuk memulai usaha. Kala itu, Jody dan Aniek hanya punya uang Rp 100.000. Akhirnya, Jody menjual motor dan hasilnya dipakai untuk modal awal Waroeng Steak. Ketika baru mulai, Jody mengurus dapur dan melayani pembeli, sementara Aniek menjadi kasir. Namun, warung itu tidak langsung ramai. ”Pernah sehari cuma dapat bersih Rp 30.000,” ujarnya.

Masukan pelanggan

Pembeli masih sepi, antara lain karena warung itu belum terkenal. Selain itu, masyarakat juga masih menganggap steik makanan mahal. ”Pembeli memberi masukan agar warung saya lebih disukai. Saya dengar masukan mereka,” ujarnya.

Jody membuat spanduk besar dengan warna mencolok di depan gerainya. Di spanduk dicantumkan harga steik yang murah. Ia juga mempromosikan warungnya lewat selebaran. Tidak butuh lama, warung Jody mulai ramai pembeli dari kalangan mahasiswa dan pelajar. ”Malah kami mulai kewalahan,” ujarnya.

Kala itu, Waroeng Steak and Shake baru punya 10 hotplate dan lima meja. Saat ramai, tak jarang pembeli terpaksa menunggu meja kosong. Bahkan, Jody beberapa kali terpaksa mengambil hotplate setelah pembeli selesai makan tetapi masih duduk di meja. Sebab, hotplate akan dipakai untuk memenuhi pesanan pembeli lain.

Pelan-pelan, Jody menambah peralatan. Ia juga merekrut pegawai untuk melayani pembeli yang semakin banyak. ”Setahun sejak buka di Demangan, kami membuka satu cabang lagi,” ujarnya.

Untuk pembukaan gerai kedua, Jody mengajak kerabat dan temannya menanam modal dengan pola bagi hasil. Pola itu dipakainya sampai gerai kedelapan. Di gerai kesembilan dan seterusnya, Jody mendanai sendiri. ”Asal bisa menyesuaikan inovasi dengan kebutuhan pasar, bisa berkembang terus. Masukan pelanggan selalu kami perhatikan,” tuturnya.

Masukan pembeli tetap diandalkan dalam pertimbangan pengembangan usaha. Menu-menu baru dihadirkan untuk menyesuaikan permintaan pelanggan. Meski bermerek Waroeng Steak and Shake, gerai-gerai Jody juga menyediakan menu dengan bahan utama nasi. Padahal, steik biasanya disantap dengan kentang goreng.

Pengembangan

Saat Waroeng Steak and Shake semakin berkembang, Jody kembali membuat keputusan untuk berkonsentrasi penuh. Ia tinggalkan Obonk agar bisa sepenuhnya mengurus Waroeng Steak and Shake. Sejak 2002, ia fokus mengembangkan Waroeng Steak and Shake yang terus menambah gerai.

Konsentrasinya membawa hasil menggembirakan. Kini, ia mengelola 50 gerai Waroeng Steak and Shake di sejumlah kota. Ia juga membuka gerai aneka makanan dengan bendera Festival Kuliner. Bisnis kulinernya dilengkapi dengan Waroeng Penyetan dan Bebaqaran serta delapan gerai waralaba merek lain. Ia juga merambah bisnis olahraga dengan membuka arena futsal.

Meski yakin pasar Indonesia masih terbuka sangat luas, Jody sudah mulai mempersiapkan ekspansi ke luar negeri. Untuk pasar luar negeri, Waroeng Group akan menggunakan pola waralaba. ”Untuk pengembangan pasar Indonesia, kami berusaha dikelola sendiri dengan dana sendiri,” ungkapnya.

Wajar ia yakin bisa mendanai sendiri pembukaan gerai baru. Dalam salah satu kuliah umum di Yogyakarta terungkap, salah satu gerainya di Yogyakarta beromzet rata-rata Rp 500 juta per bulan. Padahal, ia mengoperasikan puluhan gerai.

Namun, tidak semua dinikmati sendiri oleh Jody. Salah satu gerainya di kawasan Gejayan, Yogyakarta, didedikasikan untuk kegiatan amal. Seluruh keuntungan dari gerai itu dipakai untuk mendanai Rumah Tahfidz, pesantren penghafal Al Quran dengan santri hampir 2.000 orang. Selain dari gerai itu, Jody juga menyumbangkan sebagian keuntungan dari unit usaha lainnya untuk mendanai tujuh Rumah Tahfidz yang dikelolanya. ”Saya dibantu teman-teman, tidak menanggung sendiri,” ujarnya merendah.

Jody memang selalu tampak bersahaja dan merendah. Jika bertemu sepintas, sama sekali tidak terlihat sosok orang muda pemilik bisnis beromzet puluhan miliar rupiah per bulan. Bisnis yang dibangun dengan kerja keras sendiri, bukan warisan. Kerja keras dalam 12 tahun mengantarnya dari pemuda yang batal jadi arsitek tetapi menjadi raja steik. (Kris Razianto Mada)

 

Sumber : Kompas Cetak/http://bisniskeuangan.kompas.com/read/2013/06/08/08323684/Gagal.Jadi.Arsitek..Sukses.Berbis nis.Steik
Editor :Liwon Maulana

saco-indonesia.com, Dibeli dari Manchester City dengan banderol 9 juta Euro, Carlos Tevez tak butuh waktu lama untuk bisa menjel

saco-indonesia.com, Dibeli dari Manchester City dengan banderol 9 juta Euro, Carlos Tevez tak butuh waktu lama untuk bisa menjelma menjadi motor utama bagi lini serang Juventus musim ini. Total ia telah mencetak 11 gol dan 5 assist dalam 11 penampilan di kompetisi Serie A.

Hal tersebut telah membayar kepercayaan klub yang telah memberikan nomor keramat 10 kepada dirinya musim ini. Pemain yang berusia 29 tahun ini juga mengakui bahwa ia telah merasa nyaman berada di Turin dan bisa bermain bersama rekan-rekan Bianconeri barunya.

"Saya juga sangat bahagia di Turin. Saat ini yang terpenting adalah bisa mendapatkan cukup istirahat dan menyiapkan diri untuk duel kontra Roma," ungkap pria asal Argentina ini.

"Kami juga ingin terus memimpin di kompetisi Serie A. Skuat Juve saat ini lebih kuat ketimbang yang memenangkan gelar juara di dua tahun terakhir. Saya juga senang bisa berada di antara kumpulan pemain yang spektakuler."

Grande Partita antara Juve kontra peringkat kedua klasemen sementara, AS Roma, akan tersaji pada tanggal 5 Januari 2014 mendatang. Apabila menang, La Vecchia Signora juga akan semakin tak terkejar di posisi teratas dengan selisih delapan poin dari I Lupi.


Editor : Dian Sukmawati

Hockey is not exactly known as a city game, but played on roller skates, it once held sway as the sport of choice in many New York neighborhoods.

“City kids had no rinks, no ice, but they would do anything to play hockey,” said Edward Moffett, former director of the Long Island City Y.M.C.A. Roller Hockey League, in Queens, whose games were played in city playgrounds going back to the 1940s.

From the 1960s through the 1980s, the league had more than 60 teams, he said. Players included the Mullen brothers of Hell’s Kitchen and Dan Dorion of Astoria, Queens, who would later play on ice for the National Hockey League.

One street legend from the heyday of New York roller hockey was Craig Allen, who lived in the Woodside Houses projects and became one of the city’s hardest hitters and top scorers.

“Craig was a warrior, one of the best roller hockey players in the city in the ’70s,” said Dave Garmendia, 60, a retired New York police officer who grew up playing with Mr. Allen. “His teammates loved him and his opponents feared him.”

Young Craig took up hockey on the streets of Queens in the 1960s, playing pickup games between sewer covers, wearing steel-wheeled skates clamped onto school shoes and using a roll of electrical tape as the puck.

His skill and ferocity drew attention, Mr. Garmendia said, but so did his skin color. He was black, in a sport made up almost entirely by white players.

“Roller hockey was a white kid’s game, plain and simple, but Craig broke the color barrier,” Mr. Garmendia said. “We used to say Craig did more for race relations than the N.A.A.C.P.”

Mr. Allen went on to coach and referee roller hockey in New York before moving several years ago to South Carolina. But he continued to organize an annual alumni game at Dutch Kills Playground in Long Island City, the same site that held the local championship games.

The reunion this year was on Saturday, but Mr. Allen never made it. On April 26, just before boarding the bus to New York, he died of an asthma attack at age 61.

Word of his death spread rapidly among hundreds of his old hockey colleagues who resolved to continue with the event, now renamed the Craig Allen Memorial Roller Hockey Reunion.

The turnout on Saturday was the largest ever, with players pulling on their old equipment, choosing sides and taking once again to the rink of cracked blacktop with faded lines and circles. They wore no helmets, although one player wore a fedora.

Another, Vinnie Juliano, 77, of Long Island City, wore his hearing aids, along with his 50-year-old taped-up quads, or four-wheeled skates with a leather boot. Many players here never converted to in-line skates, and neither did Mr. Allen, whose photograph appeared on a poster hanging behind the players’ bench.

“I’m seeing people walking by wondering why all these rusty, grizzly old guys are here playing hockey,” one player, Tommy Dominguez, said. “We’re here for Craig, and let me tell you, these old guys still play hard.”

Everyone seemed to have a Craig Allen story, from his earliest teams at Public School 151 to the Bryant Rangers, the Woodside Wings, the Woodside Blues and more.

Mr. Allen, who became a yellow-cab driver, was always recruiting new talent. He gained the nickname Cabby for his habit of stopping at playgrounds all over the city to scout players.

Teams were organized around neighborhoods and churches, and often sponsored by local bars. Mr. Allen, for one, played for bars, including Garry Owen’s and on the Fiddler’s Green Jokers team in Inwood, Manhattan.

Play was tough and fights were frequent.

“We were basically street gangs on skates,” said Steve Rogg, 56, a mail clerk who grew up in Jackson Heights, Queens, and who on Saturday wore his Riedell Classic quads from 1972. “If another team caught up with you the night before a game, they tossed you a beating so you couldn’t play the next day.”

Mr. Garmendia said Mr. Allen’s skin color provoked many fights.

“When we’d go to some ignorant neighborhoods, a lot of players would use slurs,” Mr. Garmendia said, recalling a game in Ozone Park, Queens, where local fans parked motorcycles in a lineup next to the blacktop and taunted Mr. Allen. Mr. Garmendia said he checked a player into the motorcycles, “and the bikes went down like dominoes, which started a serious brawl.”

A group of fans at a game in Brooklyn once stuck a pole through the rink fence as Mr. Allen skated by and broke his jaw, Mr. Garmendia said, adding that carloads of reinforcements soon arrived to defend Mr. Allen.

And at another racially incited brawl, the police responded with six patrol cars and a helicopter.

Before play began on Saturday, the players gathered at center rink to honor Mr. Allen. Billy Barnwell, 59, of Woodside, recalled once how an all-white, all-star squad snubbed Mr. Allen by playing him third string. He scored seven goals in the first game and made first string immediately.

“He’d always hear racial stuff before the game, and I’d ask him, ‘How do you put up with that?’” Mr. Barnwell recalled. “Craig would say, ‘We’ll take care of it,’ and by the end of the game, he’d win guys over. They’d say, ‘This guy’s good.’”

Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.

Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.

Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.

Photo
 
Credit Peter Arkle

Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.

“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”

Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.

The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.

They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.

A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.

Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.

What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.

It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)

A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.

The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.

It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.

High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.

But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.

In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.

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