Mendukung Kampanye Imunisasi MR

Oleh: Sapriadi Saleh

(Alumni BGF dari Universitas Hasanuddin)

Seiring dengan meningkatnya ancaman akan berbagai penyakit membuat berbagai negara mempersiapkan dirinya dalam mencegah wabah penyakit. Salah satu langkah dilakukan pelbagai negara, termasuk di Indonesia adalah melalui gerakan vaksinasi atau imunisasi.

Gerakan vaksinasi bukanlah hal yang baru dilakukan oleh pelbagai negara belahan dunia, gerakan ini sudah ada sejak ribuan tahun yang lalu. Vaksinasi dianggap sebagai salah satu pencegahan penyakit yang efektif dan efisien, sebab dengan vaksinasi dapat menekan terjadinya wabah penyakit menular.

Di Indonesia sendiri tahun 2018, pemerintah kembali melangsungkan kampanye imunisasi Measles Rubella (MR). Kampanye ini merupakan fase kedua, berlansung secara serentak dimulai pada 1 Agustus – September 2018, di seluruh pulau Sulawesi, Sumatera, Kalimantan, Nusa Tenggara, Maluku dan Papua. Fase pertama sebelumnya telah dilaksanakan tahun 2017 di Pulau Jawa.

Kampanye Imunisasi MR merupakan kegiatan imunisasi massal yag dilakukan oleh Kementrian Kesehatan sebagai salah satu upaya pencegahan penularan penyakit Campak dan Rubella di masyarakat dengan cara pemberian vaksin MR pada anak usia 9 bulan sampai dengan usia kurang dari 15 tahun. Langkah ini, dianggap efektif dan efisien untuk memberikan kekebalan tubuh anak sebagai upaya pencegahan penyakit menular yaitu campak dan rubella.

Penyakit campak dan rubella merupakan penyakit yang sangat mudah menular. Campak merupakan penyakit yang disebabkan oleh virus dan ditularkan melalui batuk dan bersin. Dengan gejala demam tinggi, bercak kemerahan pada kulit, batuk dan pilek dan sangat berbahaya apabila disertai dengan pneumonia, diare, miningitis dan bahkan dapat mengancam kematian.

Sedangkan penyakit rubella adalah penyakit menular yang menginfeksi anak dan dewasa muda dengan gejala demam ringan, bercak merah disertai pembesaran kelenjar limfe di belakang telinga, dan leher belakang dan rubella sangat berbahaya bagi wanita hamil karena dapat menyebabkan kematian janin (sumber: buku juknis kampanye imunisasi MR, Kemenkes 2017)

Kejadian Ikutan Pasca Imunisasi

Dalam buku teknis pelaksanaan kampanye imunisasi MR yang diterbitkan oleh kementrian kesehatan tahun 2017, dikemukakan bahwa vaksin MR adalah vaksin yang sangat aman, namun seperti sifat setiap obat memiliki reaksi simpang. Reaksi simpang yang mungkin terjadi adalah reaksi lokal seperti nyeri, bengkak dan kemerahan di lokasi suntikan dan reaksi sistemik berupa ruam, demam, dan lemas dan reaksi simpang tersebut akan sembuh dengan sendirinya. Reaksi ini merupakan reaksi ikutan pasca imunisasi.

Walaupun reaksi simpang tersebut sembuh dengan sendirinya, namun tidak sedikit orang tua yang pernah membawa anaknya imunisasi menyatakan bahwa hal tersebut adalah suatu pengalaman buruk. Pengalaman yang dianggap buruk oleh masyarakat tersebut membuat mereka enggang kembali untuk memberikan imunisasi pada anak mereka, bahkan pengalaman ini, diceritakannya kepada keluarga dan masyarakat yang lain hingga menimbulkan keraguan akan manfaat vaksin. Ada beberapa orang tua menyatakan bahwa pemberian vaksin melalui imnuisasi bukannya membuat anak sehat, tapi malah mendapatkan penyakit baru.

Tidak dapat dipungkiri, adanya efek samping dari reaksi vaksin tersebut, membuat masyarakat khawatir akan efek tersebut. Atas pengalaman yang dirasakan oleh masyarakat, tentunya menjadi perhatian petugas kesehatan dilapangan agar dapat menuntaskan kesalahpahaman sebagian masyarakat, dengan memberikan penjelasan dan informasi secara baik dan tuntas. Karena mungkin saja, kehawatiran masyarakat akibat informasi yang didapatkan tidak jelas baik sebelum maupun pasca imunisasi.

Sangatlah diperlukan pemberian informasi yang jelas, apalagi ditahap pertama kampanye imunisasi MR di laksanakan di sekolah-sekolah, jangan sampai orang tua atau keluarga kaget dengan adanya efek simpang pasca imunisasi tersebut. Termasuk prosedur penanganan efek simpang apabila efeknya mengkhawatirkan, kapan dan dimana dilaporkan, inilah yang paling perlu disebarluaskan ke masyarakat.

Kontroversi Vaksinasi

Meskipun pemberian vaksin dirasakan manfaatnya karena dapat menekan dan mengeliminasi pelbagai wabah penyakit, ternyata tidak serta merta membuat vaksin mulus diterima dalam masyarakat secara merata. Adanya penolakan dari beberapa masyarakat, dimana penolakan tersebut muncul, karena kontroversi akan kandungan dan manfaat vaksin tersebut.

Keraguan berkembang dimasyarakat dengan menganggap vaksinasi sebagai sesuatu yang tidak perlu dan cukup berbahaya bagi anak. Banyak orang tua menolak untuk melakukan vaksinasi terhadap anak mereka. Keraguan vaksin semakin besar dengan meningkatnya kampanye anti-vaksin di pelbagai belahan dunia termasuk di Indonesia, baik melalui kampanye lansung maupun melalui internet.

Pelbagai anggapan, menyatakan bahwa vaksin mengandung bahan berbahaya yang dapat menyebabkan berbagai penyakit baru. Alasan yang paling sering ditemukan pada masyarakat adalah bahan yang ada dalam vaksin akan memicu penyakit seperti autisme, cacat fisik dan lainnya.

Alasan lain adalah kekhawatiran dalam vaksin mengandung bahan-bahan yang haram. Walaupun sebenarnya masalah ini sudah dijawab oleh Majelis Ulama Indonesia (MUI) yang memperbolehkan digunakannya vaksin tersebut sepanjang belum ada bahan lain yang dapat menggantikannya.

Bukti-bukti ilmiah tentang manfaat vaksin sudah begitu banyak. Beragam data terpercaya menunjukkan bahwa bila angka cakupan vaksinasi menurun maka wabah penyakit akan muncul. Dapat kita bayangkan betapa mengerikannya pandangan anak-anak berjalan pincang akibat salah satu kakinya mengecil terserang virus polio.

Demikian juga kekhawatiran akan radang otak yang mewabah di masyarakat. kekhawatiran wabah TBC yang pernah melanda Indonesia di era tahun 80 an. Belum lagi kasus KLB difteri tahun 2017 mengakibatkan 32 orang meninggal dunia.

Saya yakin, kita semua tidak mengharapkan terjadi pada anak-anak kita. Maka, uuntuk itulah mari kita semua mendukung kampanye imunisasi MR dengan membawa dan mengajak anak kita untuk mendapatkan vaksin MR, begitupun dengan pemberian imunisasi lainnya.

Harapannya adalah dengan imunisasi, dapatlah kita menyelamatkan dan menyiapkan generasi sehat dan berkualitas, yang menjadi generasi pelanjut kedepan. Amin.

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Community TB-HIV Care Aisyiyah Jeneponto Gelar Rapat Koordinasi.

Oleh: Syahridha

(Kepala program TB-HIV Care Aisyiyah Jeneponto. Syahridha adalah alumni BCF dan menjalankan program Kesehatan Masyarakat yang merupakan salah satu konsen BCF)

Community TB-HIV Care Aisyiyah Jeneponto menggelar rapat koordinasi antara Dinas Kesehatan Petugas TB Puskesmas dan kader TB Care Aisiyah Jeneponto. Rapat Koordinasi ini berlasung di Aula Assifa Dinas Kesehatan Jeneponto, Minggu, 05/8/2018.

Kegiatan ini bertujuan menjaga harmonisasi dan kolaborasi bersama dalam melakukan gerakan eliminasi TBC di Jeneponto. Pertemuan koordinasi ini juga membahas pelaksanaan investigasi kontak dan merumuskan solusi terkait kendala-kendala pelaksanaan investigasi kontak yang telah pernah dilakukan kader TB Aisyiyah dua bulan terakhir.

Hadir pada rapat koordinasi ini diantaranya Kepala program SSR TB-HIV Care Aisyiyah Jeneponto, Syahridha, S.Kep, Ns, M.Kep, M.Ked.Trop. Pengelolah TB Puskesmas Bontoramba, Puskesmas Kapita, Puskesmas Tarowang, Puskesmas Tamalatea, dan Puskesmas Binamu Kota, dan 24 Kader TB Care Aisyiyah.

Sejak juni 2018 sampai sekarang kader Aisyiyah Jeneponto menjalankan kontak investigasi. Program kontak investigasi merupakan salah satu strategi dalam menemukan kasus TB di Jeneponto. Di mana Kader TB Aisyiyah melakukan investigasi kontak, dimulai saat mendapatkan kasus indeks (penderita TB yang telah sembuh), kemudian, kader mendatangi rumah kasus indeks tersebut untuk menemui keluarga yang pernah sekontak rumah.

Kader memberikan edukasi dan penjaringan kepada keluarga dan tetangga kasus indeks dengan target kader menjaring 30 orang. Apabila dalam penjaringan ditemukan suspek TB (dicurigai menderita TB), maka suspek dirujuk ke puskesmas atau rumah sakit untuk dipastikan apakah betul postif menderita TB atau tidak, melalui pemeriksaan dahak di laboratorum.

Kader TB Aisyiyah tidak berhenti disini, namun kader juga mendampingi pengobatan penderita positif TBC sampai pengobatan tuntas dan dinyatakan telah sembuh. Inilah yang menjadi rutinitas kader Aisyiyah setiap waktu, tanpa mengenal lelah dan bahkan tanpa digaji. Mereka disebut sebagai kader Pejuang Lillahi Ta’ala (PELITA).

Dari Juni hingga Agustus 2018, kader Aisyiyah mampu menemukan suspek TB sebanyak 396 suspek dan dinyatakan positif TB sebanyak 45 kasus.

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BGF Padang Tekankan Pentingnya Bahasa Ibu dalam Pendidikan

Penerima beasiswa Bakrie Graduate Fellowship (BGF) Padang bersama STKIP PGRI Sumatera Barat mengadakan pengenalan pentingnya bahasa ibu pada pendirikan dalam hal ini proses pembelajaran anak. Kegiatan ini dilakukan di TK Nasyiatul Aisyiyah, Payankumbuh, Minangkabau, karena sasarannya untuk anak tingkat taman kanak-kanak.

Pada kegitan ini BGF Padang, yang diwakili oleh Wahyudi Rahmat. Dia memberikan pemahaman kepada guru sebagai pengajar pada tingkat dini, akan pentingnya mengajarkan anak didiknya untuk selalu mencintai bahasa ibu (Sumateta Barat : Bahasa Minangkabau).

Rahmad menyampaikan banyak nilai-nilai kehidupan, juga warisan kebudayaan dan kebangsaan yang dapat diwariskan kepada peserta didik. Selain itu, peserta didik tidak luput diberi pengarahan, karena peserta didik saat ini sangat mudah terpengaruhi dari apa yang mereka lihat dan mereka dengar, seperti halnya tontonan upin-ipin, dan serial kartun lainnya.

Oleh karena itu, kegiatan ini menjadi suatu hal yang penting dilanjutkan sebagai sebuah keberlanjutan. Bukan hanya sebagai pelaksana tetapi juga sebagai penggerak untuk ke depannya.

Selamatkan dan lestarikan bahasa ibu, cintai Bahasa Indonesia, kuasai bahasa asing.

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The Silent Transformation of the “Underdog”

Armed with a keen understanding of what the audience needs, ANTV has transformed itself into an entertainment television station that has the highest TV share today. What are the strategies employed by ANTV to turn the tables and go from being the underdog to become the champion?

What happened in 2001 was something that Anindya Novyan Bakrie could never forget. At the time, he received a phone call from his father, none other than the famed businessman Aburizal Bakrie, summoning him home even as this graduate of Stanford Graduate School of Business, California was enjoying working at the Salomon Brothers on Wall Street, USA.

“The ship is heavy now, you must come home to Indonesia at once,” Ical’s eldest son said, quoting his father. Whether he liked it or not, he had to come home. Anindya Bakrie, as he’s widely known, made a deal with the family that gave him the freedom to do a complete transformation of the (family) company that he would run.

The conditions of the companies that were under his command were pretty much in disarray, or as the say, “the boat is sinking”. The companies that he chose to take over were PT. Cakrawala Andalas Televisi (ANTV) and Bakrie Telecom. Eventually, he let go of the telecommunication company and sold it to another party, and he concentrated on Television. His reasoning was that to develop a TV station didn’t require as much capital as a telecommunication company, it just took a lot of creativity.

Unfortunately, ANTV’s condition at the time was at its lowest point or on the verge of bankruptcy, chapter 11 as they call it in the US. The creditors that were represented by the Indonesian Bank Restructuring Agency (IBRA) at the time nearly gave the verdict that would bankrupt the TV station.

As a young person who was still inexperienced in dealing with creditors, Anin could only admit that the company was not in good shape, and proposed to IBRA if all the debts could be converted into stocks. IBRA response was to submit ANTV into a Suspension of Debt Payment Obligation (PKPU) program.

ANTV’s ship that nearly sank was finally able to float again. But, to sail without fuel or capital proved to be a tricky thing. But as a Stanford School of Business graduate, he did not give up and kept trying to find a solution. Various efforts were attempted to save the ANTV ship from sinking.

In October 2005, Anin met with US and Australia’s media mogul Rupert Murdoch to be a potential partner. Around 20% of ANTV’s shares valued at US$20 million were sold to Newcorp, that ran Star TV. With the presence of this great figure, it was expected that ANTV would skyrocket and become the number one TV station in Indonesia.

Three years passed, and there was still no sign of improvement in ANTV’s market share. Its audience shares dropped to 4%, which made ANTV the underdog in terms of TV ratings. Even Newcorp had given up and let go of their shares. ANTV was back fighting on its own. But in this TV station, there were the “three musketeers”: Anindya Bakrie, Erick Thohir and Otis Hahyari. These three young gentlemen were the brains behind ANTV’s resurrection.

“Knowing your audience,” Said Otis Hahyari, Director of Viva Group that presided over ANTV and tvOne. That is the ultimate law in the television media business. But, implementing this ultimate law is not easy. ANTV has changed its audience segments three times from teenagers, sports, to women and they kept on falling behind. To truly know what kind of audience to target, they needed to rely on data research.

It was then when they turned to the Social Economic Classification (SEC) data. The SEC data had 5 categories, which are Lower, Middle 2, Middle 1, Upper 2 and Upper 1. In the 2016 & 2017 periods, the majority of the market (78%) are the Middle 2 to Upper 2 groups.  In these segments, the majority are female audience (51.4%) and male (48.6%). From this kind of data, it was decided that ANTV was the entertainment TV for the female and family segments.

“The choice of the female demographic was the most expensive and in demand target because the females are the decision makers in a family,” explained Otis Hahyari. Meanwhile, they rebranded tvOne into a TV news station that targets the male demographic in the Upper 2 to Upper 1 classes. They migrated the sporting programs, such as soccer programs, from ANTV to tvOne. This way, there was no longer a sporting program on ANTV and they could concentrate as entertainment TV for the female and family demographic.

Ever since the rebranding of ANTV, their shares according to the Nielsen TA All People survey (1 January-31 October 2017) has moved up from the lowest level of 4.5% in 2001 to 15.2% in 2017, only a little bit below RCTI that dominated at 15.3%. Meanwhile, its brother tvOne is the number one TV show with shares as much as 3.9% (2017), surpassing Metro TV that only gained 1.7%, Inews TV (1.7%) and Kompas TV (1.4%).

According to Otis, by choosing strict market segmentations between ANTV and tvOne, they do not disrupt each other’s target audience when selling to prospective advertisers. Furthermore, by separating the segments, it gave added benefits such as tariff bundling for ads in ANTV and tvOne. Vice versa towards the products and service ads that target the male audience can be bundled to include female audience as well.

It begs the question though, that since middle class female demographic is also the target of other entertainment TV stations, how did ANTV manage to get ahead of the other TV stations? As Otis Hahyari stated, the key is in knowing who the target audience is. After knowing what kind of audience they want and what their needs are, then they could come up with the formula of flagship programs that meet the needs of their target audience.

ANTV’s first step is presenting foreign series, such as its Indian Series, with their top program: the Mahabhrata series. This choice of series has a cultural closeness with Indonesian audience. ANTV has also chosen middle level Indian stars to be the actors in this series. This is what differentiates them from other TV stations. When ANTV imports a series from overseas, they give it a local touch, making it down to earth, and bringing the Indonesian culture closer to the local audience. They even make sure that the background music is heavily influenced by the Indonesian culture.

ANTV’s strategy in presenting foreign series with localized content could be considered brilliant, and the local audience response was overwhelming. As a result, the ratings for ANTV foreign series were at an all-time high. It was apparent from the ratings of King Sulaiman series that earned 22.8% shares, Mahabharata 21.6%, Jodha Akbar 18.4%, and Navya 14.7%.

Aside from Indian foreign series, ANTV has also popularized Turkish series. The reason for choosing Turkish series is the emotional closeness between our two countries. This is due to the closeness in languages. Seeing it from the social economic status, the Turkish series tends to be watched by audience from middle and upper class. In 2015, ANTV had broadcasted 10 Turkish series that dominated the market share, three of which were Canzu & Hazel (3.2 ratings), Shehrazat 1001 Malam (2.7 ratings), Abda Kejayaan (2.1 ratings).

According Otis, ANTV didn’t just rest on their laurels of gaining the highest TV market share in foreign series. To maintain audience loyalty, ANTV employed 360? Communication Strategy whereby ANTV applied integrated strategy communication.  Under this strategic umbrella, ANTV created the off-air show called “meet and greet” that brought together the actors of Mahabharata series and other series to meet with their audience in a number of cities in various regions. The response was amazing. An average of almost 30 thousand people came to these events.

In order to maintain fan loyalty of ANTV series, the off air “meet and greet” agenda is held at a minimum of once every two weeks in a number of cities in Indonesia. This off-air program manages to get the highest ranking compared to similar programs by other TV stations. In fact the Mahabharata meet and greet program had attracted more audience than World Cup 2014 that was aired by tvOne. From here ANTV can see how great the loyalty of fans.

To ensure that the audience would not get bored by ANTV’s menu, Otis Hahyari alongside with his team has a target of one new program every month. The same is applied in choosing animated programs for children. ANTV does not only air US-produced animated programs. They also choose the best animated programs from Russia, France, or local production. These fresh creations are what propels ANTV from being the underdog in terms of TV shares, into the highest rated TV station.

Naturally the rise in TV shares reflected on the company’s revenue. Viva Group’s revenue (ANTV & tvOne) in the first semester of 2017 was Rp 1.3 Trillion, rising by 9.1% from the same period in 2016 of Rp 1.2 Trillion. Judging from the percentage of increase, ANTV has the highest revenue compared to other non-listed TV companies as well as listed TV companies.

The CEO of Trans Media, Atiek Nur Wahyuni admitted that the competition in TV industry is fierce. Each TV station is trying to outperform its competitiors. TV industry players fuly understand that truly, there’s no audience that is loyal to a TV station. They are loyal to a program. “So the competition depends on the creativity to create a program that the audience likes,” Said The Most Admired CEO 2017 that supervises Trans TV, Trans7, Detik.com, CNN Indonesia, CNN.com and Transvision,  according to Warta Ekonomi magazine.

The battle of TV stations takes place minute by minute to chase audience ratings for each of their flagship programs. At the very least, the silent transformation that was done by the Three Musketeers (Anindya Bakrie, Erick Thohir and Otis Hahyari) has generated results. Their two TV stations are at the top of the ratings. The transformation in the body of Viva Group did not only make ANTV and tvOne as just TV stations, but also transformed it into a human talent and event organizer company.

ANTV’s silent transformation is not fully detected by competing TV stations. According to Anindya Bakrie, ANTV and tvOne are the resilience competitors that cannot be easily beaten by their rivals.

Source: WARTA EKONOMI

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O2O, An Enticing Market

Business moves fast. Competing strengths to entice advertisers or sponsorships is something that has to be done. VIVA Group, specifically ANTV, is walking tall today. But what else can be done to maintain their business stamina and ensure they will never fall?

The hall of Ciputra Artpreneur was filled by hundreds of people that night (6/12/2017). Hundreds of people from various ad agencies, business partners and ANTV employees filled the room. This was one of the important moments that ANTV could not miss to “sell themselves” in front of their advertisers.

In front of these hundreds of people, Anindya Novyan Bakrie, ANTV’s President Commissioner that also serves as President Director for Viva Group, convinces the crowd that the television industry will be even more interesting in the year 2018. New programs will be brought to the Indonesian public. Furthermore, there are a few other big agendas that will invigorate the local business, such as Asian Games, Gubernatorial Election, and others in 2018.

So far, TV still remains as an attractive medium for advertisers in Indonesia. According to Nielsen Indonesia information, the main contributor for the growth of ad expenditure is still TV media that contributed 80% of the total advertising expenditure.

“The total advertising expenditure in television that we reported so far only take into account ads that run during commercial break. Meanwhile, there are other forms of TV ads that are not reported and is still unquantifiable,” Explained Helen Katherina, the Executive Director, Head of Media Business for Nielsen Indonesia.

That means, the value of ads and non-ads that become the income for media companies including that of VIVA Group, will be even higher. Take for example ANTV that has held many events in various regions to bring together the TV idols with the public, as well as socializing their programs. There are many sponsors that are ready to jump into the crowd that ANTV has gathered.

According to Anindya Bakrie, ANTV is not just a broadcasting company, but a family company that focuses on content, talent management and event organizer. The identity of this company is clear now, including their bargaining power and business value.

The journey to reaching this triumphant point was not simple. Just imagine, about 15 years ago, they were still the lowest rated television station. Otis Hahyari, ANTV’s Vice President Director, stated that from 2013 to 2017 was their process in getting to first tier.

There were two principles that they held on to in the journey to get to where they are now. The first, was that television makes Indonesian families happy. In whatever era, this company has to be able to provide happiness or entertainment across generations. The second, was that every step taken has to be “win-win”. All parties are benefited, the company is happy, as well as the vendors, actors, production houses, advertisers, and advertising agencies.

The year 2018 is ready to be met with optimism. Otis stated that they have already prepared various programs for 2018. The programs that they will broadcast, are among others animations from Russia, Romania, Pakistan and France, localized for the audience. Aside from those, they also already have truly local programs.

As a creative-based business, it’s not enough just to get to this current position. Especially, the public dynamic is moving so fast in this digital era. The company must be able to read the condition and see the future of what the public needs. Therefore, innovation is key. Innovation is the DNA, according to Otis.

As the leader of VIVA Group, Anin must be able to ensure that his business will still be victorious in the future. Reading the data and phenomenon, online to offline (O2O) will be the future of this group. “We have to think O2O, that’s where the money is,” Anin said.

He gave the example of when the meet and greet with the actors were held, the experience was immeasurable to that of simply watching on television. Live experience cannot be replaced by film, soap opera, or others. This can’t be done by all the competitors. Just imagine, this meet and greet program can gather up to 30 thousand people. For the advertisers, this instrument has become a very effective path to connect with their target market.

One of the programs of this group that reflects the O2O paradigm is One Pride. In searching for Mix Martial Arts (MMA) fighters in Indonesia, the company has to go to every region of the country. The same goes when they’re choosing the MMA fighters, they have to watch their matches live on location. This Group also doesn’t close its doors on one day developing a sports-oriented channel.

Furthermore, this group refers to Walt Disney as the company to model themselves after. They own several TV stations with various segments, but their O2O continues to run because they own a theme park.

Aside from that, there are a few things that business players cannot underestimate. Herman kartajaya, marketing expert, states 4 intimidating things in a business, among which are volatility in change, uncentainly in competitor, complexity in customers, and ambiguity in company.

Source: WARTA EKONOMI

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ANTV’s Silent Revolution Stunned Competitors

The overhaul of ANTV dan tvOne made one Anindya Novyan Bakrie truly understand the pulse of the television electronic media business. Inheriting a company on the verge of bankruptcy like ANTV, did not deter this graduate of Stanford Gradtuate School of business, even though at the time he lacked the experience.

To fix ANTV and tvOne, he asked his two colleagues, Erick Thohir and Otis Hahyari, to become his business partners. These “Three Musketeers” came up with strategies to lift both TV stations from ruins. In a conversation with Warta Ekonomi journalists, Heri Lingga, Arift Hatta and Yosi Winosa, Anindya Bakrie or Anin- as he’s widely known – stated his business strategis. Below are the snippets of the interview

What did you inject to ANTV so that it is able to become the highest rated TV station?

Using the analogy of an athlete, we are a long distance runner, a marathon athlete. As we can see, population-based business or Indonesian domestic consumption must be long lasting. Therefore, we have chosen to be to be a marathon athlete in this field. Well, more than just marathon, but triathlon because we also swim and run. That is an interesting analogy.

I started managing ANTV since 2001, since I came back from Stanford Business School. At the time I was 27 years old. Previously, I had worked in Wall Street, but I came back and made a deal with the family. I was asked to choose a company that wasn’t doing well, bankrupt even, and if I wanted to run the company, the family would not interfere. At the time, there were a number of our companies that were going bankrupt, because it was right after a crisis, so I just had to choose which one I wanted. At the end, I chose ANTV.

ANTV got into the Suspension of Debt Payment Obligation (PKPU) program. We got into bankruptcy protection. So, after only a week in ANTV, I was already in court, in PKPU. There, we conveyed to all the stakeholders about our condition. You couldn’t hope for too much, but if converted, the debt could be the shareholders’ equity. If this worked, then the share value would be high. Maybe we would have the ability to buy again. That’s what happened. ANTV started with a very difficult condition after the 1997 crisis. In 2001, it could be said that we had an internal take over. After that, we went to PKPU to talk about postponing debt payments. From then on, the ship was able to float, but it didn’t have enough fuel to sail.

After you managed to convince the creditors not to file for bankruptcy, what did you do to make sure that ANTV could live on?

The problem was only how we were going to pay employee salaries, how to fund the programs, the frequency and also the satellite. There were many steps taken to ensure that the company survived. I had to be honest, I had no experience whatsoever at the time. At the end, we tried to partner with Rupert Murdoch’s TV network Star TV, because Rupert Murdoch is proven to be unbeatable. But, our field work indicated that the taste of Indonesian public was not the same as the international public. If the program comes from overseas, it has to be localized. At the end, after we were able to stay running, we bought back the shares and we develop them so they could be more flexible. Along with the ability to seize opportunity, at the end funding started coming and trust started to grow.

Did you leave the telecommunication business because you know that the television business would develop?

In the last four to five years, we have improved ANTV to get to where it is today. Why have I worked so hard in these past five years? Because at the time I made the decision that I didn’t want to be in the mainstream telecommunication business like Bakrie Telcom (B-Tel). At the end, our frequency asset was sold to Sinarmas group because they wanted to delve into the market. We let it go because the business had a high capital expenditure and not so much creativity.

We want to talk to the other kind of business, with low capital expenditure, and high profit and creativity. The capital is in our brain, but it’s not easy to manage human resources. We created human resources again, until it managed to be successful and thriving like today. But, we do not dare state that we are a smart player, in five years we could make it or break it, we are just runners.

When the ANTV wheel started to turn for the better, you already acquired another TV station (Lativi). Can you explain why?

Yes, when we took over Lativi, ANTV’s condition was not at its prime. Especially, Lativi condition at the time was also not very good. When we acquired it, they had a bad debt at Bank Mandiri. So at the time we were risk takers hahahaha…

At the time, what did you do with the two TV stations that were not performing well?

Firstly of course we thought about where we wanted to take the business to, because there were so many entertainment television stations. Then, we saw that the competition is news TV. But what kind of news that we want to present? At the end, we decided to make a TV news station that rivaled Wall Street, for the upper market. We make news for the mainstream. Like when we talked about inflation, we did not only report the inflation is 5% – 6%, but we also talked in context. When we talked about the price of chilli peppers, we also talked about the condition of the stock in various cities.

Then we changed Lativi’s name to tvOne that focused on the male demographic of a certain age that liked sports programming. Therefore, we moved the sports programming at ANTV to tvOne. We tried to combine between CNN and ESPN, this rarely ever happened. But, we thought we would try it. At the end, we tried with World Cup, but it turned out to not be as profitable.

After you were unsuccessful with World Cup programming, what did you do?

We thought, maybe our luck is with local contents. From way back when, ANTV had broadcasted Liga-I soccers, we also thought we shouldn’t stop with soccer. So we tried with entertainment sports, and we thought of UFC. UFC is like One FC in ASEAN. Then we tought, why not create our own programming, One Pride MMA, because Indonesia has many fighters.

We started by embracing them nicely. We created a network of almost 500 gyms. Then, we made a contract and ensured them that during the fights they were covered by insurance and would get amazing medical attention. We already broke even in the first year, and then we profited in the second and third year. That means, it’s not just sports like soccer or badminton that people are interested in, entertainment sports are also interesting. So tvOne focuses on local news, international, and also local sports.

This way, our two TV networks aren’t colliding, but synergizing. So when we meet our advertisers, we can convey it easily and nicely. When asked about the target market and the programs that we market, we’re clear on that. But, we don’t stop there. We think about ways to help them sell so their ads are successful. There are many things that we do, not just about the ads, but also as part of the program. This way, everything become effective. Usually, when there’s a program airing and it gets cut off by ads, the audience will switch and such, but if it’s like ad-clips, it can be a key for us to keep moving forward.

So that means those five years you were in unsteady waters. So how did you transform all of that?

We in VIVA Group believe in quiet revolution. It’s not because of anything, it’s more that we didn’t know if we were going to be successful or not. So we don’t want to boast because if it doesn’t work, we’ll be embarrassed and feel awkward about it. So we said, five years ago, that our resources were limited, so we had to have an agreement with the previous owner. Before, we focused on telecommunication, media and technology (TMT). But, we decided to focus in the media.

Secondly, we focus segmentation. When managing two TV stations of course you have to divide the segments, one focuses on women, and one on men. It seemed easy, but it wasn’t realy because there were also many groups that had two to three TV stations and they all focused on entertainment. Entertainment is like a supermarket. For lazy management, we’ll just dump it all in there, someone is bound to eat it eventually. So we tried not to be lazy. tvOne is for men, and ANTV is or women.

Thirdly, when we saw that our competitors started to race and won, and we didn’t, we didn’t consider that a problem. So while we unloaded a few burdens, we also had to save money. We had to rack our brains to create interesting programs, sold with the same price, they even had to be more interesting but not expensive. Now many people say, Indian programs are great because they’re easy to buy. The problem is how to make it lost cost with high interactivity.

Facing such complexities, what did you do?

You need to realize that what made it successful was not the film, but the talent management. It’s like that show Indonesia Lawyer Club (ILC) in tvOne, the attraction is not on the chair or the set, but it’s on Mr. Karni [Ilyas]. With his expertise and network, he was able to interact and dig deeper on interviews with the sources so it’s like the audience is right there. With Mr. Karni’s strengths and amazing network, we eventually made ILC Road Show all across the nation.

The point is, we first have to make a design on the business that will run. The second, the segmentation has to be clear, we can’t reach all segments. Third, when we start from limitations, we had to save money, there has to be a low cost strategy. Lastly, we have to be interactive.

We already have the tips and tricks, they’re not too complicated, it’s only to implement all of those we need a vision, DNA, and the right execution. The rest, we have to be abelt to interact with stakeholders, shareholders, stock market, and others. Our strengths do not lie on dreams or vision, it’s simple, we just want to make Indonesian family happy.

You kept mentioning about DNA, What amazing DNA does ANTV and tvOne possess then?

First, our gene is resilience. What I mean is that we are not champions but we also don’t want to be defeated. So, we have resiliency. Everyone in VIVA is resilient. Second, we also implement the attitude of not being lazy, not just physically lazy, but also laziness in thinking, laziness in innovating, laziness in making customers happy, laziness in crunching the data, and laziness in finding unique overseas programs. If you look at it, all animation on ANTV aren’t from Universal, Disney, or Warner Bros. Their programs are expensive, and they may not even sell that well. The anti-laziness DNA has to be there. Thirdly, don’t be stupid. Meaning, it’s okay to make mistakes, but don’t repeat the same mistakes. Our sense of human is also big, when we see something we just face it, keep moving forward.

The benefits of working in this industry is that while there are still Indonesians that need entertainment, content will always be king. Maybe the distribution and means are different, they can be analog, digital, internet, or even telepapthy, but content is still needed.

So, if you ask me what kind of business VIVA is in, we can answer that VIVA is a business that produces and distributes contents, contents that can be based on data, principled, and are enjoyed by Indonesian public. When you ask me what competitive advantage we have, we can answer that we know more about Indonesia than other people. We know what Indonesians want to watch, we have many experiences. We don’t always succeed, we have failed a few ties, but we keep learning from experience. If from 10 options, 9 don’t work, at least there’s still 1 that does.

You mentioned that you had to be diligent in crunching the data. What does data mean to you?

We believe in data. To transform all of this, you have to see and read all the data, both for the men, and also for women. The segmentation can be known through data, it’s all based on research and data. Data is important, but not everyone wants to do it. Looking for and crunching data is not an easy thing because we have to be really meticulous about it. It just so happens that my background is Industrial Engineering, I went to school abroad to have one purpose, that is how to create something that is similar, but with a more efficient and effective way.

In the future, my vision is to read the data more accurately so I could get input from the data directly and in real time, maybe by making use of artificial intelligent and internet connectivity, so we can go live. Today, there are many people who create things, it could be video or something else, and spread them on social media. From there, we can know the number of audience and likes. We can see the level of interest in these things. It will be even more interesting if one day we can find an interactive application that helps our audience to interact, play games or shop directly when they’re watching television.

Like for example, when watching Pesbukers. If one day we can work together or create a platform to know when people watch, when they don’t watch, the things that interest them, their interest in buying the clothes that Raffi Ahmad is wearing, or maybe more people want to watch Jessica Iskandar. From there, we can know what the audience wants. We want to know the audience better so we can help advertisers to create more targeted advertising.

After you get the data, how do you crunch the data?

Big companies like Snapchat and Facebook have obiviously managed to dominate the digital world. Now we want to learn to get there. I think, that’s the biggest benefit of the digital technology. I think the most important thing is not just having great picture quality or bigger channel, but how to get the data live and in real time. I think that’s interesting as well as the challenges of digitalization. So for example, Pesbukers show. With realtime decision, during commercial break we can know which jokes are good, and which performer should we put on first, and other things. This kind of data should already be possible to have.

Now we can know the hottest topic that Indonesians are looking for, whether through Twitter, Facebook, or others. However, the hard part is to connect the dots. If we can do that, of coruse it will make it easier for us to prepare contents for production. So we want to use the right platform to distribute contents that we create to the Indonesian public in the right way.

Are you heading towards there now?

Right now we are already doing it, but not AI-autonated. It’s just a matter of time. We can do analog automation, that’s why we can claim that prime time is not just from 6 -10 PM, every hour is prime time.

How do you crunch social media data if there’s no overlap between ANTV and tvOne?

We always assume that television and internet develop together and complement each other. We know that those who watch television are older in age than those who are on the internet and using social media. They are still part of the same family. So, we make sure that we use internet technology and platform to get closer to the same family. When they are having breakfast or dinner, they will talk about the same thing. This is why ANTV can be said as one of the channels that is often a trending topic because that’s how we designed it.

To widen our audience, we have to have different ways of communication. Houseives or non-working children, we divert them to television. The same goes for older men, of course they will feel more comfortable watching a soccer game on television.

How do you encourage out of the box thinking?

We take the business very seriously. I often say, if we want to innovate we have to read often. I say this because I have failed more times than others. If you have experienced failure, once you’ve succeeded, you wouldn’t keep failing. The important thing is, don’t fail twice in the same area. We always think about what the advertisers want, who they want to sell their products to.

Right now, we have to be more scientific, read the data, focus group discussion, do research, and other things.

The most important thing that you must know is that what the public likes may not be what we like. That’s what made us unsuccessful before. We used to be snobs who would only air Hollywood films, they were expensive, and people already watched them in the cinema. It’s different with Persian, Turkish, Indian, Russian, or Filipino shows. The point, is, you have to do trial and error, when you are wrong you must quickly change and learn from your mistake. The good thing about being in technology, is that you can do trial and error as often as you like, but without making a huge mistake. So we have to keep doing experiments.

We would do experimental programming, see whether or not it will sell in the market. If it does, we improve it. It’s not just from seeing the trends, but we also look at the demographic data and the psychology of the Indonesian public. With technology, we can know all this. But to be able to zoom in, we need art. So technology provides the way, art lets us know what people like. Then, we combine and manage both. Don’t get things wrong. Don’t just determine something based on feelings.

Where will you take ANTV and tvOne in the future?

Now we see that the technology of the world keeps changing, and the people keep growing. We feel that to make a family happy is eternal. Even though at first we talk about entertainment, in the future VIVA has to think about O2O. That’s where the money is. For example, we can compete online, which film and soap opera that will be good to adapt, we localize them, but offline experience is irreplaceable, like when there’s a meet and greet with the actors.

We think about the jumps forward by thinking that people still watch TV. Understanding habit of humancan use technology, but we can’t use technology to understand the soul and conscience.

The most important thing is to execute online to offline so it’ll be something that hits the mark straightaway. Just imagine, a meet and greet that can bring 30,000 people together. You can advertise products there. That’s when people can appreciate our performance, through advertising.

What do you think VIVA will be like in the next 5 to 10 years?

In 5 to 10 years, we have to be able to go even higher, maybe becoming like Indonesian Disney. They have news channel, ABC channel, even sports channel. And you can take the online to offline everywhere, from theme parks, to products.

Source: WARTA EKONOMI

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228 dari 2511 pendaftar program Bakrie Center Foundation lolos tahap awal seleksi calon penerima beasiswa tahun ajaran 2015 – 2016

 

Dari 2511 pendaftar program Beasiswa dan Latihan Kepemimpinan Bakrie Center Foundation (BCF), pada tahap pertama lolos 228 kandidat dari 11 Program Pasca Sarjana Universitas mitra BCF. Mereka tersebar mulai dari Universitas Andalas Padang, Universitas Lampung Bandarlampung, Universitas Mulawarman Samarinda, Universitas Hasanuddin Makassar, Universitas Sam Ratulangi Manado, Universitas Cenderawasih Jayapura Papua, Universitas Udayana Denpasar Bali, Institut Teknologi Bandung, Institut Pertanian Bogor, Universitas Gajah Mada Jogjakarta dan Universitas Airlangga Surabaya.

 

Tahap pertama adalah seleksi administrasi diadakan dalam bentuk pembobotan dengan membandingkan antara IPK yang dicapai pendaftar dalam menyelesian program Sarjana (S1), IP yang diraih selama kuliah di program Pasca Sarjana, pengalaman mengikuti organisasi baik di internal maupun di eksternal kampus serta apakah kandidat pernah ada pengalaman bekerja selama ini. Selain nilai akademik dan rekam jejak kepemimpinan serta pengalaman bekerja. Kandidat yang lolos seleksi administrasi dan memiliki bobot diatas standard yang ditetapkan panitia diminta mengirim essay atau karangan singkat dengan tema “Community Development” serta “Leadership” yang dinilai panitia berdasar konsep yang disampikan, kemudahan konsep untuk diimplementasikan serta bagaimana mengorganisir pelaksanaan konsep yang ditawarkan oleh para kandidat.

 

Kandidat yang telah melewati tahap seleksi administrasi dan penilaian essay sebanyak 228 kandidat akan melewati seleksi tahap 2, yakni dalam bentuk Interview dengan para pimpinan dari Bakrie Center Foundation. Interview dengan menggunakan Video Call dipimpin langsung oleh Imbang Mangkuto sebagai CEO dari BCF, dibantu oleh Chairul Anwar sebagai Head of International and Support Program serta Henry Pangemanan sebagai Head of Domestic and Cooperation Program. Interview melalui Video Call sangat menghemat dari segi biaya dan waktu dibandingkan dengan Interview pada tahun tahun awal yang dilaksanakan secara live dengan staff dari BCF langsung berkunjung ke setiap Universitas.

 

Tujuan interview ini untuk menggali kompetensi kepemimpinan yang dimiliki oleh peserta. Hal ini sesuai dengan tujuan dari BCF yakni mempersiapkan Nasional Leader bagi bangsa Indonesia yang mempunyai wawasan global dan siap menjadi leader untuk melakukan kontribusi bagi masyarakat Indonesia dalam bentuk kegiatan yang nyata.

 

Menurut Imbang proses interview ini akan berlangsung sampai pertengahan bulan Mei 2015. Calon yang lolos dari tahap interview akan diajukan list namanya kepada masing-masing program Pasca Sarjana untuk cross check, apakah nama yang diajukan saat ini benar bukan penerima beasiswa dari Lembaga lain diluar BCF atau apakah ada pertimbangan khusus dari masing-masing Program Pasca Sarjana mengenai kandidat yang diajukan. Setelah mendapatkan masukan dari masing-masing Program Pasca Sarjana barulah keputusan final akan dikeluarkan oleh Bakrie Center Foundation yang diperkirakan bisa dilakukan pada bulan Juni 2015.

 

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Jumlah Penerima Beasiswa Di Institut Teknologi Bandung 73,37% Dari Jumlah Seluruh Mahasiswa ITB

 

Tahun 2014 ini ITB mengelola pemberian beasiswa dengan jumlah penerima beasiswa sebanyak 11,374 dengan jumlah total dana Rp. 145,701,852,480,-. Dengan kata lain cuma dibawah 30% dari Total Mahasiswa ITB yang membayar uang kuliah secara penuh.

Demikian disampaikan Sekretaris Bidang Kesejahteraan Pengembangan Karakter Mahasiswa ITB, Dr. Eng. Sandro Mihradi saat memberikan sambutan dalam acara ITB Scholarship Gathering yang dilaksanakan hari Jumat 13 Maret 2015 bertempat di aula timur kampus Ganesha.

 

 

Sebanyak 60% dari beasiswa tersebut diberikan oleh ITB sendiri, dan sisanya diberikan oleh Yayasan dan Lembaga yang berkontribusi untuk memberikan beasiswa untuk mahasiswa ITB, salah satunya adalah Bakrie Center Foundation (BCF). BCF secara rutin dari tahun 2010 memberikan beasiswa kepada Mahasiswa ITB Program Pasca Sarjana yang mempunyai nilai akademik tinggi serta mempunyai rekam jejak kemimpinan untuk didorong menjadi kandidat Nasional Leader Indonesia dimasa depan yang mempunyai wawasan global.

 

BCF adalah lembaga yang didirikan oleh generasi ketiga Bakrie yang dipimpin oleh Anindya N Bakrie. Sejak didirikan tahun 2010 lalu telah memberikan beasiswa kepada 450 mahasiswa Pasca Sarjana (S2) dari berbagai disiplin ilmu. Mereka tersebar di 11 PTN di dalam negeri dan dua perguruan tinggi di luar negeri. Di Indonesia BCF selain bekerjasama dengan ITB, BCF juga merangkul IPB, Univ Gajahmada, Univ Airlangga, Univ Udayana, Univ Hassanudin, Univ Mulawarman, Univ Sam Ratulangi, Univ Cendrawasih, Universitas Lampung dan Univ Andalas. Sementara di luar negeri bekerjasama dengan RSIS Nanyang Technological University, Singapura dan Stanford University, AS.

 

BCF juga menyelenggarakan pelatihan kepemimpinan untuk para alumni penerima beasiswa dan para mahasiswa berprestasi lainnya di kampus. Jumlahnya saat ini sudah mencapai 1.500 orang dari tahun 2010. Tidak hanya diberikan beasiswa dan latihan dasar kepemimpinan, BCF bersama dengan Universitas mitra juga melakukan pendampingan untuk para alumni yang sudah mulai berkarya dan terjun dalam bidang pengabdian kepada Masyarakat.

 

Selain pemberian beasiswa serta pelatihan dasar kepemimpinan tersebut, BCF juga mendirikan riset center bernama Bakrie Chair for Southeast Asian Studies, bekerjasama dengan Carnegie Endowment for International Peace di Washington, DC. Setiap bulannya BCF dengan mitra Carnegie dan RSIS Nanyang juga rutin mengadakan Public Discussion dalam bentuk Video Conference secara streaming yang bisa diakses langsung oleh para mitra dimasing-masing Universitas.

 

BCF juga menggandeng kerjasama dengan US Embassy, UK Embassy, China Embassy serta seluruh Embassy dari Negara Negara ASEAN untuk secara bergantian menjadi host membahas topik menarik seputar ASEAN dan issue issue Global. Hal ini menjadi salah satu strategi pembekalan para calon leader yang disiapkan BCF agar kelak menjadi Nasional Leader yang berwawasan Internasional.

 

Para penerima beasiswa dari ITB sangat aktif mengikuti Public Discussion bulanan yang diadakan BCF, baik hadir langsung ditempat acara maupun melalui streaming video online. Salut dan maju terus untuk Institut Teknologi Bandung melahirkan para calon pemimpin bangsa Indonesia kedepannya

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Bakrie Center Foundation sediakan 120 Beasiswa Pasca Sarjana di 11 PTN

 

Kuta, Bali (9 Maret 2015) Bakrie Center Foundation (BCF) tahun ini kembali menyediakan sebanyak 120 beasiswa untuk mahasiswa pasca sarjana di 11 Perguruan Tinggi Negeri (PTN) yang menjadi mitranya.


Berbeda dengan program beasiswa pada umumnya, BCF menyediakan program full scholarship yang meliputi biaya kuliah, biaya hidup dan penelitian bagi mahasiswa tahun kedua, yang akan segera menyelesaikan studinya.

 

“ Target kami tahun ini menyediakan minimal 120 beasiswa. Syukur kalau jumlahnya bisa digandakan oleh perguruan mitra kami. Kami juga terbuka bila ada partner lain yang ingin bergabung. Semakin banyak partner yang terlibat, akan semakin baik. Dengan begitu jumlah penerima beasiswa akan semakin besar,” ujar CEO BCF Imbang J Mangkuto seusai Rapat Kerja (Raker) Nasional dengan perguruan tinggi yang menjadi mitra BCF di Bali 8-9 Maret 2015. Rapat Kerja kali ini dihadiri langsung oleh Para Direktur Pasca Sarjana dari 11 Universitas Negeri yang menjadi mitra Bakrie Center Foundation.

BCF adalah lembaga yang didirikan oleh generasi ketiga Bakrie yang dipimpin oleh Anindya N Bakrie. Sejak didirikan tahun 2010 lalu telah memberikan beasiswa kepada 450 mahasiswa Pasca Sarjana (S2) dari berbagai disiplin ilmu. Mereka tersebar di 11 PTN di dalam negeri dan dua perguruan tinggi di luar negeri. Di Indonesia BCF bekerjasama dengan ITB, IPB, Univ Gajahmada, Univ Airlangga, Univ Udayana, Univ Hassanudin, Univ Mulawarman, Univ Sam Ratulangi, Univ Cendrawasih, Universitas Lampung dan Univ Andalas. Sementara di luar negeri bekerjasama dengan RSIS Nanyang Technological University, Singapura dan Stanford University, AS.

BCF juga menyelenggarakan pelatihan kepemimpinan untuk para alumni penerima beasiswa dan para mahasiswa berprestasi lainnya di kampus. Jumlahnya saat ini sudah mencapai 1.500 orang dari tahun 2010.

Selain kedua program tersebut BCF juga mendirikan riset center bernama Bakrie Chair for Southeast Asian Studies, bekerjasama dengan Carnegie Endowment for International Peace di Washington, DC. Setiap bulannya BCF dengan mitra Carnegie dan RSIS Nanyang juga rutin mengadakan Public Discussion dalam bentuk Video Conference secara streaming yang bisa diakses langsung oleh para mitra dimasing-masing Universitas.

Selain mitra diatas BCF juga menggandeng kerjasama dengan US Embassy, UK Embassy, China Embassy serta seluruh Embassy dari Negara Negara ASEAN untuk secara bergantian menjadi host membahas topik menarik seputar ASEAN dan issue issue Global. Hal ini menjadi salah satu strategi pembekalan para calon leader yang disiapkan BCF agar kelak menjadi Nasional Leader yang berwawasan Internasional.

Menurut Imbang dalam rapat kerja selama dua hari tersebut, dibahas berbagai program kerja BCF dan upaya meningkatkan kerjasama dengan universitas mitra. Seluruh mitra sepakat mendukung kelanjutan program yang sudah berjalan, termasuk program pendampingan pada para alumni yang tersebar di seluruh Indonesia.

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