Menumbuhkan Jiwa Wirausaha Pada Anak

Persaingan global antar bangsa yang tak mengenal batas antar negara menuntut setiap orang untuk kreatif memunculkan ide-ide baru. Mempersiapkan anak agar mempunyai jiwa wirausaha, agaknya jadi satu hal yang penting dilakukan oleh orangtua. Peran orangtua dan guru Wirausaha diperlukan untuk menumbuhkan rasa penuh tanggung jawab dan penuh kreativitas pada anak. Rasa tanggung jawab dan kreativitas dapat ditumbuhkan sedini mungkin sejak anak mulai berinteraksi dengan orang dewasa. Orangtua adalah pihak yang bertanggung jawab penuh dalam proses ini. Anak harus diajarkan memotivasi diri untuk bekerja keras, diberi kesempatan untuk bertanggung jawab atas apa yang dia lakukan.

Selain itu, peran lingkungan, misal guru-guru, juga berpengaruh terhadap pembentukan pribadi anak. Mereka bisa berperan dalam membuat anak agar bisa menjadi seorang enterpreneur. Untuk itu, guru harus kreatif mengajar dan membuat soal. Berikan kesempatan anak untuk berpikir alternatif. Dengan kreativitas orangtua dan guru, anak dilatih memiliki beberapa alternatif jawaban dan solusi atas masalahnya. Alternatif tersebut akan melatih anak mampu mengambil keputusan yang tepat dari berbagai pilihan yang ada.
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Jiwa wirausaha juga memerlukan motivasi yang bagus, intelegensi yang baik, kreatif, inovatif, dan selalu mencari sesuatu hal baru untuk bisa dikembangkan. Pengembangan kreativitas akan membuat anak mampu menciptakan hal-hal baru. Kreativitas inilah modal dasar untuk menjadi enterpreuner. Modal penting lainnya adalah sikap bertanggungjawab.

Latihan bertahap
Menumbuhan sifat wirausaha pada diri anak memerlukan latihan bertahap. Bentuknya bisa sederhana dan merupakan bagian dari keseharian anak. Misalnya, toilet training untuk melatih anak yang masih ngompol. Tujuan akhirnya agar anak mampu membuang kotoran ditempatnya, membersihkan kotorannya, dan memakai kembali celananya. Latihan itu dilakukan secara bertahap dan mengajarkan anak untuk bertanggungjawab.

Latihan lain, misalnya melatih anak untuk dapat membereskan mainan selesai bermain dan meletakkan mainan di tempatnya. Hal ini juga merupakan latihan untuk bertanggungjawab dan awal pengajaran tentang kepemilikan. Ini mainan saya diletakkan di sini. Ini mainan kakak, kalau mau pinjam, harus ijin dulu. Sifat tersebut adalah awal untuk menumbuhkan jiwa wirausaha pada anak.

Latihan selanjutnya adalah mengajarkan anak untuk mampu mengelola uang dengan baik. Terangkan pada anak, dari mana uang yang dipakai untuk membiayai rumah tangga. Jelaskan bahwa untuk mendapatkan uang tersebut, orangtua harus bekerja keras. Uang hanya boleh dipakai untuk kebutuhan yang benar-benar perlu. Dengan demikian anak akan menjauhi sikap konsumtif.

Dalam mengajarkan anak mengelola uang, latihan yang perlu diajarkan bukan hanya cara membelanjakan, namun juga menabung, sedekah dan mencari uang. Tentu saja cara ini memerlukan konsistensi orangtua terhadap aturan. Misalnya, saat mengajak anak berbelanja. Catat terlebih dahulu kebutuhan yang akan dibeli. Orangtua harus konsisten untuk tidak belanja di luar catatan belanja. Bila anak mengamuk meminta mainan atau barang kebutuhan lain di luar catatan, maka orangtua harus konsisten untuk tidak membelikannya. Aturan itu harus sudah disepakati sejak awal.

Latihan menabung
Setelah anak diajarkan mengelola uang, tahap selanjutnya si anak mulai dapat diajarkan menabung. David Owen, seorang penulis buku di Amerika Serikat, mengisahkan tentang bagaimana ia mampu mendorong anak-anaknya menjadi gemar menabung dan penuh perhitungan dalam membelanjakan uang. Ia membuat “Bank Ayah”, khusus untuk anak-anaknya. Prinsip yang dikembangkan dalam "Bank Ayah" adalah pemberian tanggungjawab dan kontrol keuangan secara penuh pada anak sebagai pengelola uang mereka sendiri. Uang anak adalah milik anak, bukan milik orang tua. Bahkan anak juga bebas mencari pendapatan di luar jatah uang saku yang telah mereka dapatkan.

Dalam hal ini "Bank Ayah" berperan dalam melakukan kontrol secara tidak langsung, yaitu dengan mengembangkan prinsip-prinsip perbankan seperti bonus yang dapat menarik minat akan untuk menambah saldo tabungan, juga saldo minimal, yang dapat membatasi jumlah pengambilan uang agar tidak terkuras habis. Dengan ini anak akan benar-benar bertanggungjawab dan berhati-hati dalam membelanjakan uangnya.

"Bank Ayah" ala David Owen ini tidak cuma menjadi daya tarik anak untuk menabung. Lebih dari itu "Bank Ayah" dikelola sebagai sarana pembelajaran dari praktik ekonomi kepada anak dengan bahasa yang sederhana. Dengan sedikit improvisasi, Owen mengubah "Bank Ayah" ini menjadi media latihan berinvestasi pada anak-anaknya. Owen sendiri berhasil mendirikan sebuah perusahaan pialang saham yang bernama "Dad and”.

Sekilas tentang Business Plan

Apa itu Business Plan?
Rencana bisnis (business plan) adalah rencana kerja sebuah bisnis untuk melihat ke depan dan untuk mempersiapkan diri pada masalah-masalah dan peluang bisnis. Sayangnya, banyak orang berpikir bahwa rencana bisnis hanya untuk memulai usaha baru atau mengajukan pinjaman bisnis. Padahal, rencana bisnis juga penting untuk menjalankan bisnis, untuk menera seberapa besar kebutuhan bisnis, dan untuk keperluan pengajuan pinjaman baru atau investasi baru. Rencana bisnis diperlukan juga untuk mengoptimalkan pertumbuhan dan perkembangan sesuai dengan prioritas bisnis.

Apa itu rencana startup?
Salah satu hal penting dalam rencana bisnis adalah rencana start up. Rencana startup secara sederhana mencakup ringkasan kegiatan bisnis, pernyataan misi, kunci sukses, analisis pasar, dan analisis impas. Rencana semacam ini baik digunakan untuk memutuskan apakah sebuah rencana dilanjutkan atau tidak. Dengan kata lain rencana stratup digunakan untuk mengetahui apakah ada nilai bisnis yang harus dikejar, tetapi dengan rencana startup tidak cukup untuk menjalankan bisnis.

Apakah ada rencana bisnis standar?
Sebuah rencana bisnis yang normal (yang mengikuti nasihat dari para ahli bisnis) mencakup seperangkat elemen standar, seperti yang ditunjukkan di bawah ini. Format rencana bisnis standar memang bervariasi, tetapi umumnya mencakup komponen-komponen sebagai berikut: deskripsi perusahaan, produk atau layanan, prakiraan pasar, tim manajemen, dan analisis keuangan.

Garis besar rencana bisnis standar?
Komponen utama rencana bisnis standar meliputi:
1. Ringkasan Eksekutif: Bagian ini hanya satu atau dua halaman dan biasanya ditulis terakhir.
2. Company Description: Deskripsi perusahaan (company description) memuat landasan hukum pendirian, sejarah, rencana start up, dll
3. Produk atau Layanan: Bagian ini memuat apa saja yang dijual atau ditawarkan. Uraian difokuskan pada manfaat bagi pelanggan.
4. Analisis Pasar: Bagian ini memuat peluang pasar, kebutuhan pelanggan, di mana mereka (pelanggan) berada, bagaimana untuk menjangkau mereka, dll
5. Strategi dan Implementasi: Bagian ini disusun secara spesifik, disertakan tanggung jawab manajemen dengan tanggal dan anggaran.
6. Tim Manajemen: Sertakan latar belakang anggota tim kunci, strategi personil secara detail.
7. Rencana Keuangan: Sertakan laba rugi, arus kas, neraca, analisis impas, asumsi-asumsi, rasio bisnis, dll

Recognizing The Soul of "Entrepreneur" Since The Early

If we are asked by someone when we were little, "what ideals you?". What is our response? Many of us said, want to become doctors, presidents, engineers, pilots, or any other profession. But is there any of us who replied, "want to be a businessman?". Maybe some of us have the answers like that, but there certainly is not much. Because when we were little, become a businessman or an entrepreneur is a choice that "abstract" or options that are not clear among the various options other professions, we do not know, or lack of information about what an entrepreneur was.

Actually to be an entrepreneur we have learned from an early age. We remember when our school, we had been taught about the craft. The lesson of these crafts is one way of indirectly, to foster our entrepreneurial spirit. Because, in these lessons we are taught to create something and not infrequently also we are led to show our work to others. Without us realizing it, when we make these things, we think to create something favored by teachers and / or others. At that time the urge arises or the effort to make other people like it or like something that I had made. In addition, when we show our work to others, that's when we learn to introduce our work to others and indirectly we have learned to market what we have made to others.

If the work we do not get good grades or do not get many good comments from people who saw it, other times we'll try to make something that is preferred by teachers and others.

That was several points about entrepreneurship that we have got an early age. At that time, we have learned to understand and study the tastes of others and also we have learned to introduce our work to others. If we think carefully, actually what we have learned, we try and we made at the time, may have been a few times to produce works that can be used as inspiration for a business. By adding or expanding our work into a product that can be liked by others so that they can be marketed.

Actually, the basics of being an entrepreneur have we got an early age through high school. Now live how we implement business in the business world, by becoming an entrepreneur.
Hopefully !

Definition of Entrepreneurship

There are many interpretations and definitions of entrepreneurship. Entrepreneurship according to Onuoha (2007) is the practice of starting new organizations or revitalizing mature organizations, particularly new businesses generally in response to identified opportunities. According to intellectuals and business experts, the definition of entrepreneurship is simply the combining of ideas, hard work, and adjustment to the changing business market. It also entails meeting market demands, management.

Entrepreneurship is often a difficult undertaking, as a vast majority of new businesses fail. Entrepreneurial activities are substantially different depending on the type of organization that is being started. Entrepreneurship ranges in scale from solo projects (even involving the entrepreneur only part-time) to major undertakings creating many job opportunities. Many "high value" entrepreneurial ventures seek venture capital or angel funding in order to raise capital to build the business. Angel investors generally seek returns of 20-30% and more extensive involvement in the business.

Many kinds of organizations now exist to support would-be entrepreneurs, including specialized government agencies, business incubators, science parks, and some NGOs. Lately more holistic conceptualizations of entrepreneurship as a specific mindset (see also entrepreneurial mindset) resulting in entrepreneurial initiatives e.g. in the form of social entrepreneurship, political entrepreneurship, or knowledge entrepreneurship emerged.

The concept of entrepreneurship has a wide range of meanings. On the one extreme an entrepreneur is a person of very high aptitude who pioneers change, possessing characteristics found in only a very small fraction of the population. On the other extreme of definitions, anyone who wants to work for himself or herself is considered to be an entrepreneur.

The word entrepreneur originates from the French word, entreprendre, which means "to undertake." In a business context, it means to start a business. The Merriam-Webster Dictionary presents the definition of an entrepreneur as one who organizes, manages, and assumes the risks of a business or enterprise.

Business Plan at a Glance

What is a Business Plan?
Business plan is any plan that works for a business plan to look ahead and to prepare themselves to solve the problems and business opportunities. Unfortunately, many people think that business plan is used only a plan to start a new business or making business loans. In fact, the business plan is also important to run a business, to figure how much business needs, and for the purposes of the new loan or new investment. Business plans are also required to optimize growth and development in accordance with business priorities.

What is the plan startup?
One of the important things in your business plan is a plan to start-up. This plan includes a simple startup business summary, mission statement, the key to success, market analysis, and break-even analysis. Such plans are well used to decide whether a plan is continued or not. In other words start-up plan used to determine whether there is business value to be pursued, but with the startup plan is not enough to run a business.

Is there a standard business plan?
A normal business plan (which follow the advice of business experts) includes a set of standard elements, as shown below. A standard business plan formats are varied, but generally includes the components as follows: description of the company, product or service, market forecasts, management team, and financial analysis.

An outline of the standard business plan?
The main components of a standard business plan includes:
1. Executive Summary: This section is only one or two pages and is usually written last.
2. Company Description: Description of the company (company description) contains the legal basis for the establishment, history, start-up plans, etc.
3. Product or Service: This section contains anything sold or offered. Description focuses on the benefits to customers.
4. Market Analysis: This section contains market opportunities, customer needs, where they (customers) are, how to reach them, etc.
5. Strategy and Implementation: This section is organized specifically, included management responsibilities with dates and budgets.
6. Management Team: Include backgrounds of key team, personnel strategy in detail.
7. Financial Plan: Include the income statement, cash flow, balance sheet, break-even analysis, assumptions, business ratios, etc.

Market Segmentation

The division of a market into different homogeneous groups of consumers is known as market segmentation.
Rather than offer the same marketing mix to vastly different customers, market segmentation makes it possible for firms to tailor the marketing mix for specific target markets, thus better satisfying customer needs. Not all elements of the marketing mix are necessarily changed from one segment to the next. For example, in some cases only the promotional campaigns would differ.

A market segment should be:
• measurable
• accessible by communication and distribution channels
• different in its response to a marketing mix
• durable (not changing too quickly)
• substantial enough to be profitable
A market can be segmented by various bases, and industrial markets are segmented somewhat differently from consumer markets, as described below.

Consumer Market Segmentation
A basis for segmentation is a factor that varies among groups within a market, but that is consistent within groups. One can identify four primary bases on which to segment a consumer market:
• Geographic segmentation is based on regional variables such as region, climate, population density, and population growth rate.
• Demographic segmentation is based on variables such as age, gender, ethnicity, education, occupation, income, and family status.
• Psychographic segmentation is based on variables such as values, attitudes, and lifestyle.
• Behavioral segmentation is based on variables such as usage rate and patterns, price sensitivity, brand loyalty, and benefits sought.
The optimal bases on which to segment the market depend on the particular situation and are determined by marketing research, market trends, and managerial judgment.

Business Market Segmentation
While many of the consumer market segmentation bases can be applied to businesses and organizations, the different nature of business markets often leads to segmentation on the following bases:
• Geographic segmentation - based on regional variables such as customer concentration, regional industrial growth rate, and international macroeconomic factors.
• Customer type - based on factors such as the size of the organization, its industry, position in the value chain, etc.
• Buyer behavior - based on factors such as loyalty to suppliers, usage patterns, and order size.

Profiling the Segments
The identified market segments are summarized by profiles, often given a descriptive name. From these profiles, the attractiveness of each segment can be evaluated and a target market segment selected.

The Seven S Model: Business Analysis Model

Typically, the 7S model is used in large corporations. Often, those companies have a hard time getting a handle on their situation and their potential because they are fragmented across continents, business units, confusing conglomerates, or constant acquisition and shuffling. The 7S model gives the multifaceted company a single set of metrics with which to analyze.

I believe that 7S is just as appropriate (on a smaller scale, of course) for the smaller business. But before we look at how it's helpful, let's consider what the 7S's are.

The 7S's were created by Robert H. Waterman, Julien R. Phillips, and Tom Peters (the most well-known of the group because of his book In Search of Excellence).
They are a group of interrelated categories which make up an organization. Like rowers in a boat, when they are all aligned, a business will likely succeed, prosper, innovate, and move in the direction it wants to move. When these factors are not aligned the business can fail, remain stagnant, reach maturity or decline quickly, or flounder about.

The Seven S's

1. Structure: This is more than just the stated hierarchy of the organization. This is the "in practice" hierarchy, too. Is a business focused on the customer? Is it segmented by function? Is it segmented by geography? Is it top heavy with a lot of decision-making executives?
2. Systems: This is the process through which the company gathers information and makes decisions. If it's effective, a company can react quickly and appropriately to changes in the marketplace. If a company's systems are not adequate, the company stands the risk of being ponderous.
3. Skills: This is the collective skill set of the organization. If a company determines to hire only people who can speak two or more languages, they will quickly fill their ranks with skilled people who allow them to communicate to other people more effectively. Some companies in the early growth stages can react to a need by hiring too many people in one skill category and run the risk down the road of having a variety of absent skills. There is no perfect mix, this is a matter of constantly balancing and rebalancing based on need.
4. Style: This category is about the culture of the company. Is it aggressive? Is it conservative? Is it innovative? Is everyone happy? Does the company feel bloated and unwieldy? Each company has its own style and that style is set by the leadership and supported (or changed) by the mix of staff hired.
5. Staff: This category, obviously, deals with the people in the organization. It involves not only their skills (mentioned in another S) but also whether or not there are enough (or too many) staff members to do the job as well as the personal and professional goals that each person has.
6. Superordinate goals (which later was appropriately renamed Shared Values):This category talks about the overarching purpose in the organization more specifically, it deals with the real or practiced values and compares them to the stated values. A company, for example, may claim to be customer-centered but in reality it could reward staff for high volumes of sales, encouraging staff to ignore the customer and focus on making their numbers.
7. Strategy: Strategy deals with tomorrow- what is the company planning on achieving in the future and what are they doing today to prepare for those goals?