The shift in profit margins from products to services has transformed the traditional manufacturing equipment supply industry into an industrial product-service system (IPSS) provider. IPSS is a new business model for consistently providing industrial products such as production systems and manufacturing as a service. However, procuring IPSS between industrial enterprises (eg business-to-business B2B) is more complex than the products offered to consumers (eg business-to-business-B2C).
The complexity of interactions between the B2B stakeholders involved, the lack of trust, and the high cost of small businesses, in particular, make it difficult to establish a standardized e-marketplace similar to the world of business-to-business transactions.
In a fast-growing company, every employee must have the tools they need to get the job done. In the digital age, this usually means pre-installing employees with the business applications they need on their smartphones, tablets, laptops, or all three. This means that device management is required by almost every business.
As a result, few companies in the world do not have any IT department to keep things going. But it’s good to remember that device management is not their main business. Based on the model by Tornatzky and Fleisher (1990), the context of the organization should be taken into account.
As a factor influencing IT implementation. In this regard, with some existing research on EVG, the systematic introduction of IT systems has integrated enterprise size as a key factor. The studies show that large companies have more resources to introduce new technologies, SMEs have limited ability to make risky investments and need to focus on their core business, business activities aimed directly at increasing corporate profits (Chow and Tam, 1997). Specifically, when it comes to mobile IT, it can be said that the number of employees in a company is large.
Once used, more mobile devices will be used or may be used in the future. Also, big enterprises tend to require a higher level of security and control mechanisms for structured processes, IT management (Chau and Tam, 1997). So the big ones make sense, enterprises have higher requirements and may be able to deploy IT management systems more easily, as their wider range of surgery (Thong, 1999).
Indonesia in the digital age the four disruptive technologies are intertwined and complementary. And recordeding combine these four disruptive technologies is the key to accelerating the effect of Indonesian digital. Indonesia experienced increased acceptance of everyone and effective laying with a solid foundation for future investment increases productivity.
Surely these were in the early days of the digital revolution that arrived in Indonesia. Indonesian mobile data is very cheap, it costs only 50% of the consumer in some ASEAN neighbors. Quality-defined as average connection speed and internet bandwidth — you can very low, but the associated Indonesians are very familiar with digital.
You are everyone’s internet user meaning of words, the constant need for connectivity, instant information, and growth the desire for digital content. You spend above-average time on the internet, mainly engaged in heavy use of social media and e-commerce (Appendix 5). Your social media usage is one of the highest of all population groups all over the world; Jakarta is widely considered the capital of Twitter in the world. 2016 sales Indonesian e-commerce amount has reached US dollars 6 billion, 78 percent of the current Internet the user purchased online.
The 16 industries are expected to grow by about 18% every year for the next 5 years, and an eventual market size of US $ 16.4 billion in 2020. Indonesia is also a mobile-first nation; about 75% of online purchases are made using mobile devices. The usage statistics far exceed digital statistics in a mature country like America, this media has been around for a long time it is firmly fixed.
The first decade of the millennium Indonesia’s real GDP growth rate has risen steadily in most years from 3.6% in 2001 to 2008, it was 7.4%. But its growth in 2015, slowed to 4.8%. From economic growth expected from 2016 to 2020 moderate 5% 22. This decline continues like the contribution of two components GDP growth rate, labor input, productivity, it keeps calming down. If Indonesia returns to the growth of 7% per year, it will improve both workforce participation and productivity in Indonesia. With a combination of these elements, digital technology can reach a total impact of approximately $ 150 billion by 2025.
Breakthrough required-impossible without achieving digital leverage. There are many ways digitization can increase labor supply in Indonesia, increase/decrease in participation the total unemployment rate. At the first appearance of on-demand work, social and online platforms connect unproductive members and partially productive segments-for example, spouse or informal employee at home, people who work on the mobile internet.
International Labor Organization (ILO) it is estimated that there are more than 35 million inactive female citizens between the ages of 15 and 64 years old in Indonesia. The quote is Indonesia with an online platform that activates 3% of this population and adds 1. Added millions of people will be Indonesian workers. Second, online job boards can make it easier, faster and a better match between employers and job seekers in Indonesia, replacing the traditional method, as the digital revolution.
To accelerate progress the public and private sectors of the country need to be focused on investing in digital technology for improved infrastructure that promotes penetration productivity. The resulting economic benefits are up to $ 150 billion annually until 2025. A holistic digital implementation strategy enables Indonesian companies to win the digital age and grow Indonesia’s economic growth to the next level.
Author: Diva Maharani | Illustrator: Akbar Nugroho