WORKSHOP MOTIVATION

E-house Innovation providing training online motivation and you will learn: Matter

: KNOW & ENABLE INDRA to-6 TO achieve success
• concept Indra to-6 (Extra Sensory Perception) and mind unconscious Man
• Activation AURA Positive and ESP in sales and train Indra to-6 to their daily lives

Matter : HOW TO BE A GREAT PUBLIC SPEAKER
• 9 steps to good speakers and fun
• techniques to speakers who are reliable for presentation and sales
• Technical affected (influence) and entertaining (entertainer) the audience

material : SECRET SUBCONSCIOUS MINDS FOR HEALTH, PROSPERITY,success & HAPPINESS
• Technical entered his mind under realized that you are a wave alpha & theta
• to explore the potential subconscious minds you
• secret of programming languages health and prosperity You to achieve success and happiness

material : PROPERTY RICH SOLUTION
• secret property as money machine automatically
• secret property as money machine automatically
• new strategies to sell or buy property with maximum benefit
• Manages great losses in property to gain
• Create ranch property is productive
• secret buying without capital and without debt

material : SECRET language usage HYPNOSIS IN sales (MARKETING)
• Technical inserting a secret message to the customer in the sales
• techniques produce magnetic sales (without magic and mysticism) and to know your customer

material : CREATE CASHFLOW with CULINARY BUSINESS
• 10 secret create cashflow in culinary business and Reveals the potential in culinary business
• techniques and various recipes to manage culinary business

Matter : How awesome PROGRAMD how successful YOU every day
• Create patterns mind success and achievement and Improve AURA How successful you
• Self-Image Reprogramming how successful you with CRAFT and remove failure and the living

Matter : EMPLOYEE vs ENTREPRENEURSHIP
• differences between officials and businessmen
• new strategies produces the income every time even when we were asleep
• Build passive income and
giving a portfolio income • mental businessman from an early age and techniques to build assets private

Matter : TECHNIQUES long-distance to sell to customers YOU wherever and whenever
• Technical preparing for potential subconscious minds you
• techniques long-distance communication with the mind under realized that a person whenever and wherever
• Draft program hypnosis long-distance in the right place for our customers and techniques Fast Writes Poised

interesting not!!

Trainer ; fighting spirit (Manga) Santosan Andre Wongso, Willy Wong Master NLP Group, Dudi Hermansyah NLP, Deaz Magician Andre Right brain and others.
Ways to follow this workshop is:

1. You don’t need to lecture long and costly fees for so expert

2. You will be given in the form audio and audio in a way that was visual simple, attractive and language that simple, sharply lower, accompanied by music that makes you will be more check-in the innermost thoughts you

3. Multimedia form that we will send email/download two times in a month with 10 Seminar per-theme on. So, in 1-month you will get 10 materials.

4. Just courses ONLINE with us, and to pay Rp. 500.000 registration for 1 years to get 1 Seminar/Training “Inhouse. The month before him You enough to pay Rp 500,000 each seminar and workshop was held in accordance the schedule Us

5. Special offers to follow each was held training classes Public in your city. (Training about leadership, marketing, motivation, managerial skills, etc)

6. You will join with motivation Leadership us, so that it could be more deepen your knowledge when chatting together with various types of people success in the world

7. Facilities Online Hpnotherapy through group motivation Leadership to get : *

* Training Modules certification
* Sms Brocast every morning
* Each applicant has already donated Orphan Children from the Foundation across Indonesia through Islamic Boarding Schools targeted ………………………..

For registration SMS aja with this format:
my SEMINAR and WORKSHOP*NAME*AGE*city
SEND to 085318955333

You will be repaid SMS from us. Then do
Payment through No. Fare BCA 7750733047 a/n Chandra

FANS GROUP FACEBOOK : https://www.facebook.com/groups/bigmotivation/

E-Rumah Inovasi memberikan training online motivasi dan anda akan mempelajari:

Materi : MENGENAL & MENGAKTIFKAN INDRA KE-6 UNTUK MERAIH KESUKSESAN
• Konsep Indra ke-6 (Extra Sensory Perception) dan Pikiran Bawah sadar Manusia
• Pengaktifan Aura Positif dan ESP dalam Penjualan dan Melatih Indra ke-6 Anda untuk kehidupan sehari-hari

Materi : HOW TO BE A GREAT PUBLIC SPEAKER
• 9 Jurus menjadi pembicara yang baik dan menyenangkan
• Teknik menjadi pembicara yang handal untuk presentasi dan penjualan
• Teknik mempengaruhi (influence)dan menghibur (entertainer) para pendengar

Materi : RAHASIA PIKIRAN BAWAH SADAR UNTUK KESEHATAN, KEMAKMURAN,KESUKSESAN & KEBAHAGIAAN
• Teknik memasuki pikiran bawah sadar anda di gelombang alpha & theta
• Menggali potensi pikiran bawah sadar anda
• Rahasia pemograman kesehatan dan kemakmuran anda untuk mencapai kesuksesan dan kebahagiaan

Materi : PROPERTY RICH SOLUTION
• Rahasia property sebagai mesin uang otomatis
• Rahasia property sebagai mesin uang otomatis
• Jurus mudah menjual / membeli property dengan keuntungan maksimal
• Menyiasati kerugian besar dalam property menjadi keuntungan
• Menciptakan peternakan property yang produktif
• Rahasia membeli property tanpa modal dan tanpa hutang

Materi : RAHASIA PENGGUNAAN BAHASA HYPNOSIS DALAM PENJUALAN (MARKETING)
• Teknik menyisipkan pesan rahasia kepada pelanggan dalam penjualan
• Teknik menciptakan daya magnetic penjualan (tanpa magic dan mistik) dan mengenal pelanggan anda

Materi : MENCIPTAKAN CASHFLOW DENGAN BISNIS KULINER
• 10 rahasia menciptakan cashflow di bisnis kuliner dan Menguak potensi dalam bisnis kuliner
• Teknik dan aneka resep mengelola bisnis kuliner

Materi : CARA DAHSYAT MEMPROGRAM KESUKSESAN ANDA SETIAP HARI
• Menciptakan pola piker SUKSES dan KEBERHASILAN dan Meningkatkan Aura Kesuksesan anda
• Self Image Reprogramming kesuksesan anda dengan CRAFT dan membuang kegagalan dan keterpurukan hidup

Materi : EMPLOYEE VS ENTERPRENEURSHIP
• Perbedaan antara pegawai dan pebisnis
• Jurus menghasilkan pendapatan setiap waktu bahkan ketika kita sedang tidur
• Membangun passive income dan portfolio income
• Menanamkan sikap mental pengusaha sejak dini dan Teknik membangun asset pribadi

Materi : TEKNIK MENJUAL JARAK JAUH PADA PELANGGAN ANDA DIMANAPUN DAN KAPANPUN
• Teknik mempersiapkan potensi pikiran bawah sadar anda
• Teknik komunikasi jarak jauh dengan pikiran bawah sadar seseorang kapanpun dan dimanapun
• Menyusun program hypnosis jarak jauh secara tepat kepada pelanggan dan Teknik Fast Selling

Menarik Bukan!!

Trainer ; Ippo Santosan Andre Wongso, Willy Wong Master NLP Group, Dudi Hermansyah NLP, Deaz Magician + Andre Otak Kanan dan lain-lain.
Cara untuk mengikuti Workshop ini adalah:

1. Anda tidak perlu kuliah lama-lama dan biaya mahal-mahal untuk jadi expert

2. Anda akan diberikan dalam bentuk audio dan audio visual dengan cara yang lebih sederhana, menarik, dan bahasa yang lugas, tajam, diiringi dengan musik yang membuat anda akan lebih masuk pada pemikiran terdalam anda

3. Bentuk multimedia tersebut akan kami kirim lewat email/download dua kali dalam sebulan dengan 10 Seminar per-tema di atas. Jadi dalam 1 bulan anda akan mendapat 10 materi.

4. Cukup kursus ONLINE dengan kami, dan membayar pendaftaran Rp.500.000 selama 1 tahun untuk mendapatkan 1 Seminar/Training Inhouse. Bulan depannya Anda cukup membayar Rp.500.000 setiap Seminar dan Workshop diadakan sesuai jadwal Kami

5. Gratis mengikuti setiap diadakan Training Kelas Publik di kota anda. (training tentang leadership, marketing, motivasi, manajerial, dsb)

6. Anda akan bergabung dengan Motivasi Leadership kami, sehingga bisa lebih memperdalam pengetahuan anda ketika ngobrol bareng dengan berbagai macam jenis orang sukses di dunia

7. Fasilitas Khusus Online Hpnotherapy melalui group Motivasi Leadership mendapatkan :
* Modul Training
* Sertifikasi
* Sms Brocast setiap pagi
* Setiap pendaftar sudah mendonasikan kepada Yayasan Anak Yatim Piatu diseluruh Indonesia melalui Pesantren yang dituju ………………………..

Buat registrasi SMS aja dengan format:
DAFTAR SEMINAR-WORKSHOP*NAMA*UMUR*KOTA
KIRIM KE 085318955333

Anda akan mendapat balasan SMS dari kami. Kemudian lakukan
Pembayaran melalui No.Rek BCA 7750733047 a/n Chandra

FANS GROUP FACEBOOK : https://www.facebook.com/groups/bigmotivation/

PRICE LIST MULTIMEDIA

Description Rental Price

VISUAL PROJECTOR LCD

Projectors Mobile Projectors

( Berat 2kg / LCD Size 0,5 – 0,99 / Lamp Energy 150 Watt / Max Optimal Ideal Screen ) 1500 ansi lumens and above Telex Rp. 600.000 2600 ansi lumens ( XGA resulution )

EIKI LC-XBL25 Rp. 800.000 4500 ansi lumens ( XGA resolution )

EIKI LC-XBL25 Rp.1.800.000 BoardRoom

Projector RENTAL

( Berat 8kg/LCD Size 1,0 -1,3 Lamp Energy 200 watt / Max Optimal Ideal Sceen 200′ ) 2000 ansi lumens ( SVGA resolution )

Proxima Rp. 900.000 2500 ansi lumens ( XGA resulution )

EIKI LC 982 Rp.1.000.000 4000 ansi lumens ( Rear Short Lens )

Infocus Rp.1.600.000 4500 ansi lumens

EIKI LC-X50M Rp.2.200.000 7000 ansi lumens

EIKI LC-X85 M Rp.4.200.000 Auditorium

Project RENTAL ( with lens )

( Berat 20kg/LCD Size 1,4 – 1,8/ Lamp Energy 250 watt / Max Optimeal ideal Screen 400″ 2100 ansi lumens ( with lens )

EIKI LC-X1 Rp. 1.000.000 3300 ansi lumens ( with lens )

EIKI LC-SX2 Rp. 1.200.000 5200 ansi lumens ( with lens )

EIKI LC-X4 Rp. 2.650.000 6500 ansi lumens ( with lens )

EIKI LC X6A Rp. 4.500.000 10,000 amsi lumens ( with lens )

EIKI LC-XT3 Rp. 8.500.000 15,000 ansi lumens ( with lens )

EIKI LC-XT5 Rp. 13.500.000 20,000 ansi lumens ( stacking system )

EIKI LC-XT3x2 Rp. 14.500.000 30,000 ansi lumens ( stacking system )

EIKI LC-XT5x2 Rp. 21.000.000

RENT SCREEN ( Profesional Portable Screen )

Silver Vutec Screen 42 inch Rp. 500.000

Tripod Screen 70 inch ( 175 x 175 ) Rp. 500.000

Roll Up Screen 60 inch ( 150 x 150 ) Rp. 550.000

Cinema Screen ( front/rear )100 inch ( 2m x 1.5 m ) Rp. 500.000

120 inch ( 2,4 m x 1,8 m ) Rp. 500.000

150 inch ( 3m x 2,25m ) Rp. 800.000

200 inch ( 4m x 3m ) Outdoor Rp.1.600.000

210 inch ( 4,2m x 3,1m )INDOOR/TRUSS Rp.1.750.000

300 inch ( 6m x 4,5m ) Rp.1.600.000

400inch ( 8m x 6 m ) Rp.2.200.000

Panoramic Screen 2 x 200 inch ( 7,7m x 2,7m ) Rp.3.600.000

RENT EQUIPMENT SHOOTING

Slide1

Slide2Slide3Slide3Slide4Slide5

CLEARCOM

Harga sewanya Rp 2.00.000/Hari

Harga Sewa sdh include:
-5 Headset
-5 Beltpack
-1 Base Station
-Batre (+Cadangan)
-Instalasi
-Antar-Jemput

Penambahan Headset dan Beltpack Rp 300.000/Hari

Mahal??
Kalo untuk harga sewa mahal ini relatif gan, maklum untuk datenginnya aja btuh proses lama krn langsung import dr negeri paman sam Hehehe.. dan lagian worth it bgt apalagi utk event2 besarnya agan2 skalian. Dan untuk sewa dalam jangka waktu lebih dari 1 hari pasti ada diskon spesial kok gan hehehe..

Saran ane buat recommended user utk alat ini:
-Event Manager
-Art Director
-Show Director
-Cameraman
-Stage Manager

Background Photo Kertas (Putih, Hitam, Hijau) – Harga (Perhari) : Rp 175,000
Harga paket 2 hari weekend (Sabtu & Minggu) :  Rp 275,000

Harga (Perhari) : Rp 7,000,000
Harga paket 2 hari weekend (Sabtu & Minggu) : Rp 13,000,000

MULTICAM FULL HD 3 Camera NX 70+

3 Tripod + Converter HDMI to SDI +

Mixer Digital HD Panasonic AG-HMX100 +

Monitor 19inch

– Clearcom (4 Channel)

– ATOMOS HD/SDI Recorder +Cabling System

– 3 Camera Person

– 2 Crew

– 1 Mixer man

– Editing with non linear (Premier Pro), Output DVD/Flashdisk HDV File

– Live Streaming Video Spect:

– Software Adobe Live Media Encoder

– Stream Catcher Card (input HDMI, SDI, RCA, Componen, S-Video)

– PC Spect: Processor i3, Ram 4GB, VGA 1GB, USB 3 Connection,

– Streaming Resolution up to 1280×720

– Stream to Youtube.com, Skype, Microsoft Live

– Operator

– FREE: Setting+Pengawal+Anter jemput (Jakarta)

DOLLY TRACK MOBILE  – Harga (Perhari) : Rp 300,000
Harga paket 2 hari weekend (Sabtu & Minggu) : Rp 500,000

– 4 High Adjustment (145cm, 110 cm, 45cm, 35, cm)

– long Rail 1,2m-3,6m (@ 1,2mx6)

– sangat Mobile (Mudah dibawa kemana-mana)

– Ball Head 100mm Manfrotto 526

– Harga Belum termasuk Pengawal Alat Rp. 100.000,-

Background Photo Kertas ukuran 3m x 11m Warna : – Putih – Hitam – Hijau (Green Screen) sudah termasuk 2bh tripod stand background

Paket Strobish 3 Flash 580 EXII, Strobish Kit Falconeyes K-9, Triger Yungnuo utk 3 flash – Harga (Perhari) : Rp 350,000
Harga paket 2 hari weekend (Sabtu & Minggu) : Rp 500,000

RENT TELEVISION TV

Monitor 21 inch Rp. 500.000

TV Monitor 29 Inch Rp. 500.000

TV Monitor 42 inch ( 104 x 64 cm ) Rp. 750.000

TV LCD 42 inch ( 104 x 64 cm ) Rp. 850.000

TV Retrobox 60 inch ( inch x 100 cm ) Rp.2.500.000

RENT TV PLASMA WALL ORION

Seamless@42 inch 93 x 53 inch 2×2 Configuration :

( 186 x 106 cm ) Rp. 8.000.000

3×3 Configuration : ( 279 x 159 cm ) Rp.15.000.000

4×4 Configuration : ( 372 x 212 cm ) Rp.25.000.000

5×5 Configuration : ( 465 x 265 cm ) Rp.35.000.000 ( Negoable Please Inform to us )

RENT MOTION DIVE & SKB SET

Motion Dive Tokyo Rp. 850.000 Include laptop * (Motion Graphic Consult)

VIDEO MAPPING PACKAGING SKB

Set Multimedia Production Rp. 90.500.000 with negotiable

( No with Material Design 3 D Mapping )

Full Set Equipment Access

* Projector LHZ Sonic 40,000 ansi @ 10 pcs

* Video Mixer 4 Channel

* Composite Video SistAmplifer

* Computer to Video Swicher

* Video Monitor 14 inch

* Quad Processor Video

* DVD + VHS Player

* Stabilizer

RENT VISUAL JIB

Visual Jib adalah product pertama di dunia dengan konsep memberi gambar dari video projection berupa visual animasi motion grafic, visual effect pad area permukaan ( ground ) dan dapat berputar 180 derajat menyapu zona ruangan yang tersedia Spec : panjang total 12 meter / stal ukuran 11 x 9,8 cm / jangkauan lengan 7,45 cm / tinggi maksimal 7,70 meter tinggi minimal 20 cm / kapasitas max 27 kg / Computer laptop pentium Core 2 duo / Motion Grafic tools motion Dive Tokyo consule

RENT INTERACTIVE MOTION PROJECTION

Rp.15.500.000 termasuk 1 orang installer ( bukan operator ) penambahan Mixerman Rp.1.000.000

RENT VISUAL JIB 12 meter

Harga (Perhari) : Rp 6,500,000
Harga paket 2 hari weekend (Sabtu & Minggu) :
Rp 12,000,000

4 Camera SONY XDCAM EX3 +

3 Tripod + SXS CARD (2Bh 8GB+2Bh 16GB/32GB) +

JIMMYJIB TRIANGLE 9M +

OPERATOR+

Mixer Digital HD Panasonic AG-HMX100 +

Monitor 19inch – Clearcom (4 Channel) – ATOMOS HD/SDI Recorder +

Cabling System – FREE: Setting+

SWITCHERMAN+

Visual Jib adalah product pertama di dunia dengan konsep memberi gambar dari video projection berupa visual animasi motion grafic, visual effect pad area permukaan ( ground ) dan dapat berputar 180 derajat menyapu zona ruangan yang tersedia Spec : panjang total 12 meter / stal ukuran 11 x 9,8 cm / jangkauan lengan 7,45 cm / tinggi maksimal 7,70 meter tinggi minimal 20 cm / kapasitas max 27 kg / Computer laptop pentium Core 2 duo / Motion Grafic tools motion Dive Tokyo consule

RENT INTERACTIVE MOTION PROJECTION Rp.15.500.000

AUDIO SYSTEM Mic Audio Slice Cover Rp. 500.000

Specker SANHAN SH 361 Rp. 550.000

RENT LED Screen

1 . LED Indoor Pixel 5 ( P5 ) @ Per Meter Square Rp. 2,800,000 size Modul 50 x 50 cm

2 . LED Indoor Pixel 7 ( P 7 ) @ Per Meter Square Rp. 2,800,000 size Modul 50 x 50 cm

3 .LED Outdoor Pixel 7 ( P 7 ) @ Per Meter Square Rp. 2,800,000 size Modul 50 x 50 cm

4 . LED Outdoor Pixel 15 ( P 15 ) @ Per Meter Square Rp. 3,500,000 size Modul 50 x 100 cm

IMG-20131228-00571 IMG-20131231-00587 Keterangan Terimakasih Rumah Inovasi Design Merchandiser Founder

http://www.stationdesign.wordpress.com

CP : Chandra Sugiharto@oemtjsoe 085318955333 ||

Pin  51846066

PRICE LIST PHOTOGRAFER

alun kejaksan

Kilobyte Rp. 10.500.000, –

• 1 Photographer.
• 1 Album 8RP Magazine Landscape (20x30cm) Full Edit.
• 1 piece Box album. • 1 DVD Photo Files.
• Bonus: 1 enlargement 12R (30x40cm) + Frame Kayu.

Megabytes Rp 15.500.000, –

• 2 Photographers.
• 1 Album 12RS Magazine (30x30cm) Full Edit.
• 1 piece Box album. • 1 DVD Photo Files.
• Bonus: 1 enlargement 16R (40x50cm) + Frame Kayu.

GIGABYTE Rp. 17.500.000, –

• 2 Photographers.
• 1 Album Magazine 12R (30x40cm) Full Edit.
• 1 piece Box album. • 1 DVD Photo Files.
• Bonus: 1 enlargement 20R (50x60cm) + Frame Kayu.

Terrabyte Rp. 27,000,000, –

• 2 Photographers.
• 1 videographer.
• 1 Magazine Cover Album Leather 12R (30x40cm) Full Edit.
• 1 piece Box Album.
• 1 piece DVD Photo Files.
• 1 piece DVD Video Files.
• Bonus: 1 enlargement 24R (60x80cm) + Frame Kayu.

WEDDING

STANDARD Rp. 16.000.000, –

• 2 Photographers.
• 2 Album 8RP Magazine Landscape (20x30cm) Full Edit.
• 1 piece Albums Box 2 bunk.
• 1 piece DVD Photo Files.
• Bonus: 1 enlargement 12R (30x40cm) + Frame Kayu.

MEDIUM Rp. 26.500.000, –

• 2 Photographers.
• 1 Album 12RS Magazine (30x30cm) Full Edit.
• 1 album 8RP Portrait Magazine (20x30cm) Full Edit.
• 1 piece Albums Box 2 bunk. • 1 DVD Photo Files.
• Bonus: 1 enlargement 16R (40x50cm) + Frame Kayu.

EXCLUSIVE Rp. 38.000.000, –

• 2 Photographers.
• 1 Album Magazine 12R (30x40cm) Full Edit.
• 1 Album 12RS Magazine (30x30cm) Full Edit.
• 1 Album 8RP Magazine Landscape (20x30cm) Full Edit.
• 1 piece Albums Box 2 bunk.
• 1 DVD Photo Files.
• Bonus: 1 enlargement 20R (50x60cm) + Frame Kayu.

PREMIUM Rp. 35.000.000, –

• 3 Photographers.
• 2 videographer.
• 1 Magazine Cover Album Leather 12R (30x40cm) Full Edit.
• 2 Album 12RS Magazine (30x30cm) Full Edit.
• 1 piece Box 3 Album bunk.
• 2 pieces of DVD File Photo.
• 2 pieces of DVD Video Files.
• Bonus: 1 enlargement 24R (60x80cm) + Frame Kayu

TERMS:
PRE WEDDING

• Shooting Left 1 day, max. 10 hours / day.
• Additional day be charged Rp. 750.000, – / day.
• Shooting Locations costs borne by the Client.
• Shooting Locations in Region Municipality / Distric Jakarta & Bandung area and its surroundings.
• Shooting Locations can be discussed outside of Jakarta & Bandung area area first.
• Especially for shooting outside the Territory Bandung, Accommodation Transport borne by the Client.

WEDDING

• Time Taken for International 1 day Full Time.
• Time Taken for Traditional (PACKAGE) A maximum of 2 days (Pengajian / Siraman & Akad + Front Desk)
• Additional day be charged Rp. 750.000, – / day.
• Shooting Locations in Region Municipality / District. Bandung and its surroundings.
• Shooting Locations can be discussed outside of Bandung area first.
• Especially for shooting outside the Territory Jakarta & Bandung Area, Accommodation & Transport borne by the Client.

Jika ingin lebih jelas silahkan adm kami di 085318955333 . Terimakasih
Rumah Inovasi Design Merchandiser
Founder
Chandra Sugiharto
Fanpages Facebook : Retro Kaos
http://www.stationdesign.wordpress.com

 

 

 

 

 

aew

0023

QUICK EXPRESS – Order T-Shirt

revisi unity production

New Image

T Shirt Carnaval 3 Design by Stationdesign
T Shirt Carnaval 3 Design by Stationdesign

Stationdesign and Retro Kaos menerima order kaos, sweater, topi, jaket, Training, makloon sablon.

Material Branding Promo

Rumah Inovasi eSDi Pro||Merchandiser||Consept Event||SPG||Management Artis||Video Klip||Motivasi Training||Digital Printing||

List Production Rumah Inovasi eSDi Pro :

T-Shirt …..Combat 30s
…..Combat 20s
…..Cardet
…..TC
…..CVC
…..Polyster

Polo …..Combat 30s
…..Combat 20s
…..Lacoste Cotton

Kemeja…..Japan Drill
….American Drill
….Taipan Tropican Dril
… Sogo

Jaket. …. Taslan+Furing
…. Parasit+Furing
…. Canvas+Furing
…. Drill+Furing
…. High Twist+Furing
…. Diodora/Lotto/Adidas
…. Tropica+Furing
…. Corduroy
…. Fleece
…. Tessa+Furing
…. Ripstoct+Furing

Buddy Bag. …. Laken Tissue
Paper Bag. …. HVS/Carcier/
Mug. …. Polos
…. Colour
Hummer Mug. …. Plastic
…. Alunium
Pulpen. …. Polos
… Colour
Gantungan Kunci …. Karet
…. Busa

Kami mempunyai vendor dipercaya, karena pengalaman kami terpilih Sertifikasi ISO 2010 Achviment The Produksi.
Diantara Klient Kami seperti ;
– Gudang Garam
– OrangTua Group
– Susu SGM
– Coca Cola
– XL – Provider
– 3 – Provider

– Masih banyak lagi klient-klient kami yang tidak bisa disebutkan satu persatu.
Jika ingin lebih jelas silahkan adm kami di 085318955333
. Terimakasih
Rumah Inovasi Design Merchandiser
Founder
Chandra Sugiharto
Fanpages Facebook : Retro Kaos
http://www.stationdesign.wordpress.com

With this we want to be responsible for T-shirt shows an example on our website without the permission of relevant parties
We would like to request Sorry that spurred us to produks design team, we want to inform related parties who have provided ideas and motivation.

And before that we thank you for the opportunity given to us for Cooperating in Design Distro suggestions for progress.
We hope with our apologies stakeholders can help to produce t-shirts are handed to us for the production of your t-shirt design

Through this letter to you hoping to support collaboration, where we can manufacture and realize our petition. Because we believe the father of this policy can be implemented and it can be a single bond and partnership that continuity
Thus the production of a written request we hereby offer, Up attention and cooperation we would like to thank

Stationdesign

Founder: Chandra 085318955333

2nd Option:
We service area of The Worlds

CODE ::: / ::: ORDER FORMAT

LOVE / name / contact details / NoHP / size / color
HOW TO ORDER ::: :::
A. Send the appropriate format of data orders / bookings and sent to the code 085318955333
2. You will receive the amount to be paid from the Retro T-Shirt.
3. Stages of completion, you are just waiting for the T-shirt orders.

SHIPPING ::: :::
through TIKIJNE after the goods are ready.

PAYMENT ::: :::
transfer to the account (to be confirmed)

* for confirmation,
VIA SMS and INCLUDE your name and order when the confirmation

Regards,

T-Shirt
085318955333
stationdesign@ymail.com
http://www.stationdesign.wordpress.com

DESCRIPTION ::: :::
ACCORDING TO YOUR THEME

PRICE ::: :::

* Price does not include sis

SPEC ::: :::
Color = Black / White (Pre Order)
Material = Cotton 20s
Sablon = Rubber / Request Only Sablon (Pre Order)

MATERIAL ::: :::
ACCORDING TO THE ORDER * (according to your budget calculations

SIZE ::: :::

For available sizes:
S = Width 44; length 64
M = Width 48; length 68
L = Width 52; length 72
XL = Width 56, Length 76
XXL = 60 Width: 80 Length
XXXL = 64 Width: 84 Length
4 XL = 68 Width: 88 Length

COMPANY PROFILE

StationDesign begin as the vision of my dream to build the first entrepreneur with modern, conveniences to suit own creative needs. Soon friends, impressed with simple elegance and lasting comfort , pressed him to build StationDesign“ loyal costumers produce 90 % of brands profits “ Lestie Wonderment , Being Direct Business Focus In today challenging business environment, satisfying your customer’s need and wants and turn developing loyal customers, is of paramount importance for the growth of any business . The Hospitality industry that need to not only keep up with their competitors but also be a step ahead Out sourcing a method used in various business applications has proven to be a cost efficient strategy to allow organizations to focus on what they do best Trough marketing made easy By outsourcing who StationDesign, you will be tapping into a proven formula that is currently operating in over 50 company and business thought out the world . Consultant Design and Promotion Product are Lecture 3 D – Interior Design – Printing Mobile – Promotion Event – Website Builder – Online Shop and Fulfillment of interface to generate accurate and timely tracking and reporting , analysis by outlet The solutions is complete with StationDesign module, allowing partner and clients alike to mobilize membership data for effective communications via email and direct mail . Well defined and frequent communications created essential top of mind awareness and enables businesses to effectively promotions , special and executing promotions , this solving the rational challenge of developing executing promoting exciting , which lack effective distribution channels “People expect a certain relation from a business and when you pleasantly those exceed those expectations you passed an important psychological threshold “ Richard Thalheimer President , The Sharper Image A partnership for Profit StationDesign engages in long term business partnership to facilitate the outsourcing of business project program , thus enabling a business “ team to service more modern market segment StationDesign, offers a complete turnkey solution for high and company groups, stand alone company . entertainment business development program for sector and other businesses to develop a loyal local base of frequent users that will that will drive incremental revenue to all cost centers As partner , we will work with your own business in house professional and together establish a formidable team to tackle the challenges of your particular industry or market place and focus on achieving your business objectives and long term “ be Picky ,business solution is a life in your goal “ Chandra Sugiharto When loyalty counts StationDesign is the global leader , with five years experience , in professional management of loyalty business solutions and a link network . Our partner client base of the world’s most prominent brands product StationDesign, we are a dedicate group of brands and products with local experience, knowledge and business units that are supported by a comprehensive global infrastructure and state of art technological capabilities The Real Question The old Time challenge and question of whether or not you can effort or budget will stretch to advertise to market has been solved. The Question is now “ can you afford not to form a strategic alliance and partnership with StationDesign Production When loyalty counts, allow StationDesign Production to assist you ! StationDesign Management Consultant Design and Promotion Product are Lecture 3 D – Interior Design – Printing Mobile – Promotion Event – Website Builder – Online Shop  History Our company was started in 2005 as an event management company that looks into providing all kind of service for a vast area of activities that range from corporate event , brand activations, conference , exhibition and seminar, and also entertainment service which all fall within the corporate sphere The focus remains towards constantly building on past experiences and providing top of the line service at competitive price that help us deliver on we promise and further customers satisfaction by providing then more that they expect out parenting with us Our clients have seconded our claim, where we say we work on getting maximum quality generated from our service through competitive pricing and this is reiterated from the fact that most of the companies who have worked with us in the past, have already signed us on their future arrangements and we look to build a fruitful business relationship with them

Warm Up Your Relationships

Perhaps, after experiencing a variety of experiences, your relationship with your partner begins to decline, or already chilled, or even crack. Things seemed to go awry. Maybe you feel increasingly nervous, anxious, or tightness. Prior to this condition already progressed to a worse direction, you need to do something to restore the warmth and romantic atmosphere that you originally dreamed. NLP-Hypnotherapy is an alternative that can be very helpful in restoring your relationship in an effective, rapid and healthy.

MAKE IT SIMPLE, KEEP IT SIMPLE

Various things and events, if left by itself tends to lead to conflict. This is reasonable because of various changes continue to occur, where each change tends to cause problems. That is why some say that life is a decision, and every moment, every person needs to make decisions that affect the quality of life, including the decision to complicate or simplify all the problems he faced. So … .. make it simple, and keep it simple ….
Human relationships is something that is very very soft (delicate) and fragile. That is why the line between love and hate can be very thin. This is caused by a variety of different characters who exist within every human being makes it unique and distinctive, yet vulnerable at the same time different from the others, including spouses. Person’s ability to manage these differences affect the quality of life, including quality of relationship with her partner. A couple who continue to survive in harmony, warm and romantic, definitely very good at managing the various differences between them so it does not take her to the natural course of the conflict, but rather to a positive and constructive direction.
Many theories, tips and advice offered by the wise men. Maybe you are among those who have attended training on interpersonal skills with a variety of tricks you probably know. But why is his real conditions become so difficult? The answer probably is because you do not make it simple, and keep it simple.

ONLY THREE defining element

In a variety of experience in guiding couples (married couples), we found that when simplified, there are only three elements that determine the warmth of your relationship with your partner. Platform (platform) of a solid, Attitude Give Warmth, Communication and Romantic. Many couples who originally thought this was too simplified, over-simplified. And I jokingly responded with a KISS
(Keep it simple …. Stupid! – Sorry this is only a joke).
Precisely because this idea is so simple it effective. There has never been couples who come to us with the intention to improve relations, not successful, or partially successful. So rest assured that things are immediately delivered under this highly effective, precisely because of its simplicity.
The following discussion is intended for normal couples (not having certain behavioral disorders associated), which has been and will be united with each other in a serious relationship.
Element 1: Solid Platform (solid foundation)
Have you ever experienced a situation which is too confusing because obscurity goals / directions / way to go? Go awry? Silence is wrong, something wrong?

Solid foundation is about the formulation of norms that you both agree in 6 common things that most often interfere with the warmth of relationship couples:

* ¨ Communication

o What things should be communicated? Which should be communicated? And that does not need to be communicated?
o When to communicate? In what conditions? When and how to communicate it to delay?

* ¨ Warmth

Here need to be agreed that the warmth required to be present in your relationship together. Without warmth, your relationship will be more cold and stretch, and then get away with all its negative consequences.

More details of this matter will be discussed in Element 2: Giving Warmness (attitude with warmth).

* ¨ The arguments and conflicts

Incompatibilities, irregularities and violations will occur SURE. You both need to plan and prepare to manage it. Stories “… and so They live hapily ever after …” after the wedding, there are only in fairy tales. Point.
Every person has a tendency specific conflict styles. Identify and agree on three things:
How to arguments and conflict resolution appropriate for each type of case.
Your own style of natural conflict.
Style your partner conflict.
How to seek settlement of arguments and each koflik for you both to each type of case.
Conflicts are dealt with naturally follow the style of conscience and instinct, SURE would not solve the problem and will plunge you both on the situation of ‘win-wins’ (each want to win).

* ¨ Norma manners and social norms need to be formulated in a specific, both for the association among gender (sex) as well as between genders, to order social work and social life and family. You need to be more sensitive to understand the background of ‘cultural’ your partner. Someone who is familiar with a very polite manners certainly very different from those accustomed to a metropolitan lifestyle that “slang”, for both social and business affairs. Avoidance of clarity in this regard will only damage your relationship warmth, because of various prejudices can come mess.

* ¨ Leadership (leadership), “Of course the husband who should lead”, so said the various norms in force in our society. But whether in the way of cooking had to be led? (Enter the first and kecapnya onion ….). In terms of what needs to be given general rules that guide and the details left to your spouse, and in terms of what needs to be discussion and a decision you, as a wife / husband? You both need to formulate this, once again, walking / parallel with daily activities. Just as important, you need to be consistent and consistently abide by and respect the decision taken by your partner in his capacity. If there was less appropriate, compromised if the incident in question needs to be changed, or changes made in the rules of the game and applied for cases to come.

* · Economy How the financial arrangements, the revenue, expenditure, savings, assets, etc.? Budget system using envelopes or passbook (with ATM card) for each of the expenditure items, or that something? Who decides go to the post where, out of the post where? For a nominal how? How to give / receive assistance from other family or friends? When all this has been established, subsequent implementation in a transparent live scrolling.

The formulation of all the above can be done in a relaxed but serious, and takes place while running (parallel) with daily activities. You need this document in order to keep a systematic, although relaxed.
Once again need to be reminded, you need to build and establish these elements in a relaxed but serious. Everything is handled in a too tense or too underestimate, will not produce good results.

Element 2: Giving Warmness (Give Warmth).

Remember you still dating moments, times when one partner approached and began to be accepted by a partner? When your relationship is still new and warm-warm before making a commitment and / or married? In general there is a real attitude is found in couples who are “hot”, the attitude of giving warmth, Giving Warmness. Attention, affection, even though the material given to her partner unconditionally, without demanding. Any difference between “small” softened and no question, everything is beautiful flowered.

Why so professed commitment, either in the form of a more serious relationship or in the form of marriage, everything was changed? The attitude of ‘Giving’ changed to ‘demanding’ (sue). The warmth and the love turned into a necessity and obligation? You can imagine, or even feel, how different the climate that arise only from changes in this attitude. The situation is like changing from the Giving in the ‘off’ it, and the ‘demanding’ in ‘on’kan. It’s that simple.
Simple as that also the back like when I was ‘hot’. ‘Off’ right button ‘demanding’, and ‘On’kan the’ Giving ‘, and the contents of’ Giving ‘by’ Warmness’ (warmth).

Tips: Warmth for each individual can differ from one another. You need to identify what and how the perceived ‘warmth’ by your mate. Communication continues to be maintained very help you get to know each other and understand your partner’s perception adopted.

Element 3: Romantic Communication (Communication of Romantic).

Is there anything more beautiful than a romantic relationship? Is not this a cause love is blind? There is a proverb which says: “… if there is one thing That cans conquer a great power … it must be love …” (… if anyone can beat a great power … it must be love …). And fuel is romantic love. With the attitude of ‘Giving Warmness’ that had been built, you can do ‘Romantic Communication’ with ease and flow beautifully. You just need to find what is romantic for their spouse. Communicate openly and transparently. Your enemy is yourself, that may be too proud to ask for, stating that you need. “He should have understood by itself!” Is the assumption that the TOTAL wrong. You need to continue to ask for it, need it. Can you dismiss or reject the request of a little boy who innocently funny?
Berhasratkah you give to people who are selfish and annoying? Tips:

1. If after trying you still have difficulty realizing all of the above, you need to learn specifically through the various readings are available at bookstores, or through various seminars or coaching. If still have problems, maybe it’s time you seek professional help in charge of this. Let your relationship grow in ways that are less healthy will only be like removing various time bomb that is not clear when it will explode, roll follows the lives of both of you

Strategic Planning : Can Goals be Bad?

Opening new franchise stores in an area is not easy. We often hear about the various constraints, like rejection from society, demo from smaller similar business, and difficult licensing procedure.

This shows the importance of Social License to Operate. It is important for a business to get an official business license as well as the social license. It is also very important to build the support of all parties in the region before opening the business. If we are not able to get an official business license, our business will certainly be closed because they are considered illegal. If we do not seek to obtain social support, we will be warned to close the business because it is deemed to be “unwanted” in the area. So we can see that obtaining social license is as important as obtaining formal license.

There are some tips that are commonly used by different types of business to get Social License to Operate, they are:

1. Social mapping

Before getting into an area and starting the operation, conduct a social mapping. The things to be mapped include:

– Decision makers: the official officers, authorities, and those who have authority in the region.

– Opinion builders: anyone who is considered a role model and heard by the public. They could include the elders, indigenous elders, community leaders, leaders of local mass organizations, NGO leaders and youth leaders.

– Influential media and people’s habits of media consumption.

– Characteristics of the society and the consumers, conversation topics from hot topics to sensitive topics, their needs, untapped potential, welfare level, etc.

– Market and competitors: the important industry players in the region, our competitors, potential partners, and those who are potentially hindering our business. Identify vendors and local resources that we can use.

– Perceptions and expectations of the local community toward what we have to offer; whether they are waiting for, already bored, or against what we are bringing about.

2. Plan your strategies and do formal and non-formal approaches.

Having a “social map” will make it easier for us to manage the strategy for formal and non-formal approaches. We can make short, medium and long term plan about our progress in the region and the community’s support for our business. Set realistic targets according to our needs and local conditions. This stage includes:

– Determine our position in this new region. Who we are, what we contribute, what we can give that others cannot and who will benefit from, love, and even seek our products.

– Determine the issues that we will manage in the area: what is our part in contributing to the region, how we can meet those needs, why they need to support us, and so forth.

– Conduct formal and informal approaches. Do a lot of consultation, embrace and build a good bargaining position with the priority leaders based on the results of the above social mapping. Make sure they agree that our presence there is important; our contribution is positive and necessary. Build this perception well through approaches to formal and informal leaders, including local authorities, community leaders, editors, journalists, and opinion builders. Make them your friends and companions.

As one public relations employee at a branch office said, “Many people felt the need of practicing corruption, collusion, and nepotism (KKN); they should pay here and there for support. For me, friendship is more important. By having friendship, we will have a better bargaining position and they will be willing to do what we need from them without payment.”

– Embracing the industry players who could potentially become mutually beneficial partners. As much as possible, try not to make anybody feel “annoyed” or “threatened” with our presence so they would not sabotage our business.

3. Build togetherness and the sense of belonging

At the opening, invite them all to attend the occasion so they too have the sense of belonging. Show them the success examples that we have done in other areas. While the business is running, do a lot of consultation and

4. Sustainable communication

Regular approach and communication should be done continuously.

– Report the contribution progress we make, the welfare advances of the workers and their families, the communities, and our contribution to the region.

– Strengthen the perception that we are needed and beneficial to the area.

– Prove that we are loved by the community and local consumers.

– Pay a visit to important people mentioned above periodically and continuously build strong friendship with them.

– Make good friends with local journalists. Help them by giving interesting news about our business.

– Make ourselves useful resources for many parties.

– Empower the local businesses to support our business creatively. Create loyalty and broad support with mutually beneficial network.

5. Make contribution

Perform Community Development and CSR (Corporate Social Responsibility) through various social and meaningful empowerment activities for community constantly and sustainably so that it can be measured. Find creative things to make the community development and CSR completely integrated and thus support our efforts to create productive, profitable, and efficient business. Do not forget:

– Conduct an analysis to find out whether such activities can be really useful and build appreciation for our business. Perform betterment for each stage so that it will generate more benefits.

– Communicate the results of the development that we have measured.

– Document and communicate all received impressions, messages and awards.

6. Do monitoring and evaluation periodically.

– Measure the success and the challenges that arise over time.

– Compare with the targets we have set previously.

– Was there any strategy that did not work? Were we over-confident and did not take some important aspects into account that.

– Perform strategy adjustment on an ongoing basis so that we can achieve our targets in the region significantly.

Above are the common things that can be used to obtain a Social License to Operate. Every type of business and area must need unique and different strategies. So, know your business, the area to be entered and how significantly we can build and contribute to the area, which in turn will produce a Social License to Operate and sustainably create the important social capital for the success and development of our business.

Banks failing, real estate loans made to people who do not and did not have the means to repay them, institutions using derivatives without fully understanding the risk – what happened? Were executives trying to meet their goals? Did these goals enable them to qualify for significant bonuses? Did this achievement of short-term goals lead to long-term instability?

Many of the financial institutions currently in distress did not pay heed to the warnings of a real estate bubble. Instead many institutions developed plans to keep the top line growing in spite of the increasingly risky nature of the borrowers and the overvaluation of the underlying collateral. Could this have been prevented?

Well, hindsight is 20-20, but the lessons here are important and should be a part of your strategic planning process:
1. Evaluate external forces – (is there a bubble?) Are your goals consistent with the external environment?
2. Are top line growth goals in line with long-term stability and perhaps survival?
3. Are you not investing in key projects in order to make the top line?
4. What will the consequences be if you do not invest? Will it impact your long-term growth?
a. Will your phone system go down if you do not invest?
b. Will you have a safety issue if you do not continue with training?
c. Will you have inadequate staff for the upturn if you do not replace key positions now?
5. Are you taking on customers who are a time sink in order to make your top line?

As your team weathers these turbulent times be sure you set realistic goals that not only allow you to survive the downturn, but also position your team for the upturn when itStrategic Planning: Can Goals be Bad?

Banks failing, real estate loans made to people who do not and did not have the means to repay them, institutions using derivatives without fully understanding the risk – what happened? Were executives trying to meet their goals? Did these goals enable them to qualify for significant bonuses? Did this achievement of short-term goals lead to long-term instability?

Many of the financial institutions currently in distress did not pay heed to the warnings of a real estate bubble. Instead many institutions developed plans to keep the top line growing in spite of the increasingly risky nature of the borrowers and the overvaluation of the underlying collateral. Could this have been prevented?

Well, hindsight is 20-20, but the lessons here are important and should be a part of your strategic planning process:
1. Evaluate external forces – (is there a bubble?) Are your goals consistent with the external environment?
2. Are top line growth goals in line with long-term stability and perhaps survival?
3. Are you not investing in key projects in order to make the top line?
4. What will the consequences be if you do not invest? Will it impact your long-term growth?
a. Will your phone system go down if you do not invest?
b. Will you have a safety issue if you do not continue with training?
c. Will you have inadequate staff for the upturn if you do not replace key positions now?
5. Are you taking on customers who are a time sink in order to make your top line?

As your team weathers these turbulent times be sure you set realistic goals that not only allow you to survive the downturn, but also position your team for the upturn when it

Acquisitions: Developing a Successful Integration Process

At the conclusion of the due diligence process you should have at your finger tips a great deal of knowledge concerning the acquisition target. At this point you will be making a go/no go decision. If the decision is a “go,” you have the information that you need to start your integration process if you decide to move ahead with the acquisition. You now know where the strengths and weaknesses are and where the differences are in policies and procedures. You also have an idea of what the organizational structure will look like once the acquisition is completed. But you can not develop the integration plan in a vacuum; you need the buy-in of the key players of the acquisition target.

How do you get their buy-in?
Look to the future to help determine integration priorities
Instead of getting into the details first, we find it is important for the key players on both teams (acquiring company and target) to have a similar vision of where the industry is going (Industry Scenario) and what the key characteristics are of the winning company (Winner’s Profile). If you start with the big picture, often the details fall into place and the priorities become more obvious. Another option, if time permits, is to develop a full strategic plan.

What about risk?
In the due diligence you develop Threats to the business – but you should do this as a joint team and assess which of the threats has a potentially high impact and a high probability. The combined team should discuss different ways of mitigating the risk.

Now for the details
Once you have a big picture view of the industry, have developed the key characteristics of the winning company and have assessed threats, you are ready to discuss the Acquisition Issues that arose during the due diligence process. What topics need to be addressed? At this point, you will spend time looking at the issues that arose from the due diligence – both teams need to be involved in developing solutions. In addition, you need to develop other aspects of the integration plan: Communication – what will it look like to the employees of both companies? What will we tell our customers? What will we tell our suppliers? Are there any policy and procedure changes we need to make as we go through the integration process? What is the transition plan for the health care plan and other employee benefit plans (e.g. 401k)? How are we going to transition the financial system so that we are all working on the same system and there is transparency in the numbers? What do we need to do to get the other business systems working together?

At the end of the Acquisition Issues discussion you need to determine what the key implementation Objectives are – the key projects for the next 30, 60, 90 days and the plans that need to transition over the rest of the year. You will need to set and communicate goals so that people understand what targets they are shooting at to achieve success.

Now you need to discuss the detailed plan with the owners of the business – ideally they have been involved in its development – but still you need to check back and make sure they are fully bought in – otherwise this can be a deal-breaker. This means you need to be brutally honest about what is going to change after the acquisition is complete. A financial forecast is a must – and this too must be agreed to – you must have a clear understanding of what the numbers will look like during the integration phase. You must have agreement on the integration plan and the financial forecast before you close on the deal.

In addition to the integration plan you need to think through how your company will add value to the acquisition target – because if there is no value-add, this probably is not a good acquisition.

After the closing
The first two quarters will be the most important in terms of getting buy-in from the acquired company. If this is the case, why do so many companies miss the importance of this time period? A common mistake is putting all the energy into “doing the deal” and then not focusing on the integration process in the “after deal let-down”. This lack of focus can seriously impact the success of the acquisition. The newly acquired team needs to know that they are now part of a new team and that they are appreciated for the capabilities that they bring to the table.

During the initial period after the closing
Set-up a meeting before the month-end closing to make sure that the financial accounts have been properly transferred to the financial system. Check on progress for the integration objectives – is anything veering off-track? Can you get it back on track or do we need to reset expectations? Get into this routine right away – this will help prevent large surprises down the road. Try to get the acquisition target onto your financial system within the first quarter after closing – then the numbers should be much more transparent as everyone is working with the same system.
Make sure that you have sufficient resources allocated for the integration process – providing support and follow-up as required by the integration objectives. Often people do not allocate enough of these resources and the acquisition drifts and small problems grow into crises. There should be as many, if not more, resources dedicated to the integration process as you had doing the due diligence.

Communicate
In a vacuum rumors spread both within the company walls and outside in the marketplace- make sure the acquiring company team is visible – talk about what is going on and what is going to happen – even if it is unpleasant. Hiding information does not make the bad news go away.

Monitoring
Monthly: make sure the integration objectives are on track
Quarterly: do a deep dive into the financials – are there any red flags?
After one year – release the escrow – there should be not major surprises after 12 months – unless you have not been involved. Monitor your key metrics:
– Are you meeting your financial targets?
– Are you retaining the key people?
– Has the acquiring company added value to the acquisition?
– Would you do the deal today if you knew what you know now?

Integration is a complex process and each deal will generate different objectives. We have found that, if you agree on a shared industry vision and the characteristics of a winning company, the priority objectives become clear to the teams on both sides of the table. Integration objectives and goals will flow from the common industry vision. This is not to say there will be total consensus – there still will be some difficult times, but this will get the team on the path to a successful integration process. This integration is often neglected during the after deal let-down, but if your team focuses on integration and resources are allocated to make the process a success, your acquisitions will be more successful. Remember, more the 80% of acquisitions fail to live up to management expectations.

Integration Process – Option 1 – 2-3 Days
This process can occur either before or after the transaction is completed, ideally before.
1. Industry Scenario
2. Winner’s Profile
3. Strengths and Weaknesses
4. Threats
5. Acquisition Issues
6. Objectives
7. Communication
8. Monitoring Process

Integration Process – Option 2 – Full Strategic Plan – 3 Months
1. Situation Analysis
2. Strategy Formulation
3. Implementation

Some Case Studies
Wyeth: Traditional Pharma vs. Bio Tech
During the mid-1990’s WyethPharma developed a vision of the pharmaceutical industry, in their scenario they saw that traditional pharmaceutical development would not be as fertile for opportunities as a biotech approach which mimics what actually occurs in nature. Understanding that this technology would foster significant future growth, Wyeth faced the decision to build from scratch or buy. The Wyeth team decided that an acquisition would be faster than building from scratch and they acquired two companies: Genetics Institute and American Cyanamid (now Wyeth Biotech). Wyeth did not hesitate – they jumped in with both feet with a significant investment to fund these acquisitions. During this timeframe many other pharmaceutical companies dabbled in biotech but dabbling did not position these companies for success. A decade later Wyeth is still reaping the benefits of its investment decision – the biotech industry is blooming. Their success has lead to their acquisition by Pfizer.

Some Insight into the Wyeth Integration Process[1]
Wyeth used strengths and weaknesses analysis to help determine “best practices”. Often this analysis leads to the acquiring company bridging areas of weakness in the acquired company but not taking advantage of the strengths of the acquired company. WyethPharma saw that WyethBiotech needed to understand market needs and market niches early in the development life cycle to ensure that the resulting drugs would have commercial viability. This moved WyethBiotech from developing drugs looking for a problem to solve, to seeing a market need and solving it by developing a drug.

What was unusual is that WyethPharma identified some strengths within WyethBiotech that would help its traditional pharmaceutical business. It is unusual for an acquiring company to learn from its acquisition. WyethPharma made changes in two key areas:
1. Pay for performance culture
2. Flexible manufacturing, by focusing on using a small number of processes in the production of pharmaceuticals rather than a unique process for each drug.

So, during the implementation process it is important to understand the strengths and weaknesses that both parties (each party) bring(s) to the table and to capitalize on the strengths of each to develop “best practices” that are a combination of the best from both companies.

Pharmaceutical Company uses a Full Strategic Plan for Go/No Go Decision
Another pharmaceutical company was looking to buy its supplier of excipients. These are the compounds that allow for the time-release factor in drugs (e.g. your 24 hour tablets). The team wanted to develop a full understanding of the supplier’s business before making the final decision. So teams from both the acquiring firm and the targeted firm set forth to develop a strategic plan. Over the course of three months the two teams went through the Simplified Strategic Planning process including:
1. Situation Analysis
2. Strategy Formulation
3. Implementation

During the process, the acquiring team developed an in-depth understanding of the business including details about the markets served and the competitive environment. They also had a hand in developing and understanding the possible opportunities for the target company.
At then end of the process they decided to go ahead with the acquisition. Having the strategic plan in hand, they had an integration plan in place and they had developed a good working relationship with the target company senior management team. After finalizing the transaction the team kept the strategy on track through the monitoring process, ensuring a smooth transition.

[1] ” Wyeth’s Multibillion-dollar Biotech Bet”, by Elizabeth Svoboda, Fast Company, January 14, 2009
Posted by Denise Harrison at 1:45 PM 0 comments
Monday, August 31, 2009
How Can Smaller Companies Compete and Win?
Denise A. Harrison
Vice President

Smaller companies often feel dwarfed by the giants in their industry, especially during tough times. Often industry giants are better at weathering economic downturns with their wide array of resources. But Arena Resources’ strategy not only allowed the company to survive this economic downturn, but turn in exceptional performance – better than the industry leaders. Arena Resources, a small oil exploration and production company, has less than 2% of the revenue of the industry leaders (Shell, Exxon Mobil). In addition, very few industries have had to endure greater fluctuations than the oil industry with oil price highs of $147 per barrel in July, 2008 and lows of $30 per barrel in December, 2008. How did Arena Resources make it onto the Fortune list of fastest growing companies (#8) in spite of this industry turbulence?

The Road Less Traveled

Arena Resources chose not to compete directly with the industry giants, instead it focused on oil production assets in the southwestern United States that were no longer attractive to the industry Goliaths. The cost of drilling and producing oil in this region exceeded what was acceptable in the larger companies’ financial models; these companies prefer to concentrate their resources on exploration of large oil fields with large potential. When Arena purchased land in this region (approximately 11,000 acres), the land produced 200 barrels of oil per day. Arena knew through its research and evolving technology, which through investment the land could be more productive. Through Arena Resources’ focused efforts this land is now producing 6000 barrels per day. The company does pay a high cost to produce a barrel of oil – almost $35 per barrel, so when oil prices decline significantly, profitability plummets; but when oil prices are over $60 per barrel the company makes a nice profit. Arena is betting that the price of oil will remain over $60 per barrel for the significant future. The high cost of production and the relatively small output is not attractive to its behemoth competitors, so this strategy to take the road less traveled allowed Arena Resources to grow profitably without going head-to-head with the major industry players.

What about Your Company’s Strategy?

Many companies decide to compete in markets that are attractive, even though larger competitors with greater resources are already firmly entrenched or aggressively pursing these markets. Going head-to-head with industry giants often drains the resources of a smaller player with little forward progress in their market position. Are you going after the attractive markets that set you in direct conflict with industry giants? Are there niches that you could pursue that are not interesting to the larger companies? As you develop strategy your team should consider:

1. Market segment attractiveness (including growth and profitability)
2. Your competitive position in a market segment – what is the competition’s market share? Are competitors already firmly entrenched?

a. What other companies compete in this segment? In this case companies like Exxon and Shell focus their resources on exploration, looking for the big prizes. Arena focuses on production, but the production increases that are attractive to Arena Resources are too small to concentrate on from a larger company’s perspective.

b. What are the competencies required to compete this market? Do we have them? Are there strategic competencies that give us significant differentiation? In Arena Resources’ case, its competency is secondary recovery from known oil and gas resources – little exploration risk but a requirement for execution excellence. Their competency comes from their knowledge of the geology in the basin in which they work, combined with their technical skills in secondary recovery.

In order to compete and win, you must consider both market attractiveness and the competitive landscape of all of your market segments before you select the ones on which you will focus. You will often find a segment that is smaller has less competition and will provide your company with significant growth and profitability. In strategic planning selecting the road less traveled may be a key ingredient to your company’s success.

Copyright 2009 by Center for Simplified Strategic Planning, Inc., Ann Arbor, MI — Reprint permission granted with full attribution.Acquisitions: Developing a Successful Integration Process
October 6th, 2009
By Denise Harrison, Vice President

At the conclusion of the due diligence process you should have at your finger tips a great deal of knowledge concerning the acquisition target. At this point you will be making a go/no go decision. If the decision is a “go,” you have the information that you need to start your integration process if you decide to move ahead with the acquisition. You now know where the strengths and weaknesses are and where the differences are in policies and procedures. You also have an idea of what the organizational structure will look like once the acquisition is completed. But you can not develop the integration plan in a vacuum; you need the buy-in of the key players of the acquisition target.

How do you get their buy-in?
Look to the future to help determine integration priorities
Instead of getting into the details first, we find it is important for the key players on both teams (acquiring company and target) to have a similar vision of where the industry is going (Industry Scenario) and what the key characteristics are of the winning company (Winner’s Profile). If you start with the big picture, often the details fall into place and the priorities become more obvious. Another option, if time permits, is to develop a full strategic plan.

What about risk?
In the due diligence you develop Threats to the business – but you should do this as a joint team and assess which of the threats has a potentially high impact and a high probability. The combined team should discuss different ways of mitigating the risk.

Now for the details
Once you have a big picture view of the industry, have developed the key characteristics of the winning company and have assessed threats, you are ready to discuss the Acquisition Issues that arose during the due diligence process. What topics need to be addressed? At this point, you will spend time looking at the issues that arose from the due diligence – both teams need to be involved in developing solutions. In addition, you need to develop other aspects of the integration plan: Communication – what will it look like to the employees of both companies? What will we tell our customers? What will we tell our suppliers? Are there any policy and procedure changes we need to make as we go through the integration process? What is the transition plan for the health care plan and other employee benefit plans (e.g. 401k)? How are we going to transition the financial system so that we are all working on the same system and there is transparency in the numbers? What do we need to do to get the other business systems working together?

At the end of the Acquisition Issues discussion you need to determine what the key implementation Objectives are – the key projects for the next 30, 60, 90 days and the plans that need to transition over the rest of the year. You will need to set and communicate goals so that people understand what targets they are shooting at to achieve success.

Now you need to discuss the detailed plan with the owners of the business – ideally they have been involved in its development – but still you need to check back and make sure they are fully bought in – otherwise this can be a deal-breaker. This means you need to be brutally honest about what is going to change after the acquisition is complete. A financial forecast is a must – and this too must be agreed to – you must have a clear understanding of what the numbers will look like during the integration phase. You must have agreement on the integration plan and the financial forecast before you close on the deal.

In addition to the integration plan you need to think through how your company will add value to the acquisition target – because if there is no value-add, this probably is not a good acquisition.

After the closing
The first two quarters will be the most important in terms of getting buy-in from the acquired company. If this is the case, why do so many companies miss the importance of this time period? A common mistake is putting all the energy into “doing the deal” and then not focusing on the integration process in the “after deal let-down”. This lack of focus can seriously impact the success of the acquisition. The newly acquired team needs to know that they are now part of a new team and that they are appreciated for the capabilities that they bring to the table.

During the initial period after the closing
Set-up a meeting before the month-end closing to make sure that the financial accounts have been properly transferred to the financial system. Check on progress for the integration objectives – is anything veering off-track? Can you get it back on track or do we need to reset expectations? Get into this routine right away – this will help prevent large surprises down the road. Try to get the acquisition target onto your financial system within the first quarter after closing – then the numbers should be much more transparent as everyone is working with the same system.
Make sure that you have sufficient resources allocated for the integration process – providing support and follow-up as required by the integration objectives. Often people do not allocate enough of these resources and the acquisition drifts and small problems grow into crises. There should be as many, if not more, resources dedicated to the integration process as you had doing the due diligence.

Communicate
In a vacuum rumors spread both within the company walls and outside in the marketplace- make sure the acquiring company team is visible – talk about what is going on and what is going to happen – even if it is unpleasant. Hiding information does not make the bad news go away.

Monitoring
Monthly: make sure the integration objectives are on track
Quarterly: do a deep dive into the financials – are there any red flags?
After one year – release the escrow – there should be not major surprises after 12 months – unless you have not been involved. Monitor your key metrics:
– Are you meeting your financial targets?
– Are you retaining the key people?
– Has the acquiring company added value to the acquisition?
– Would you do the deal today if you knew what you know now?

Integration is a complex process and each deal will generate different objectives. We have found that, if you agree on a shared industry vision and the characteristics of a winning company, the priority objectives become clear to the teams on both sides of the table. Integration objectives and goals will flow from the common industry vision. This is not to say there will be total consensus – there still will be some difficult times, but this will get the team on the path to a successful integration process. This integration is often neglected during the after deal let-down, but if your team focuses on integration and resources are allocated to make the process a success, your acquisitions will be more successful. Remember, more the 80% of acquisitions fail to live up to management expectations.

Integration Process – Option 1 – 2-3 Days
This process can occur either before or after the transaction is completed, ideally before.
1. Industry Scenario
2. Winner’s Profile
3. Strengths and Weaknesses
4. Threats
5. Acquisition Issues
6. Objectives
7. Communication
8. Monitoring Process

Integration Process – Option 2 – Full Strategic Plan – 3 Months
1. Situation Analysis
2. Strategy Formulation
3. Implementation

Some Case Studies
Wyeth: Traditional Pharma vs. Bio Tech
During the mid-1990’s WyethPharma developed a vision of the pharmaceutical industry, in their scenario they saw that traditional pharmaceutical development would not be as fertile for opportunities as a biotech approach which mimics what actually occurs in nature. Understanding that this technology would foster significant future growth, Wyeth faced the decision to build from scratch or buy. The Wyeth team decided that an acquisition would be faster than building from scratch and they acquired two companies: Genetics Institute and American Cyanamid (now Wyeth Biotech). Wyeth did not hesitate – they jumped in with both feet with a significant investment to fund these acquisitions. During this timeframe many other pharmaceutical companies dabbled in biotech but dabbling did not position these companies for success. A decade later Wyeth is still reaping the benefits of its investment decision – the biotech industry is blooming. Their success has lead to their acquisition by Pfizer.

Some Insight into the Wyeth Integration Process[1]
Wyeth used strengths and weaknesses analysis to help determine “best practices”. Often this analysis leads to the acquiring company bridging areas of weakness in the acquired company but not taking advantage of the strengths of the acquired company. WyethPharma saw that WyethBiotech needed to understand market needs and market niches early in the development life cycle to ensure that the resulting drugs would have commercial viability. This moved WyethBiotech from developing drugs looking for a problem to solve, to seeing a market need and solving it by developing a drug.

What was unusual is that WyethPharma identified some strengths within WyethBiotech that would help its traditional pharmaceutical business. It is unusual for an acquiring company to learn from its acquisition. WyethPharma made changes in two key areas:
1. Pay for performance culture
2. Flexible manufacturing, by focusing on using a small number of processes in the production of pharmaceuticals rather than a unique process for each drug.

So, during the implementation process it is important to understand the strengths and weaknesses that both parties (each party) bring(s) to the table and to capitalize on the strengths of each to develop “best practices” that are a combination of the best from both companies.

Pharmaceutical Company uses a Full Strategic Plan for Go/No Go Decision
Another pharmaceutical company was looking to buy its supplier of excipients. These are the compounds that allow for the time-release factor in drugs (e.g. your 24 hour tablets). The team wanted to develop a full understanding of the supplier’s business before making the final decision. So teams from both the acquiring firm and the targeted firm set forth to develop a strategic plan. Over the course of three months the two teams went through the Simplified Strategic Planning process including:
1. Situation Analysis
2. Strategy Formulation
3. Implementation

During the process, the acquiring team developed an in-depth understanding of the business including details about the markets served and the competitive environment. They also had a hand in developing and understanding the possible opportunities for the target company.
At then end of the process they decided to go ahead with the acquisition. Having the strategic plan in hand, they had an integration plan in place and they had developed a good working relationship with the target company senior management team. After finalizing the transaction the team kept the strategy on track through the monitoring process, ensuring a smooth transition.

[1] ” Wyeth’s Multibillion-dollar Biotech Bet”, by Elizabeth Svoboda, Fast Company, January 14, 2009
Posted by Denise Harrison at 1:45 PM 0 comments
Monday, August 31, 2009
How Can Smaller Companies Compete and Win?
Denise A. Harrison
Vice President

Smaller companies often feel dwarfed by the giants in their industry, especially during tough times. Often industry giants are better at weathering economic downturns with their wide array of resources. But Arena Resources’ strategy not only allowed the company to survive this economic downturn, but turn in exceptional performance – better than the industry leaders. Arena Resources, a small oil exploration and production company, has less than 2% of the revenue of the industry leaders (Shell, Exxon Mobil). In addition, very few industries have had to endure greater fluctuations than the oil industry with oil price highs of $147 per barrel in July, 2008 and lows of $30 per barrel in December, 2008. How did Arena Resources make it onto the Fortune list of fastest growing companies (#8) in spite of this industry turbulence?

The Road Less Traveled

Arena Resources chose not to compete directly with the industry giants, instead it focused on oil production assets in the southwestern United States that were no longer attractive to the industry Goliaths. The cost of drilling and producing oil in this region exceeded what was acceptable in the larger companies’ financial models; these companies prefer to concentrate their resources on exploration of large oil fields with large potential. When Arena purchased land in this region (approximately 11,000 acres), the land produced 200 barrels of oil per day. Arena knew through its research and evolving technology, which through investment the land could be more productive. Through Arena Resources’ focused efforts this land is now producing 6000 barrels per day. The company does pay a high cost to produce a barrel of oil – almost $35 per barrel, so when oil prices decline significantly, profitability plummets; but when oil prices are over $60 per barrel the company makes a nice profit. Arena is betting that the price of oil will remain over $60 per barrel for the significant future. The high cost of production and the relatively small output is not attractive to its behemoth competitors, so this strategy to take the road less traveled allowed Arena Resources to grow profitably without going head-to-head with the major industry players.

What about Your Company’s Strategy?

Many companies decide to compete in markets that are attractive, even though larger competitors with greater resources are already firmly entrenched or aggressively pursing these markets. Going head-to-head with industry giants often drains the resources of a smaller player with little forward progress in their market position. Are you going after the attractive markets that set you in direct conflict with industry giants? Are there niches that you could pursue that are not interesting to the larger companies? As you develop strategy your team should consider:

1. Market segment attractiveness (including growth and profitability)
2. Your competitive position in a market segment – what is the competition’s market share? Are competitors already firmly entrenched?

a. What other companies compete in this segment? In this case companies like Exxon and Shell focus their resources on exploration, looking for the big prizes. Arena focuses on production, but the production increases that are attractive to Arena Resources are too small to concentrate on from a larger company’s perspective.

b. What are the competencies required to compete this market? Do we have them? Are there strategic competencies that give us significant differentiation? In Arena Resources’ case, its competency is secondary recovery from known oil and gas resources – little exploration risk but a requirement for execution excellence. Their competency comes from their knowledge of the geology in the basin in which they work, combined with their technical skills in secondary recovery.

In order to compete and win, you must consider both market attractiveness and the competitive landscape of all of your market segments before you select the ones on which you will focus. You will often find a segment that is smaller has less competition and will provide your company with significant growth and profitability. In strategic planning selecting the road less traveled may be a key ingredient to your company’s success.

Strategy and Innovation

Strategic Planning: When Good Goals Go Bad
By Chandra Sugiharto with Native Speaker Denise Harrison, Vice President

“As the housing market collapsed in late 2007, Moody’s Investor Service, whose investment ratings were widely trusted, responded by purging analysts and executives who warned of trouble and promoting those who helped Wall Street plunge the country into its worst financial crisis since the Great Depression.”[1]

Banks failing, real estate loans made to people who did not have the means to repay them, institutions using derivatives without fully understanding the risk – what happened? Were executives just trying to meet their short-term goals? Did these goals enable them to qualify for significant bonuses? Did this achievement of short-term goals lead to long-term instability?
Many of the financial institutions currently in distress did not pay heed to the warnings of a real estate bubble. Instead many institutions developed plans to keep the top line growing in spite of the increasingly risky nature of the borrowers and the overvaluation of the underlying collateral.

Could this have been prevented?

Well, hindsight is 20-20, but the lessons here are important and should be a part of your strategic planning process:

* Evaluate external forces – (e.g. is there a bubble?) Are your goals consistent with the external environment? How are you positioned if the bubble bursts in 1 year? 2 years? 3 years? Are you making the naïve assumption that business will continue to grow? Do your goals explicitly take risk into consideration?

* Are top line growth goals in line with long-term stability and profitability and perhaps survival?

* Are you not investing in key projects in order to make the top line?

* What will the consequences be if you do not invest? Will it impact your long-term growth? Will your phone system go down if you do not invest?Will you have a safety issue if you do not continue with training?

* Will you have inadequate staff for the upturn if you do not replace key positions now?

* Are you taking on customers who are a time sink in order to make your top line?

* Are you using the right metrics? Are you measuring success from a customers’ viewpoint? (If you are UPS should you measure package delivery or package receipt – i. e. did the addressee really get the package?)

During economic turbulence, be sure you set realistic goals that do not jeopardize your company’s long-term viability. Position your team and your company for the recovery by setting reasonable targets that are not solely focused on short-term results.Strategy and Innovation

Wednesday, November 04, 2009
Strategic Planning: When Good Goals Go Bad
By Denise Harrison, Vice President

“As the housing market collapsed in late 2007, Moody’s Investor Service, whose investment ratings were widely trusted, responded by purging analysts and executives who warned of trouble and promoting those who helped Wall Street plunge the country into its worst financial crisis since the Great Depression.”[1]

Banks failing, real estate loans made to people who did not have the means to repay them, institutions using derivatives without fully understanding the risk – what happened? Were executives just trying to meet their short-term goals? Did these goals enable them to qualify for significant bonuses? Did this achievement of short-term goals lead to long-term instability?
Many of the financial institutions currently in distress did not pay heed to the warnings of a real estate bubble. Instead many institutions developed plans to keep the top line growing in spite of the increasingly risky nature of the borrowers and the overvaluation of the underlying collateral.

Could this have been prevented?

Well, hindsight is 20-20, but the lessons here are important and should be a part of your strategic planning process:

* Evaluate external forces – (e.g. is there a bubble?) Are your goals consistent with the external environment? How are you positioned if the bubble bursts in 1 year? 2 years? 3 years? Are you making the naïve assumption that business will continue to grow? Do your goals explicitly take risk into consideration?

* Are top line growth goals in line with long-term stability and profitability and perhaps survival?

* Are you not investing in key projects in order to make the top line?

* What will the consequences be if you do not invest? Will it impact your long-term growth? Will your phone system go down if you do not invest?Will you have a safety issue if you do not continue with training?

* Will you have inadequate staff for the upturn if you do not replace key positions now?

* Are you taking on customers who are a time sink in order to make your top line?

* Are you using the right metrics? Are you measuring success from a customers’ viewpoint? (If you are UPS should you measure package delivery or package receipt – i. e. did the addressee really get the package?)

During economic turbulence, be sure you set realistic goals that do not jeopardize your company’s long-term viability. Position your team and your company for the recovery by setting reasonable targets that are not solely focused on short-term results.

Use the Recession to Trigger Rejuvenation: Develop a Strategy to Revitalize your Company

Rejuvenation linked with recession? How can that be? It certainly causes pain – but where does this rejuvenation come from? During the 17th century Dutch economy collapsed – the tulip bubble burst – this was when a tulip bulb could cost as much as a house. But rather than resulting in Holland’s demise, the crash ushered in the Golden Age where this tiny country became the wealthiest nation in Europe.

Why do turbulent times generate growth and rebirth? It is during tough times that management teams often make decisions which are difficult. Often these decisions should have been made earlier, but when times are good it is often difficult to make changes that are painful.

Recession – a Burning Platform

When times are good it is difficult to precipitate change in an organization, so you require a burning platform – a dramatic event – which forces your team to focus on transformational solutions which are not palatable when times are good. It is these transformational changes that allow your company to survive the recession and position it for future growth. So, how do you and your management team go about using the recession as a burning platform to develop a rejuvenation strategy? One technique is: take a clean sheet of paper.

Clean Sheet of Paper

Ask your team to think about what your company would look like if you were to start the business from scratch knowing what you know today. Have your team work in small groups and bring back their best thinking. During turbulent times, (this could be a recession, a regulatory change, a challenging competitor or any other market turbulence) you will find that the groups come up with insightful ideas if they are thinking about starting the company from scratch. Now, while there may be some things you cannot change, there will be many areas that need to be restructured in order to survive this recession, but also to be positioned to grow when the upturn comes.

One team embarked on this exercise and found that they needed to close a regional office – the customers had moved out of the region and the office probably should have been closed several years ago. Now, with a burning platform, the team was ready to make the decision. In addition, they found that multiple regional offices with a full complement of staff were no longer necessary. Two to three super-regional offices could support satellite offices. The super-regional offices were fully staffed while the satellite offices could work effectively with a small sales and support staff.

Another area targeted for improvement was inventory management. Times had changed and suppliers had moved offshore – the team needed to rethink the process for ordering inventory. They saw that, if they started the company from scratch, they would centralize the purchasing function – by doing this they would increase inventory turns 5 times.

Summary

You and your management team should use the recession as a burning platform to make the decisions that were avoided during prosperity. One way to think through what decisions make sense is to have your team think about what the company would look like if you started it from scratch. This will let the team think through what the organization should look like given what the business is like today – this will allow you to think through whether or not your legacy systems still make sense in today’s environment.

Board Involvement in Strategic Planning

How should the Board be involved in strategic planning? This is a frequently asked question. The key objective of strategic planning is to identify the sound course and direction for the organization that optimizes the organization’s future potential. Setting the strategy is the responsibility of the senior management team — the team is responsible for the success or failure of the strategy. This team is close to both the customers and the internal workings of the company and is best suited to determine the course and direction for the company.

How can the Board play a role?

While the Board is not responsible for setting strategy it can often give valuable input before the strategic planning process begins and act as a sounding board as part of a review process. Hence, the Board can play an important role during several steps of the strategic planning process:

Before the process starts — the Board gives guidance including an overview of future environment along with specific opportunities and issues to be considered during the strategic planning process. The Board will often have a broader vision, enabling the team to consider more choices before selecting the optimal course and direction.

After strategy development — the Board provides a review function; review of the strategy to make sure that it is internally consistent and that there are concrete implementation plans for key strategic objectives.

During the year — the Board should monitor progress to ensure the strategy stays on track or changes when business conditions necessitate change.
Some Boards participate in all three steps — others in steps two and three. In the case where the Board is not close to the business then the process should include just steps two and three. If the Board has members who do have broad business experience and understand the industry than participation upfront is often beneficial.

Board Involvement before the Strategic Planning Process Begins

Typically Board members work through the following steps:

Industry Scenario — this allows Board members to give the strategic planning team their insight into industry trends.

Winner’s Profile — Board members may see characteristics of the Winner that team members may not see (Board members may have a better understanding of what a company will look like at $100 million than the team members of a $50 million company looking to grow to $100 million.).

Opportunities – to be evaluated — the broader make-up of the Board may uncover additional opportunities to be researched.

Threats/Issues — the Board members may have a broader vision of what the risks are in the business.

The Board should be providing guidelines and suggestions rather than edicts. The senior management team should then use the input as they work on the strategic plan. Some ideas may be incorporated into the strategic plan — others, while considered, may not make it into the plan. This does not mean that the ideas were not good, it just means that with limited resources the team had to select the few items to work on rather than choosing a large number and becoming unfocused.

This is a general format for Board involvement before the process begins — however, due to the individual nature of a Board’s relationship with the senior management team we continue to work with companies to design programs that work for their specific requirements. The key thought is that Board members often have wide ranging experience and you need to ask yourself the question: How can we best leverage their expertise when developing a strategic plan?

Choose Theme Unique To Pre Wedding Photo

Pre wedding photos are now mandatory for the greetings uda like aja who is getting married. Not just for display at the invitation but also for display at the gallery of weddings and a couple personal memories. In order to look more beautiful memories, definitely want to Wedding Photo different than the others right?! You can try the following ideas ….

HOBBIES AND INTERESTS

Telusurilah hobbies and interests you both. For example if you are traveling hobby, photography can be done in a place that had been visited and the most memorable and not just at Studio Wedding only. Can a store special memories such as when he first applied for you.

YOUR PROFESSION AND MATE

Taking from this idea ok too you know! For example, if you work as an architect, background of the photo (Studio Photography) can be a building that is you build or construction of a building. With the concept of a mature and pose a unique, definite results were also other than the other.

PAST MEMORIES

Pre wedding photos you can be a journey of love you both. If you love both originated from a same campus, shooting could be taken with the background of your campus, complete with a dress you like before when it still holds the status of students. You can remember the most wonderful memories when you first meet your spouse as a pose. Guaranteed fun! But you should be confident because that is sure to get a feel for the campus, of course, photography (Photography Studio) is done on a weekday where tuition runs. You are challenged?!

FAVORITE hangout

Many places are charging expensive photo shoot? Do not worry, it’s not an obstacle to obtain pre wedding photos (Wedding Photo) is unique. Try to remember your favorite place and spouse to eat together or just spend time chatting. Do not worry if it’s a small restaurant on the corner of the city. With foresight the photographer and art Wedding Photography as well as your expression, a photo will look storytelling.

DAILY MOOD

Everyday situations can make you love-love style. Spontaneous expression of you and your partner make the images so to speak. The photographer will take a candid so that your expression will be more visible.

PUBLIC AREA

Location shooting can be in places that are not normal. For example, in the middle of dense traffic, on the busway, the market was surprised at night, stop, or even crossing the bridge on the Mall. Photos with this idea is very interesting and requires expertise in the art of Wedding Photography photographer also your courage and your partner to pose and expression in public areas.

TEMPOE DOELOE

Attention to detail is very important if you take this theme for the overall atmosphere at that moment felt. Not only your clothes and your partner, background images and properties that support must be carefully dipersiaokan.

*) Consult your plan in determining the concept & theme Pre wedding photo to our team, Next de Hanhan consent We will be happy to assist you in determining the concept & theme of your wedding Pre.

Warm Up Your Relationships

Perhaps, after experiencing a variety of experiences, your relationship with your partner begins to decline, or already chilled, or even crack. Things seemed to go awry. Maybe you feel increasingly nervous, anxious, or tightness. Prior to this condition already progressed to a worse direction, you need to do something to restore the warmth and romantic atmosphere that you originally dreamed. NLP-Hypnotherapy is an alternative that can be very helpful in restoring your relationship in an effective, rapid and healthy.

MAKE IT SIMPLE, KEEP IT SIMPLE

Various things and events, if left by itself tends to lead to conflict. This is reasonable because of various changes continue to occur, where each change tends to cause problems. That is why some say that life is a decision, and every moment, every person needs to make decisions that affect the quality of life, including the decision to complicate or simplify all the problems he faced. So … .. make it simple, and keep it simple ….
Human relationships is something that is very very soft (delicate) and fragile. That is why the line between love and hate can be very thin. This is caused by a variety of different characters who exist within every human being makes it unique and distinctive, yet vulnerable at the same time different from the others, including spouses. Person’s ability to manage these differences affect the quality of life, including quality of relationship with her partner. A couple who continue to survive in harmony, warm and romantic, definitely very good at managing the various differences between them so it does not take her to the natural course of the conflict, but rather to a positive and constructive direction.
Many theories, tips and advice offered by the wise men. Maybe you are among those who have attended training on interpersonal skills with a variety of tricks you probably know. But why is his real conditions become so difficult? The answer probably is because you do not make it simple, and keep it simple.

ONLY THREE defining element

In a variety of experience in guiding couples (married couples), we found that when simplified, there are only three elements that determine the warmth of your relationship with your partner. Platform (platform) of a solid, Attitude Give Warmth, Communication and Romantic. Many couples who originally thought this was too simplified, over-simplified. And I jokingly responded with a KISS
(Keep it simple …. Stupid! – Sorry this is only a joke).
Precisely because this idea is so simple it effective. There has never been couples who come to us with the intention to improve relations, not successful, or partially successful. So rest assured that things are immediately delivered under this highly effective, precisely because of its simplicity.
The following discussion is intended for normal couples (not having certain behavioral disorders associated), which has been and will be united with each other in a serious relationship.
Element 1: Solid Platform (solid foundation)
Have you ever experienced a situation which is too confusing because obscurity goals / directions / way to go? Go awry? Silence is wrong, something wrong?

Solid foundation is about the formulation of norms that you both agree in 6 common things that most often interfere with the warmth of relationship couples:

* ¨ Communication

o What things should be communicated? Which should be communicated? And that does not need to be communicated?
o When to communicate? In what conditions? When and how to communicate it to delay?

* ¨ Warmth

Here need to be agreed that the warmth required to be present in your relationship together. Without warmth, your relationship will be more cold and stretch, and then get away with all its negative consequences.

More details of this matter will be discussed in Element 2: Giving Warmness (attitude with warmth).

* ¨ The arguments and conflicts

Incompatibilities, irregularities and violations will occur SURE. You both need to plan and prepare to manage it. Stories “… and so They live hapily ever after …” after the wedding, there are only in fairy tales. Point.
Every person has a tendency specific conflict styles. Identify and agree on three things:
How to arguments and conflict resolution appropriate for each type of case.
Your own style of natural conflict.
Style your partner conflict.
How to seek settlement of arguments and each koflik for you both to each type of case.
Conflicts are dealt with naturally follow the style of conscience and instinct, SURE would not solve the problem and will plunge you both on the situation of ‘win-wins’ (each want to win).

* ¨ Norma manners and social norms need to be formulated in a specific, both for the association among gender (sex) as well as between genders, to order social work and social life and family. You need to be more sensitive to understand the background of ‘cultural’ your partner. Someone who is familiar with a very polite manners certainly very different from those accustomed to a metropolitan lifestyle that “slang”, for both social and business affairs. Avoidance of clarity in this regard will only damage your relationship warmth, because of various prejudices can come mess.

* ¨ Leadership (leadership), “Of course the husband who should lead”, so said the various norms in force in our society. But whether in the way of cooking had to be led? (Enter the first and kecapnya onion ….). In terms of what needs to be given general rules that guide and the details left to your spouse, and in terms of what needs to be discussion and a decision you, as a wife / husband? You both need to formulate this, once again, walking / parallel with daily activities. Just as important, you need to be consistent and consistently abide by and respect the decision taken by your partner in his capacity. If there was less appropriate, compromised if the incident in question needs to be changed, or changes made in the rules of the game and applied for cases to come.

* · Economy How the financial arrangements, the revenue, expenditure, savings, assets, etc.? Budget system using envelopes or passbook (with ATM card) for each of the expenditure items, or that something? Who decides go to the post where, out of the post where? For a nominal how? How to give / receive assistance from other family or friends? When all this has been established, subsequent implementation in a transparent live scrolling.

The formulation of all the above can be done in a relaxed but serious, and takes place while running (parallel) with daily activities. You need this document in order to keep a systematic, although relaxed.
Once again need to be reminded, you need to build and establish these elements in a relaxed but serious. Everything is handled in a too tense or too underestimate, will not produce good results.

Element 2: Giving Warmness (Give Warmth).

Remember you still dating moments, times when one partner approached and began to be accepted by a partner? When your relationship is still new and warm-warm before making a commitment and / or married? In general there is a real attitude is found in couples who are “hot”, the attitude of giving warmth, Giving Warmness. Attention, affection, even though the material given to her partner unconditionally, without demanding. Any difference between “small” softened and no question, everything is beautiful flowered.

Why so professed commitment, either in the form of a more serious relationship or in the form of marriage, everything was changed? The attitude of ‘Giving’ changed to ‘demanding’ (sue). The warmth and the love turned into a necessity and obligation? You can imagine, or even feel, how different the climate that arise only from changes in this attitude. The situation is like changing from the Giving in the ‘off’ it, and the ‘demanding’ in ‘on’kan. It’s that simple.
Simple as that also the back like when I was ‘hot’. ‘Off’ right button ‘demanding’, and ‘On’kan the’ Giving ‘, and the contents of’ Giving ‘by’ Warmness’ (warmth).

Tips: Warmth for each individual can differ from one another. You need to identify what and how the perceived ‘warmth’ by your mate. Communication continues to be maintained very help you get to know each other and understand your partner’s perception adopted.

Element 3: Romantic Communication (Communication of Romantic).

Is there anything more beautiful than a romantic relationship? Is not this a cause love is blind? There is a proverb which says: “… if there is one thing That cans conquer a great power … it must be love …” (… if anyone can beat a great power … it must be love …). And fuel is romantic love. With the attitude of ‘Giving Warmness’ that had been built, you can do ‘Romantic Communication’ with ease and flow beautifully. You just need to find what is romantic for their spouse. Communicate openly and transparently. Your enemy is yourself, that may be too proud to ask for, stating that you need. “He should have understood by itself!” Is the assumption that the TOTAL wrong. You need to continue to ask for it, need it. Can you dismiss or reject the request of a little boy who innocently funny?
Berhasratkah you give to people who are selfish and annoying? Tips:

1. If after trying you still have difficulty realizing all of the above, you need to learn specifically through the various readings are available at bookstores, or through various seminars or coaching. If still have problems, maybe it’s time you seek professional help in charge of this. Let your relationship grow in ways that are less healthy will only be like removing various time bomb that is not clear when it will explode, roll follows the lives of both of you

Mungkin, setelah mengalami berbagai pengalaman, hubungan Anda dengan pasangan Anda mulai menurun, atau sudah dingin, atau bahkan retak. Hal tampak serba salah. Mungkin Anda merasa semakin gugup, cemas, atau sesak. Sebelum kondisi ini sudah berkembang ke arah yang lebih buruk, Anda harus melakukan sesuatu untuk mengembalikan kehangatan dan suasana romantis yang awalnya Anda impikan. NLP-Hypnotherapy merupakan alternatif yang dapat sangat membantu dalam memulihkan hubungan Anda secara efektif, cepat dan sehat.

MEMBUAT SIMPLE, KEEP IT SIMPLE

Berbagai hal dan peristiwa, jika dibiarkan dengan sendirinya cenderung menimbulkan konflik. Hal ini wajar karena berbagai perubahan terus terjadi, di mana setiap perubahan cenderung menimbulkan masalah. Itulah sebabnya beberapa orang mengatakan bahwa hidup adalah keputusan, dan setiap saat, setiap orang perlu membuat keputusan yang mempengaruhi kualitas hidup, termasuk keputusan untuk mempersulit atau menyederhanakan semua masalah yang dihadapinya. Jadi … .. membuatnya sederhana, dan tetap sederhana ….
Hubungan manusia adalah sesuatu yang sangat sangat lembut (halus) dan rapuh. Itulah sebabnya batas antara cinta dan benci bisa sangat tipis. Hal ini disebabkan oleh berbagai karakter yang berbeda yang ada dalam setiap manusia membuatnya unik dan khas, namun rentan pada saat yang sama berbeda dari yang lain, termasuk pasangan. Kemampuan seseorang untuk mengelola perbedaan-perbedaan ini mempengaruhi kualitas hidup, termasuk kualitas hubungan dengan pasangannya. Beberapa yang terus bertahan dalam harmoni, hangat dan romantis, pasti sangat baik dalam mengelola berbagai perbedaan di antara mereka sehingga tidak membawanya ke perjalanan alami konflik, melainkan ke arah yang positif dan konstruktif.
Banyak teori, tips dan saran yang ditawarkan oleh orang-orang majus. Mungkin Anda termasuk orang yang telah mengikuti pelatihan keterampilan interpersonal dengan berbagai trik Anda mungkin tahu. Tapi mengapa kondisi sebenarnya menjadi begitu sulit? Jawabannya mungkin adalah karena Anda tidak membuatnya sederhana, dan tetap sederhana.

HANYA TIGA elemen mendefinisikan

Dalam berbagai pengalaman dalam membimbing pasangan (pasangan menikah), kami menemukan bahwa ketika disederhanakan, hanya ada tiga unsur yang menentukan kehangatan hubungan Anda dengan pasangan Anda. Platform (platform) yang solid, Sikap Berikan Kehangatan, Komunikasi dan romantis. Banyak pasangan yang awalnya berpikir ini terlalu disederhanakan, terlalu disederhanakan. Dan aku bercanda menjawab dengan kiss a
(Keep it simple … bodoh -.! Maaf ini hanya lelucon).
Justru karena ide ini sangat sederhana itu efektif. Tidak pernah ada pasangan yang datang kepada kita dengan maksud untuk memperbaiki hubungan, tidak berhasil, atau sebagian berhasil. Jadi yakinlah bahwa hal-hal yang segera disampaikan di bawah ini sangat efektif, justru karena kesederhanaannya.
Pembahasan berikut ini dimaksudkan untuk pasangan normal (tidak memiliki gangguan perilaku tertentu yang berkaitan), yang telah dan akan bersatu dengan satu sama lain dalam hubungan yang serius.
Elemen 1: Landasan Padat (dasar yang kuat)
Apakah Anda pernah mengalami situasi yang terlalu membingungkan karena ketidakjelasan tujuan / arah / cara untuk pergi? Serba salah? Diam salah, sesuatu yang salah?

Dasar yang kuat adalah tentang perumusan norma-norma yang Anda berdua sepakat pada 6 hal-hal umum yang paling sering mengganggu kehangatan hubungan pasangan:

* ¨ Komunikasi

o Hal-hal apa yang harus dikomunikasikan? Yang harus dikomunikasikan? Dan itu tidak perlu dikomunikasikan?
o Kapan berkomunikasi? Dalam kondisi apa? Kapan dan bagaimana berkomunikasi untuk menunda?

* ¨ Kehangatan

Berikut perlu disepakati bahwa kehangatan yang diperlukan untuk hadir dalam hubungan Anda bersama-sama. Tanpa kehangatan, hubungan Anda akan lebih dingin dan peregangan, dan kemudian lolos dengan semua konsekuensi negatif.

Rincian lebih lanjut dari hal ini akan dibahas dalam Elemen 2: Memberikan Warmness (sikap dengan kehangatan).

* ¨ argumen dan konflik

Ketidaksesuaian, penyimpangan dan pelanggaran akan terjadi YAKIN. Anda berdua perlu merencanakan dan mempersiapkan diri untuk mengelolanya. Cerita “… dan begitu Mereka tinggal hapily selamanya …” setelah pernikahan, hanya ada dalam dongeng. Point.
Setiap orang memiliki kecenderungan gaya konflik yang spesifik. Mengidentifikasi dan menyepakati tiga hal:
Bagaimana argumen dan resolusi konflik yang tepat untuk setiap jenis kasus.
Gaya Anda sendiri konflik alami.
Gaya konflik pasangan Anda.
Bagaimana untuk mencari penyelesaian argumen dan setiap koflik bagi Anda berdua untuk setiap jenis kasus.
Konflik ditangani dengan secara alami mengikuti gaya hati nurani dan naluri, PASTI tidak akan memecahkan masalah dan akan terjun Anda berdua pada situasi ‘menang-menang’ (masing-masing ingin menang).

* ¨ Norma sopan santun dan norma-norma sosial perlu dirumuskan dalam spesifik, baik untuk hubungan antara jenis kelamin (sex) maupun antara jenis kelamin, untuk memesan pekerjaan sosial dan kehidupan sosial dan keluarga. Anda harus lebih sensitif untuk memahami latar belakang partner ‘budaya’ Anda. Seseorang yang akrab dengan sikap yang sangat sopan tentu sangat berbeda dengan mereka yang terbiasa dengan gaya hidup metropolitan yang “gaul”, baik untuk urusan bisnis dan sosial. Menghindari kejelasan dalam hal ini hanya akan merusak kehangatan hubungan Anda, karena berbagai prasangka bisa datang berantakan.

* ¨ Kepemimpinan (leadership), “Tentu saja suami yang harus memimpin”, begitu kata berbagai norma yang berlaku di masyarakat kita. Tapi apakah dengan cara memasak yang dipimpin? (Masukkan pertama dan kecapnya bawang ….). Dalam hal apa yang perlu diberikan aturan umum yang membimbing dan rincian kiri untuk pasangan Anda, dan dalam hal apa yang perlu diskusi dan keputusan Anda, sebagai istri / suami? Anda berdua perlu untuk merumuskan ini, sekali lagi, berjalan / paralel dengan kegiatan sehari-hari. Sama pentingnya, Anda harus konsisten dan konsisten mematuhi dan menghormati keputusan yang diambil oleh pasangan Anda dalam kapasitasnya. Jika ada yang kurang tepat, dikompromikan jika insiden tersebut perlu diubah, atau perubahan yang dibuat dalam aturan permainan dan diterapkan untuk kasus-kasus yang akan datang.

* · Ekonomi Bagaimana pengaturan keuangan, pendapatan, pengeluaran, tabungan, aset, dll? Sistem Anggaran menggunakan amplop atau buku tabungan (dengan kartu ATM) untuk masing-masing pos pengeluaran, atau sesuatu yang? Siapa yang akhirnya memutuskan pergi ke pos mana, dari pos mana? Untuk berapa nominal? Bagaimana memberikan / menerima bantuan dari keluarga atau teman-teman? Ketika semua ini telah didirikan, pelaksanaan berikutnya dalam hidup bergulir transparan.

Perumusan semua hal di atas dapat dilakukan dengan santai tapi serius, dan berlangsung saat menjalankan (paralel) dengan kegiatan sehari-hari. Anda perlu dokumen ini untuk menjaga sistematis, meskipun santai.
Sekali lagi perlu diingatkan, Anda perlu membangun dan membangun elemen-elemen ini dalam suasana yang santai namun serius. Semuanya ditangani dengan terlalu tegang atau terlalu meremehkan, tidak akan menghasilkan hasil yang baik.

Elemen 2: Memberikan Warmness (Berikan Kehangatan).

Ingat Anda masih berpacaran saat, saat-saat ketika salah satu pasangan mendekat dan mulai diterima oleh pasangan? Ketika hubungan Anda masih baru dan hangat-hangat sebelum membuat komitmen dan / atau menikah? Secara umum ada sikap yang nyata ditemukan pada pasangan yang “panas”, sikap memberi kehangatan, Memberikan Warmness. Perhatian, kasih sayang, meskipun materi yang diberikan kepada pasangannya tanpa syarat, tanpa menuntut. Selisih antara “kecil” melunak dan tidak ada pertanyaan, semuanya bunga indah.

Mengapa begitu mengaku komitmen, baik dalam bentuk hubungan yang lebih serius atau dalam bentuk pernikahan, semuanya berubah? Sikap ‘Memberikan’ diubah menjadi ‘menuntut’ (sue). Kehangatan dan cinta berubah menjadi suatu keharusan dan kewajiban? Anda bisa bayangkan, atau bahkan merasa, betapa berbedanya iklim yang hanya timbul dari perubahan sikap ini. Situasi ini seperti mengubah dari Memberi dalam ‘off’ itu, dan ‘menuntut’ dalam ‘on’kan. Ini sederhana itu.
Sesederhana itu juga kembali seperti ketika saya masih ‘panas’. Tombol ‘Off’ benar ‘menuntut’, dan ‘On’kan yang’ Memberi ‘, dan isi’ Memberi ‘dengan’ Warmness ‘(kehangatan).

Tips: Kehangatan untuk setiap individu dapat berbeda satu sama lain. Anda perlu mengidentifikasi apa dan bagaimana yang dirasakan ‘kehangatan’ dengan pasangan Anda. Komunikasi terus dipertahankan sangat membantu Anda mengenal satu sama lain dan memahami persepsi pasangan Anda diadopsi.

Elemen 3: Komunikasi Romantis (Komunikasi Romantis).

Apakah ada sesuatu yang lebih indah dari hubungan romantis? Bukankah ini penyebab cinta buta? Ada pepatah yang mengatakan: “… jika ada satu hal Bahwa kaleng menaklukkan kekuatan besar … itu harus cinta …” (… jika ada yang bisa mengalahkan kekuatan besar … itu harus cinta …). Dan bahan bakar cinta romantis. Dengan sikap ‘Warmness Memberi’ yang telah dibangun, Anda dapat melakukan ‘Romantic Komunikasi’ dengan mudah dan mengalir dengan indah. Anda hanya perlu menemukan apa yang romantis untuk pasangan mereka. Berkomunikasi secara terbuka dan transparan. Musuh Anda adalah diri Anda sendiri, yang mungkin terlalu bangga untuk meminta, menyatakan bahwa yang Anda butuhkan. “Dia seharusnya mengerti dengan sendirinya!” Apakah asumsi bahwa salah TOTAL. Anda harus terus meminta untuk itu, membutuhkannya. Dapatkah Anda mengabaikan atau menolak permintaan dari seorang anak kecil yang polos lucu?
Berhasratkah Anda berikan kepada orang-orang yang egois dan menjengkelkan? Tips:

1.Jika setelah mencoba Anda masih mengalami kesulitan mewujudkan semua hal di atas, Anda perlu belajar secara khusus melalui berbagai bacaan yang tersedia di toko buku, atau melalui berbagai seminar atau pelatihan. Jika masih mengalami masalah, mungkin sudah saatnya Anda mencari bantuan profesional yang bertanggung jawab atas hal ini. Biarkan hubungan Anda tumbuh dalam cara yang kurang sehat hanya akan seperti menghapus berbagai bom waktu yang tidak jelas kapan akan meledak, gulungan mengikuti kehidupan Anda berdua

 

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THE 9th MEMORIAL WING DAY

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THE 9TH MEMORIAL WING DAY

Event spektakuler lima tahunan yag di tunggu pengemar Harley Davodson se tanah air, HDCI Wing Day siap kembali digelar.”

Five spectacular annual event in the waiting fans yag Harley Davidson se homeland, HDCI ready Wing Day held back. Harley’s tradition of gathering people and fans moge in Pangandaran which has more than 40 years old will be held 10-12 April 2015. Over time, Event which to 9 of this, the 9th Wing Memorial Day shrived to be HD Historical events in Southeast Asia Indonesian national pride WorldContent  The 9th Wing Memorial Day, as follows:
1. HD Vintage Rally, Rally special stage of Indonesia
Participants Vintage Rally is Classic Shovelhead HD until the start of the 1984 Western Conference West Java Police and the Eastern Region of Yogyakarta police start date 4/10/15 06:00. Participants must register to get permit and a police escort
2. Honoring Wing Procession
Wing Honor Rally is only given to registered participants gather 2 sticker on 2 check points. Embedding ceremony performed Date 04/11/05 19:00 in Pangandaran. Residual fuel Wing
3. H – D Vintage Contest
Class Competition,, fighting trophy: The Best Antique (King Wing Day IX), The Best Rigid (1903-1957), The Best Non-Rigid (1957-1980) and the People’s Choice Award. Participants are restricted 40 Motor. Registration £ 500,000, – / pax, maximum on 1st April 2015. Assessment At 10:00 to 15:00 dated 04/11/15, 20:00 Winner Announcement Date 04/11/15
4. Exhibition & Bazaar
a. HD Indonesia Time Line Exhibition, Exhibition Harley Davidson trip in Indonesia
b. Bazar: merchandisers, food, beverage, bikes and accessories 10th and 11 April 2015
5. Fun Games
a. Gentlemen Race. Fun Race at track sand beach, is open to all classes, (especially HD Classic) at 09: 00-15: 00 Date 04/11/15. Registration Date 04/15/15 in tent committee secretariat
b. Ridding Contest.Fun ridding skills contest for all the classes in the Aspal in the main area at 09:00 to 15:00 Date 04/11/15
c. Tug Of War. Fun Games tug of war contest (group 10) inter-club or pengcab or group name on the Beach at 3:00 p.m.-17:00 pm
6. Entertainment
a. Seventies Festival. Theme Party were visualized with wardrobe seventies and psychedelic music show at 19: 30-22: 30 Date 04/11/15
Visitors are advised on April 11, for which photo booth will be judged by Fashion Police for inclusion as candidat the King / Queen Seventies which will be announced at 21:00 Date 04/11/15
b. Rave Party. Open air disco on the beach with DJ Famous

THE 9TH MEMORIAL WING DAY

 

Event spektakuler lima tahunan yag di tunggu pengemar Harley Davidson se tanah air, HDCI Wing Day siap kembali digelar. Tradisi gathering Harley’s people dan pengemar moge di Pangandaran yang telah berusia lebih dari 40 tahun ini akan dilaksanakan tanggal 10-12 April 2015 . Sejalan dengan waktu, dala, gelaram yang ke 9 ini , The 9th Memorial Wing Day diupayakan untuk menjadi H-D historial event di kawasan Asia Tenggara yang kebanggaan Bangsa Indonesia untuk Dunia

 

Content kegiataan The 9th Memorial Wing Day, sbb :

  1. H-D Vintage Rally, special stage of Indonesia Rally

Peserta Vintage Rally adalah Classic H-D hingga shovelhead 1984. Wilayah Barat start dari Polda Jabar & Wilayah Timur start dari Polda DIY pukul 06:00 tgl 10/04/15. Peserta harus mendaftar mendapatkan surat jalan dan pengawalan polisi

  1. Honoring Wing Procession

Wing Kehormatan hanya diberikan kepada peserta Rally yang terdaftar mengumpulkan 2 sticker di 2 chek point. Upacara penyematan dilakukan pukul 19:00 tgl 11/04/05 di Pangandaran . Sisa Wing di bakar

  1. H – D Vintage Contest

Kelas Lomba, ,memperebutkan trophy : The Best Antique ( King Wing Day IX ), The Best Rigid ( 1903 – 1957 ), The Best Non-Rigid ( 1957-1980 ) dan People Choice Award. Peserta dibatasi 40 Motor. Pendaftaran IDR 500.000,-/pax, maksimal tgl 1 April 2015. Penilaian Pukul 10:00 – 15:00 tanggal 11/04/15, Pengumuman pemendang pukul 20:00 tgl 11/04/15

  1. Exhibition & Bazar
  2. H-D Indonesia Time Line Exhibition, Pameran perjalanan Harley Davidson di Indonesia
  3. Baxar : merchandiser, food, beverage, bikes dan accessories tgl 10 dan 11 April 2015
  4. Fun Games
  5. Gentlemen Race . Fun Race di tracl pasir pantai, terbuka untuk semua kelas, ( terutama HD Classic ) pukul 09:00-15:00 tgl 11/04/15. Pendaftaran tgl 15/04/15 di tenda secretariat panita
  6. Ridding Contest.Fun skill ridding contest untuk semua kelas di jalan aspa di main area pukul 09:00 – 15:00 tgl 11/04/15
  7. Tarik Tambang. Fun Games lomba Tarik tambang ( group 10 orang ) antar club atau pengcab atau nama group di Pantai pukul 15:00 – 17:00 WIB
  8. Hiburan
  9. Seventies Festival. Theme Party yang divisualisasikan dengan wardrobe seventies dan psychedelic music show pukul 19:30-22:30 tgl 11/04/15

Pengunjung disarankan pada tanggal 11 April, bagi yang berphoto booth akan dinilai oleh fashion Police untuk dimasukan sebagai candidat the King / Queen Seventies yang akan diumumkan pukul 21:00 tgl 11/04/15

  1. Rave Party . Open air disco di pantai bersama DJ Ternama

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“Lestari Budaya, Lestari”

“Sustainable long-lasting culture,

our Environment”

“.people say our land land of heaven’s rod, wood and stone

.”so plants.

Land of Heaven, the pronunciation was not be able to be too much

to be given to the State of Indonesia in general and especially in

West Java Province. Grace abundant water, the sun and fertile land that God has given

them improperly rewarded with swt has been our gratitude as reflected in the

attitude maintain and preserve the environment.

In this preservation of the environment, the villagers Babakan Mulya,

Jalaksana sub-district, Kuningan regency have local wisdom that typical

rural community expressed their gratitude gift bestowed upon the waters that never dried up

throughout the year so that it was able to restore damaged land up to five other villages

. In this culture called Marrying Cai and has been routinely held every year

, located at Tourism Objects Pond Dalem Tirtayatra.

In general, a procession/ceremonies were married Cai carried out as follows:

The procession from marrying cai this in itself is a “giving” water from seven

water source sacred Cibulan with water that is in tourism objects Pond

Dalem Tirtayatra. Springs of the pond Dalem Tirtayatra symbolised as

a bride and 7 water from the fountain of the water Cibulan symbolised as

bridegroom. During the trip from Pond Dalem toward Cibulan and vice versa

is always accompanied by various rituals ceremonies and dance

traditional ceremony just like a marriage.

Core event from Fast marrying cai is shed water

source of water from 7 source of water to Cibulan Pond Dalem Tirtayatra. Symbol union water and then

is considered by the people that springs, was that “marriage”.

That is not less exciting of all, there are several pamong village that

is his job taking care of water, as of kaur ekbang and its member states also is being cleaned

using this water with the hope that the public is going to be

able to take care of water in the Most beneficial manner. Then as a cover all

ritual, the residents hold eating together as a form celebration because they

have successfully holding the ritual marrying cai.

For year 2013, The ceremony Indigenous Peoples from Marrying Cai will be held on

Thursday, on 17 October to take the theme of “long-lasting culture, Lestari

our Environment”. This event

was held by the Government Village Babakan Mulya in cooperation with Unit

Tourism Objects Pond Dalem, PDAU Darma Putra Kertaraharja. This event will also

receive support from the Government Kuningan Regency, marked with the plan

Regent presence Kuningan, Mr. H.. Aang H. District government Suganda and board

The Regional Communication Forum with (FKPD) other on Fast.

The Regent will also deliver fish pond Dalem gods in

the other governments followed by apparatus as a concern the government officials

in preservation of the environment especially preservation fish gods.

For those of you who are interested in events to marry Cai, can

@cgiar.org Dani Iskandar (

0818231031) or a Bobby Dawn R.

(

081807783440)

Find us also in:

http://www.visitkuningan.com

http://www.linggarjatiorganizer.com/

http://www.facebook.com/pages/visit-kuningan/118761478163853

http://www.facebook.com/linggarjati.organizer

“Lestari Budaya, Lestari

Lingkungan Kita”

“…orang bilang tanah kita tanah surga, tongkat kayu dan batu jadi

tanaman…”.

Tanah Surga, sebutan tersebut bisa jadi tidak terlalu berlebihan

untuk disematkan kepada Negeri Indonesia pada umumnya dan khususnya pada

Propinsi Jawa Barat. Melimpahnya karunia air, matahari dan tanah subur yang

diberikan Allah swt sudah selayaknya dibalas dengan rasa syukur yang tercermin

dari sikap menjaga dan melestarikan lingkungan.

Dalam hal pelestarian lingkungan, masyarakat desa Babakan Mulya,

kecamatan Jalaksana, kabupaten Kuningan memiliki kearifan lokal khas yang mengungkapkan

rasa syukur masyarakat desa atas karunia mata air yang tidak pernah kering

sepanjang tahun sehingga mampu mengairi lahan persawahan hingga ke lima desa

lainnya. Kegiatan budaya ini bernama Kawin Cai dan sudah rutin digelar setiap

tahun yang bertempat di Objek Wisata Balong Dalem Tirtayatra.

Secara umum, prosesi/upacara adat Kawin Cai dilaksanakan sebagai

berikut :

Prosesi kawin cai ini sendiri adalah “mengawinkan” air dari tujuh

sumber mata air keramat Cibulan dengan mata air yang ada di objek wisata Balong

Dalem Tirtayatra. Mata air di Balong Dalem Tirtayatra dilambangkan sebagai

pengantin perempuan dan 7 air dari mata air Cibulan dilambangkan sebagai

pengantin pria. Selama perjalanan baik dari Balong Dalem menuju Cibulan dan

sebaliknya selalu diiringi dengan berbagai ritual upacara dan tari-tarian

tradisional layaknya upacara perkawinan.

Acara inti dari acara kawin cai itu adalah ditumpahkannya air dari

7 sumber mata air Cibulan ke sumber mata air Balong Dalem Tirtayatra. Symbol penyatuan air tersebut

yang kemudian dianggap oleh warga bahwa mata air tersebut telah “dikawinkan”.

Yang tak kalah seru dari semua itu, beberapa pamong desa yang

memang tugasnya mengurusi air seperti kaur ekbang dan anggotanya pun dimandikan

menggunakan air tersebut dengan harapan bahwa para pamong itu nantinya akan

mampu mengurusi air dengan sebaik-baiknya. Kemudian sebagai penutup segala

ritual itu warga menyelenggarakan makan bersama sebagai bentuk syukuran karena

mereka telah sukses menggelar ritual kawin cai.

Untuk tahun 2013 ini, Upacara Adat Kawin Cai akan dilaksanakan

pada hari Kamis, tanggal 17 Oktober dengan mengambil tema “Lestari Budaya,

Lestari Lingkungan Kita”. Acara ini

diselenggarakan oleh Pemerintah Desa Babakan Mulya yang bekerjasama dengan Unit

Objek Wisata Balong Dalem, PDAU Darma Putra Kertaraharja. Acara ini juga

mendapat dukungan dari Pemerintah Kabupaten Kuningan yang ditandai dengan rencana

kehadiran Bupati Kuningan, Bpk. H. Aang H. Suganda dan jajaran pemerintah

Kabupaten beserta Forum Komunikasi Pimpinan Daerah (FKPD) lain pada saat acara.

Bapak Bupati juga akan melepaskan bibit ikan dewa di Balong Dalem

yang diikuti oleh Aparatur Pemerintah lain sebagai tanda kepedulian para aparat

pemerintah dalam pelestarian lingkungan khususnya pelestarian ikan dewa.

Bagi Anda yang tertarik untuk mengikuti acara Kawin Cai ini, dapat

menghubungi Sdr. Dani Iskandar (

0818231031) atau Sdr. Bobby Fajar R.

(

081807783440)

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http://www.visitkuningan.com

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