get dolar

$3000

GoWellUp.com

ippomail

Showing posts with label business. Show all posts
Showing posts with label business. Show all posts


Rahasia Tersembunyi Metode Mencari Uang 

di Internet Akhirnya Diungkap...

Jika Anda Bisa Mengetik dan Mengakses Internet, Anda Sudah Memiliki Syarat yang Cukup untuk Menghasilkan Uang Melimpah dari Internet... Hanya Jika Anda Tahu Caranya!

Saudara pencari income melimpah di internet...

Apakah anda sudah bekerja keras membanting tulang, mencari uang kesana kemari, namun hasil yang didapat belum juga memuaskan?

Apakah waktu sisa yang anda miliki terlalu sedikit untuk keluarga hanya karena terikat dengan pekerjaan rutin yang melelahkan dan membosankan? Anda stress setiap hari, tertekan karena intimidasi bos anda, berangkat kerja di pagi hari dan kembali di rumah penuh dengan rasa lelah di malam hari... dan besok anda akan ulangi lagi rutinitas ini.

Apakah seperti ini hidup anda?

Jika jawaban anda adalah "YA", maka teruslah membaca!

Saya akan tunjukkan bagaimana mengubah kondisi 
finansial anda dengan cara sederhana, yang tidak pernah anda bayangkan sebelumnya!

Setelah anda membaca informasi ini, anda akan temukan RAHASIA meraih INCOME MELIMPAH... dari internet!

 
dari bisnis sederhana yang dijalankan di depan komputer,
 
dimulai dengan modal kecil untuk menjalankannya,
 
hanya dengan bekerja 2 jam sehari, tidak perlu lama-lama,
 
tanpa perlu meninggalkan anak dan istri tercinta,
 
dan bisnis berjalan secara otomatis!

Menyenangkan bukan jika kita bisa mencapai itu semua?
Jadi, baca terus!

klik disini:



atau ini:



Well, to think I called Anik & Amit
nuts a few days ago when they launched
their $2,997 product for $77...
http://www.esitesecrets.com/ppcclassroom20.html

Then, I got over it - it's been a huge success,
students are already implementing and seeing
results (just 3 days into the course)!

They proved to me that they really are nuts...

They're now literally handing $5,000 worth
of ACTUAL courses & software from OTHER
top marketers JUST to TRY their PPC Classroom 2.0.

These are not "inflated values" - literally each
of these packages are either for sale RIGHT now
or they have been pulled from the market. So,
even if you wanted to buy them - good luck.

They told me that THIS is how much they
believe in the impact that PPC Classroom can
have on your life - they KNOW you're going to
stick around, so they'll put their necks on the
line...

Check out the additional bonuses, it really down
right shocked me...

$5,000 REAL value...
http://www.esitesecrets.com/ppcclassroom20.html

Here's a quick list:

1. Affiliatextreme - Mark Ling ($197)
2. AffiliateUprising & HexaTrack - Amish Shah ($2,000)
3. Premium NicheBot - Jim Morris ($382)
4. Google Cash v2 - Chris Carpenter ($67)
5. SECRET COURSE - Andre Chaperon ($497)
6. Keyword Butler - MindValley Team ($147)
7. SpeedPPC - Jay Stockwell ($397)
8. Negative Keyword Smackdown - Mark Roth ($247)
9. LIVE PPC Event - Howie Schwartz ($1,000)

You get ALL of those, just for TRYING
PPC Classroom 2.0...
http://www.esitesecrets.com/ppcclassroom20.html

That's over $5,000 you're getting and you
just have to try a system that's already
helped hundreds of students quit their jobs
and make multiple 6 figures...

Not really sure how you're going to pass this up!

http://www.esitesecrets.com/ppcclassroom20.html

Oh, one final thing - they said they can pull this
at any time and also their partners can ask them
to STOP giving their bonuses away whenever they
want...

Get it now before they get rid of it!

http://www.esitesecrets.com/ppcclassroom20.html
eSiteSecrets.com

1029 Long Isles
Lewisville, TX
75056
US


If you no longer wish to receive communication from us:
http://autocontactor.com/app/r.asp?ID=1049019019&ARID=0&D=

To update your contact information:
http://autocontactor.com/app/r.asp?c=1&ID=1049019019&D=

by: Jason Kay

Whether you are planning to start a brand-new business, expand an existing company, or get financing for a business venture, you will need to write a business plan. A business plan not only lends your business a sense of credibility, but also helps you to cover all your bases, increasing your chances of success.

Although writing a business plan can be a lengthy, intimidating project, it is not necessarily difficult. Here is an overview of how to write a successful business plan.

What to Include in Your Business Plan

Your business plan needs to demonstrate that you have thoroughly considered all aspects of running your business. To that end, the standard business plan has nine major sections, covering everything from your business’s mission statement to a detailed financial analysis.

Executive Summary

The first – and most important – section of your business plan is the executive summary. This section is so important that it should literally be the first thing the reader sees – even before the table of contents! However, it should also be written last, as you’ll have a better understanding of the overall message of your business plan after you’ve researched and written the other sections.

One of the most important parts of the executive summary is the mission statement. The mission statement is only three or four sentences long, but it should pack the most punch out of everything else in your business plan: Those four sentences are responsible for not only defining your business, but also capturing the interest of your reader.

The rest of your executive summary should fill in the important details that the mission statement glosses over. For instance, your executive summary should include a short history of the business, including founder profiles and start date; a current snapshot, listing locations, numbers of employees, and products or services offered; and a summary of future plans and goals.

This section is a candidate for a bulleted format, which allows you to list main points in a manner that is easy to scan. Avoid using too much detail – remember, this section is a summary. A page or two is usually sufficient for an executive summary.

Market Analysis

The next section of your business plan focuses on market analysis. In order to show that your business has a reasonable chance for success, you will need to thoroughly research the industry and the market you intend to sell to. No bank or investor is going to back a doomed venture, so this section is sure to fall under especially close scrutiny if you are looking for financing.

Your market analysis should describe your industry, including the size, growth rate, and trends that could affect the industry. This section should also describe your target market – that is, the type or group of customers that your company intends to serve. The description of your target market should include detail such as:

• Distinguishing characteristics
• The needs your company or product line will meet
• What media and/or marketing methods you’ll use to reach them
• What percentage of your target market you expect to be able to wrest away from your competitors

In addition, your market analysis should include the results of any market tests you have done, and an analysis of the strengths and weaknesses of your competitors.

Company Description

After your market analysis, your business plan will need to include a description of your company. This section should describe:

• The nature of your business
• The needs of the market
• How your business will meet these needs
• Your target market, including specific individuals and/or organizations
• The factors that set you apart from your competition and make you likely to succeed

Although some of these things overlap with the previous section, they are still necessary parts of your company description. Each section of your business plan should have the ability to stand on its own if need be. In other words, the company description should thoroughly describe your company, even if certain aspects are covered in other sections.

Organization and Management

Once you have described the nature and purpose of your company, you will need to explain your staff setup. This section should include:

• The division of labor – how company processes are divided among the staff
• The management hierarchy
• Profiles of the company’s owner(s), management personnel, and the Board of Directors
• Employee incentives, such as salary, benefits packages, and bonuses

This goal of this section is to demonstrate not only good organization within the company, but also the ability to create loyalty in your employees. Long-term employees minimize human resource costs and increase a business’s chances for success, so banks and investors will want to see that you have an effective system in place for maintaining your staff.

Marketing and Sales Management

The purpose of the marketing and sales section of your business plan is to outline your strategies for marketing your products or services. This section also plans for company growth by describing how the growth could take place.

The section should describe your company’s:

• Marketing methods
• Distributions methods
• Type of sales force
• Sales activities
• Growth strategies

Product or Services

Following the marketing section of your business plan, you will need a section focusing on the product or services your business offers. This is more than a simple description of your product or services, though. You will also need to include:

• The specific benefits your product or service offers customers
• The specific needs of the market, and how your product will meet them
• The advantages your product has over your competitors
• Any copyright, trade secret, or patent information pertaining to your product
• Where any new products or services are in the research and development process
• Current industry research that you could use in the development of products and services

Funding Request

Only once you have described your business from head to toe are you ready to detail your funding needs. This section should include everything a bank or investor needs in order to understand what type of funding you want:

• How much money you need now
• How much money you think you will need over the next five years
• How the money you borrow will be used
• How long you will need funding
• What type of funding you want (i.e. loans, investors, etc.)
• Any other terms you want the funding arrangement to include

Financials

The financials section in your business plan supports your request for outside funding. This section provides an analysis of your company’s prospective financial success. The section also details your company’s financial track record for the past three to five years, unless you are seeking financing for a startup business.

The financials section should include:

• Company income statements for prior years
• Balance sheets for prior years
• Cash flow statements for prior years
• Forecasted company income statements
• Forecasted balance sheets
• Forecasted cash flow statements
• Projections for the next five years – every month or quarter for the first year, with longer intervals for the remaining years
• Collateral you can use to secure a loan

The financials section is a great place to include visuals such as graphs, particularly if you predict a positive trend in your projected financials. A graph allows the reader to quickly take in this information, and may do a better job of encouraging a bank or investor to finance your business. However, be sure that the amount of financing you are requesting is in keeping with your projected financials – no matter how impressive your projections are, if you are asking for more money than is warranted, no bank or investor will give it to you.

Appendices

The appendix is the final section in your business plan. Essentially, this is where you put all of the information that doesn’t fit in the other eight sections, but that someone – particularly a bank or investor – might need to see.

For instance, the market analysis section of your business plan may list the results of market studies you have done as part of your market research. Rather than listing the details of the studies in that section, where they will appear cumbersome and detract from the flow of your business plan, you can provide this information in an appendix.

Other information that should be relegated to an appendix includes:

• Credit histories for both you and your business
• Letters of reference
• References that have bearing on your company and your product or service, such as magazines or books on the topic
• Company licenses and patents
• Copies of contracts, leases, and other legal documents
• Resumes of your top managers
• Names of business consultants, such as your accountant and attorney

Writing a Successful Business Plan

Despite the quantity of information contained in your business plan, it should be laid out in a format that is easy to read. Just like with any piece of business writing, it is important to craft your business plan with your intended audience in mind – and the bankers, investors, and other busy professionals who will read your business plan almost certainly won’t have time to read a tedious document with long-winded paragraphs and large blocks of text.

Business plans for startup companies and company expansions are typically between twenty to forty pages long, but formatting actually accounts for a lot of this length. A strong business plan uses bullet points throughout to break up long sections and highlight its main points. Visuals such as tables and charts are also used to quickly relay specific information, such as trends in sales and other financial information. These techniques ensure that the reader can skim the business plan quickly and efficiently.

Think of your audience as only having fifteen minutes to spend on each business plan that comes across their desks. In that fifteen minutes, you not only have to relay your most important points, but also convince the reader that your business venture merits a financial investment. Your best bet is a well-researched business plan, with an organized, easy-to-read format and clear, confident prose.


About The Author
Jason Kay is a former professional business plan writer and provides business start up advice. He contributes to business magazines and websites such as http://BudgetBusinessPlans.com, which provides business plan writing services and business plan samples.

Your career is your most valuable asset. Manage it with a higher priority than you would with any other investment. Remember that without this asset, you couldn't survive

www.onewaylinkexchange.net

Link popularity being the factor that is taken into account
by the leading search engines, while producing the Search
Engine Results Page, link exchange softwares have gained
much importance and significance because of the capability
of link exchange softwares to modify and upload links
automatically. The reciprocal link exchange program of
link exchange softwares makes the tedious task of link
exchange look like a piece of cake.

Most of the renowned link exchange softwares have many
features in common. Several strikingly good link exchange
softwares have a control panel that can create an HTML or
PHP directory that displays all of the link partners and
displays which partners are reciprocal linking to that
particular website too. Link exchange softwares are the
b est in attracting traffic from different sources and can
perform the link exchange process at any time of the day.

Link exchange is the best form of advertising since most
link exchange softwares are available free of cost, though
some link exchange management services require the
webmaster to remit a monthly fee to build the website's
popularity.

www.onewaylinkexchange.net

Link exchange softwares even have algorithms that can help
a website improve his link popularity and thus increase
its PageRank. Link exchange softwares can organize and
manage reciprocal links with much ease. The reciprocal
link checker program of the link exchange software helps
spider the domains and verifies whether a link to the
registered website is present on all sites listed in its
links page.

Once the link exchange software finds a Webmaster that is
not linking to the registered site, it automatically sends
an e-mail to that Webmaster warning him to add the link
back. A part of the algorithm of all link exchange
softwares includes sending e-mail notifications to the
Webmaster of the registered site, at every step of the
link exchange process such as about a link exchange
request, approval/rejection email to submitters, requests
to webmasters to add your link back if they removed it.

Link exchange softwares also makes sure that the link is
on the same domain as the submitted link, automatically.
An amazing feature of link exchange softwares is that it
keeps track of all traffic. Link exchange softwares can
keep track of the number of click that go to each
reciprocal link from the registered site and can list it
down as and when the user demands.

Most Link exchange softwares can support multiple
platforms such as Unix/Linux and Windows web hosting
service, as long as the web hosting service can support
MYSQL database and PHP. Link exchange softwares are search
engine friendly and cause spiders to crawl up to the
registered site. If the site was designed in HTML mode,
the link exchange software can generate static HTML pages.

www.onewaylinkexchange.net

I hope you enjoyed reading this article.

If you want to read more information on search engine
optimization go to my blog at
http://onewaylinkexchange.net/wordpress/

Best Regards,
Anil

PS. If you would like to join now just go to http://onewaylinkexchange.net/members/register.php

2417 Jericho Turnpike
Garden City
NY 11040
United States

by: Terry H Hill


An economic downturn is a phase of the business cycle in which the economy as a whole is in decline.This phase basically marks the end of the period of growth in the business cycle. Economic downturns are characterized by decreased levels of consumer purchases (especially of durable goods) and, subsequently, reduced levels of production by businesses.

While economic downturns are admittedly difficult, and are formidable obstacles to small businesses that are trying to survive and grow, an economic downturn can open up opportunities. A well-managed company can realize the opportunity to gain market share by taking customers away from their competitors. Resourceful entrepreneurs capture the available opportunities, from an economic downturn, by developing alternate methods of doing business that were never implemented during a prior growth period.

The challenge of successfully navigating your business through an economic downturn lies in the realignment of your business with current economic realities. Specifically, you, as the business owner, need to renew a focus on your core clients/customers, reduce your operating expenses, conserve cash, and manage more proactively, rather than reactively, is paramount.

Here are best practices that will help you to successfully navigate your business through an economic downturn:

Goals:

The primary goal of any business owner is to survive the current economic downturn and to develop a leaner, more cost-effective and more efficient operation. The secondary goal is to grow the business even during this current economic downturn.

Objectives:

• Conserve cash.

• Protect assets.

• Reduce costs.

• Improve efficiencies.

• Grow customer base.

Required Action:

• Do not panic… History shows that economic downturns do not last forever. Remain calm and act in a rational manner as you refocus your attention on resizing your company to the current economic conditions.

• Focus on what YOU can control… Don’t let the media's rhetoric concerning recessions and economic slowdown deter you from achieving business success. It´s a trap! Why? Because the condition of the economy is beyond your control. Surviving economic downturns requires a focus on what you can control, i.e. your relevant business activities.

• Communicate, communicate, and communicate! Beware of the pitfall of trying to do too much on your own. It is a difficult task indeed to survive and to grow your business solely with your own efforts. Solicit ideas and seek the help of other people (your employees, suppliers, lenders, customers, and advisors). Communicate honestly and consistently. Effective two-way communication is the key.

• Negotiate, negotiate, and negotiate! The value of a strong negotiation skill set cannot be overstated. Negotiating better deals and contracts is an absolute must for realigning and resizing your company to the current economic conditions. The key to success is not only knowing how to develop a win-win approach in negotiations with all parties, but also keeping in mind the fact that you want a favorable outcome for yourself too.

Recommended Best Practice Activities:

The Nuts and Bolts… The following list of recommended best practice activities is critical for your business' survival and for its growth during an economic downturn. The actual financial health of your particular business, at the outset of the economic downturn, will dictate the priority and urgency of the implementation of the following best practice activities.

1. Diligently monitor your cash flow: Forecast your cash flow monthly to ensure that expenses and planned expenditures are in line with accounts receivable. Include cash flow statements into your monthly financial reporting. Project cash requirements three-to- six months in advance. The key is to know how to monitor, protect, control, and put cash to work.

2. Carefully convert your inventories: Convert excess, obsolete, and slow-moving inventory items into cash. Consider returning excess and slow-moving items back to the suppliers. Close-out or inventory reduction sales work well to resize your inventory. Also, consider narrowing your product offerings. Well-timed order placement helps to reduce excess inventory levels and occasional material shortages. The key is to reduce the amount of your inventory without losing sales.

3. Timely collection of your accounts receivable: This asset should be converted to cash as quickly as possible. Offer prompt payment discounts to encourage timely payments. Make changes in the terms of sale for slow paying customers (i.e. changing net 30 day terms to COD). Invoicing is an important part of your cash flow management. The first rule of invoicing is to do it as soon as possible after products are shipped and/or after services are delivered. Place an emphasis on reducing billing errors. Most customers delay payments because an invoice had errors, and therefore, will not pay until they receive a corrected copy. Email or fax your invoices to save on mailing time. Post the payments that you have received and make deposits more frequently. The key is to develop an efficient collection system that generates timely payments and one that gives you advance warning of problems.

4. Re-focus your attention on your existing clients/customers: Make customer satisfaction your priority. A regular review of your customers' buying history and frequency of purchases can reveal some interesting facts about your customers' buying habits. Consider signing long-term contracts with your core clients/customers which will add to your security. Offer a discount for upfront cash payments. The key is to do what it takes to keep your current customers loyal.

5. Re-negotiate with your suppliers, lenders, and landlord:

i) Suppliers: Always keep your negotiations on the level of need, saying that your company has reviewed its cost structure and has determined that it needs to lower supplier costs. . Tell the supplier that you value the relationship you have developed, but that you need to receive a cost reduction immediately. Ask your supplier for a lower material price, a longer payment cycle, and the elimination of finance charges. Also, see if you can buy material from them on a consignment basis. In return for their price concessions, be willing to agree to a long-term contract. Explore the idea of bartering as a form of payment.

ii) Lenders: Everything in business finance is negotiable and your relationship with a bank is no exception. The first step to successful renegotiations is to convince your lenders that you can ultimately pay off the renegotiated loan. You must point out to your lenders why it would be in their best interest to agree to a new arrangement. Showing them your business plan and your action plan that includes your cost-savings initiatives, along with "the how" and "the when" of the implementation of your plan is the best way to achieve this goal. Explain to them that you will need their cooperation to insure that you can survive, as well as, grow your business during the economic downturn. Negotiated items include: the rate of interest, the required security to cover the loan, and the beginning date for repayment. A beginning date for repayment could be immediate, within several months or as long as a year. The key is to realize that your lender will work with you, but that frequent and continual communications with them is critical.

iii) Landlord: Meet with your landlord. Explain your need to have them extend the term of your lease at a reduced cost. Make sure you have a clause in the lease agreement that entitles you to have the right to sublet any or all of the leased space.

6. Re-evaluate your staffing requirements: This is a very critical area. Salaries/wages are a major expense of doing business. Therefore, any reduction in the hours worked through work schedule changes, short-term layoffs or permanent layoffs has an immediate cost saving benefit. Most companies ramped up hiring new employees in the good times, only to find that they are currently overstaffed due to slow sales during the economic downturn. In terms of down-sizing your staff, be very careful not to reduce your staff to a level that forces you to skimp on customer service and quality. Consider the use of part-timers or the current trend of outsourcing certain functions to independent contractors.

7. Shop for better insurances rates: Get quotations from other insurance agents for comparable coverage to determine whether or not your present insurance carrier is competitive. Also, consider revising your coverage to reduce premium costs. The key is to have the right balance-to be adequately insured, but not under or over insured.

8. Re-evaluate your advertising: Contrary to the other cost-cutting initiatives, evaluate the possibility of increasing your advertising expenditures. This tactic realizes the advantage of the reduced "noise" and congestion (fewer advertisers) in the marketplace. The downturn period a great opportunity to increase brand awareness and create additional demand for your product/service offerings.

9. Seek the help of outside advisors: The use of an advisory board comprised of your CPA, attorney, and business consultant offers you objectivity and provides you with professional advice and guidance. Their collective experience in working with similar situations in past economic downturns is invaluable.

10. Review your other expenses: Target an across-the-board cost-cutting initiative of 10-15%. Attempt to eliminate unnecessary expenses. Tightening your belt in order to weather the downturn makes practical, financial sense.

Proactively managing your business through an economic downturn is an enormous challenge and is critical for your survival. However, through well-planned initiatives, an economic downturn can create tremendous opportunity for your company to gain greater market share. In order to take advantage of this growth opportunity, you must act quickly to implement the above best business practices to continue realigning and resizing your company to the current economic conditions.

Copyright © 2008 Terry H. Hill

You may reprint this article free of charge in your newsletter, magazine, or on your website, provided that the article is unedited, and that the copyright, author's bio, and contact information below appears with each article. Articles appearing on the web must provide a hyperlink to the author's web site, http://www.legacyai.com

Terry H. Hill is the founder and managing partner of Legacy Associates, Inc, a business consulting and advisory services firm. A veteran chief executive, Terry works directly with business owners of privately held companies on the issues and challenges that they face in each stage of their business life cycle. To find out how he can help you take your business to the next level, visit his site at http://www.legacyai.com

To download a copy of this article, click on this link: http://www.legacyai.com/Article_Downturn.html.

Dari Wikipedia bahasa Indonesia, ensiklopedia bebas

Langsung ke: navigasi, cari

Krisis finansial Asia adalah krisis finansial yang dimulai pada Juli 1997 di Thailand, dan mempengaruhi mata uang, bursa saham dan harga aset lainnya di beberapa negara Asia, sebagian Macan Asia Timur. Peristiwa ini juga sering disebut krisis moneter ("krismon") di Indonesia.

Indonesia, Korea Selatan dan Thailand adalah negara yang paling perah terkena dampak krisis ini. Hong Kong, Malaysia dan Filipina juga terpengaruh. Daratan Tiongkok, Taiwan dan Singapura hampir tidak terpengaruh. Jepang tidak terpengaruh banyak tapi mengalami kesulitan ekonomi jangka panjang.

Daftar isi

[sembunyikan]

[sunting] Sejarah

Sampai 1996, Asia menarik hampir setengah dari aliran modal negara berkembang. Tetapi, Thailand, Indonesia dan Korea Selatan memiliki "current account deficit" dan perawatan kecepatan pertukaran pegged menyemangati peminjaman luar dan menyebabkan ke keterbukaan yang berlebihan dari resiko pertukaran valuta asing dalam sektor finansial dan perusahaan.

Pelaku ekonomi telah memikirkan akibat Daratan Tiongkok pada ekonomi nyata sebagai faktor penyumbang krisis. RRT telah memulai kompetisi secara efektif dengan eksportir Asia lainnya terutaman pada 1990-an setelah penerapan reform orientas-eksport. Yang paling penting, mata uang Thailand dan Indonesia adalah berhubungan erat dengan dollar, yang naik nilainya pada 1990-an. Importir Barat mencari pemroduksi yang lebih murah dan menemukannya di Tiongkok yang biayanya rendah dibanding dollar.

Krisis Asia dimulai pada pertengahan 1997 dan mempengaruhi mata uang, pasar bursa dan harga aset beberapa ekonomi Asia Tenggara. Dimulai dari kejadian di Amerika Selatan, investor Barat kehilangan kepercayaan dalam keamanan di Asia Timur dan memulai menarik uangnya, menimbulkan efek bola salju.

Banyak pelaku ekonomi, termasuk Joseph Stiglitz dan Jeffrey Sachs, telah meremehkan peran ekonomi nyata dalam krisis dibanding dengan pasar finansial yang diakibatkan kecepatan krisis. Kecepatan krisis ini telah membuat Sachs dan lainnya untuk membandingkan dengan pelarian bank klasik yang disebabkan oleh shock resiko yang tiba-tiba. Sach menunjuk ke kebijakan keuangan dan fiskal yang ketat yang diterapkan oleh pemerintah pada saat krisis dimulai, sedangkan Frederic Mishkin menunjuk ke peranan informasi asimetrik dalam pasar finansial yang menuju ke "mental herd" diantara investor yang memperbesar resiko yang relatif kecil dalam ekonomi nyata. Krisis ini telah menimbulkan keinginan dari pelaksana ekonomi perilaku tertarik di psikologi pasar.

[sunting] Thailand

pertukaran uang Baht-dollar
pertukaran uang Baht-dollar

Dari 1985 ke 1995, Ekonomi Thailand tumbuh rata-rata 9%. Pada 14 May dan 15 May 1997, mata uang baht, terpukul oleh serangan spekulasi besar. Pada 30 Juni, Perdana Mentri Chavalit Yonchaiyudh berkata bahwa dia tidak akan mendevaluasi baht, tetapi administrasi Thailand akhirnya mengambangkan mata uang lokal tersebut pada 2 Juli.

Pada 1996, "dana hedge Amerika telah menjual $400 juta mata uang Thai. Dari 1985 sampai 2 Juli 1997, baht dipatok pada 25 kepada dolar. Baht jatuh tajam dan hilang setengah harganya. Baht jatuh ke titik terendah di 56 ke dolar pada Januari 1998. Pasar saham Thailand jatuh 75% pada 1997. Finance One, perusahaan keuangan Thailand terbesar bangkrut. Pada 11 Agustus, IMF membuka paket penyelamatan dengan lebih dari 16 milyar dolar AS (kira-kira 160 trilyun Rupiah). Pada 20 Agustus IMF menyetujui, paket "bailout" sebesar 3,9 milyar dolar AS.

[sunting] Filipina

Bank sentral Filipina menaikkan suku bunga sebesar 1,75 persentasi point pada Mei dan 2 point lagi pada 19 Juni. Thailand memulai krisis pada 2 Juli. Pada 3 Juli, bank sentral Filipina dipaksa untuk campur tangan besar-besaran untuk menjaga peso Filipina, menaikkan suku bunga dari 15 persen ke 24 persen dalam satu malam.

[sunting] Hong Kong

Pada Oktober 1997, dolar Hong Kong, yang dipatok 7,8 ke dolar AS, mendapatkan tekanan spekulatif karena inflasi Hong Kong lebih tinggi dibanding AS selama bertahun-tahun. Pejabat keuangan menghabiskan lebih dari US$1 milyar untuk mempertahankan mata uang lokal. Meskipun adanya serangan spekulasi, Hong Kong masih dapat mengatur mata uangnya dipatok ke dolar AS. Pasar saham menjadi tak stabil, antara 20 sampai 23 Oktober, Index Hang Seng menyelam 23%. Otoritas Moneter Hong Kong berjanji melindungi mata uang. Pada 15 Agustus 1997, suku bunga Hong Kong naik dari 8 persen ke 23 persen dalam satu malam.

[sunting] Korea Selatan

Korea Selatan adalah ekonomi terbesar ke-11 dunia. Dasar makroekonominya bagus namun sektor banknya dibebani pinjaman tak-bekerja. Hutang berlebihan menuntun ke kegagalan besar dan pengambil-alihan. Contohnya, pada Juli, pembuat mobil ketiga terbesar Korea, Kia Motors meminta pinjaman darurat. Di awal penurunan pasar Asia, Moody's menurunkan rating kredit Korea Selatan dari A1 ke A3 pada 28 November 1997, dan diturunkan lagi ke Baa2 pada 11 Desember. Yang menyebabkan penurunan lebih lanjut di saham Korea sejak jatuhnya pasar saham di November. Bursa saham Seoul jatuh 4% pada 7 November 1997. Pada 8 November, jatuh 7%, penurunan terbesar yang pernah tercatat di negara tersebut. Dan pada 24 November, saham jatuh lagi 7,2 persen karena ketakutan IMF akan meminta reform yang berat. Pada 1998, Hyundai Motor mengambil alih Kia Motors.

[sunting] Malaysia

Pada 1997, Malaysia memiliki defisit akun mata uang besar lebih dari 6 persen dari GDP. Pada bulan Juli, ringgit Malaysia diserang oleh spekulator. Malaysia mengambangkan mata uangnya pada 17 Agustus 1997 dan ringgit jatuh secara tajam. Empat hari kemudian Standard and Poor's menurunkan rating hutang Malaysia. Seminggu kemudian, agensi rating menurunkan rating Maybank, bank terbesar Malaysia. Di hari yang sama, Bursa saham Kuala Lumpur jatuh 856 point, titik terendahnya sejak 1993. Pada 2 Oktober, ringgit jatuh lagi. Perdana Mentri Mahathir bin Mohamad memperkenalkan kontrol modal. Tetapi, mata uang jatuh lagi pada akhir 1997 ketika Mahathir bin Mohamad mengumumkan bahwa pemerintah akan menggunakan 10 milyar ringgit di proyek jalan, rel dan saluran pipa.

Pada 1998, pengeluaran di berbagai sektor menurun. Sektor konstruksi menyusut 23,5 persen, produksi menyusut 9 persen dan agrikultur 5,9 persen. Keseluruhan GDP negara ini turun 6,2 persen pada 1998. Tetapi Malaysia merupakan negara tercepat yang pulih dari krisis ini dengan menolak bantuan IMF.

[sunting] Indonesia

Pada Juni 1997, Indonesia terlihat jauh dari krisis. Tidak seperti Thailand, Indonesia memiliki inflasi yang rendah, perdagangan surplus lebih dari 900 juta dolar, persediaan mata uang luar yang besar, lebih dari 20 milyar dolar, dan sektor bank yang baik.

Tapi banyak perusahaan Indonesia banyak meminjam dolar AS. Di tahun berikut, ketika rupiah menguat terhadap dolar, praktisi ini telah bekerja baik untuk perusahaan tersebut -- level efektifitas hutang mereka dan biaya finansial telah berkurang pada saat harga mata uang lokal meningkat.

Pada Juli, Thailand megambangkan baht, Otoritas Moneter Indonesia melebarkan jalur perdagangan dari 8 persen ke 12 persen. Rupiah mulai terserang kuat di Agustus. Pada 14 Agustus 1997, pertukaran floating teratur ditukar dengan pertukaran floating-bebas. Rupiah jatuh lebih dalam. IMF datang dengan paket bantuan 23 milyar dolar, tapi rupiah jatuh lebih dalam lagi karena ketakutan dari hutang perusahaan, penjualan rupiah, permintaan dolar yang kuat. Rupiah dan Bursa Saham Jakarta menyentuh titik terendah pada bulan Septemer. Moody's menurunkan hutang jangka panjang Indonesia menjadi "junk bond".

Meskipun krisis rupiah dimulai pada Juli dan Agustus, krisis ini menguat pada November ketika efek dari devaluasi di musim panas muncul di neraca perusahaan. Perusahaan yang meminjam dalam dolar harus menghadapi biaya yang lebih besar yang disebabkan oleh penurunan rupiah, dan banyak yang bereaksi dengan membeli dolar, yaitu: menjual rupiah, menurunkan harga rupiah lebih jauh lagi.

Inflasi rupiah dan peningkatan besar harga bahan makanan menimbulkan kekacauan di negara ini. Pada Februari 1998, Presiden Suharto memecat Gubernur Bank Indonesia, tapi ini tidak cukup. Suharto dipaksa mundur pada pertengahan 1998 dan B.J. Habibie menjadi presiden.

[sunting] Singapura

Ekonomi Singapura berhasil mengatur performa yang relatif sehat dibandingkan dengan negara lain di Asia selama dan setelah krisis finansial, meskipun hubungan erat dan ketergantungan ekonomi regional tetap membawa efek negatif terhadap ekonominya. Tetapi, secara keseluruhan kemampuannya menghilangkan krisis diperhatikan secara luas, dan meningkatkan penelitian kebijakan fiskal Singapura sebagai pelajaran bagi negara tetangganya.

Sebagai ekonomi terbuka, dolar Singapura terbuka terhadap tekanan spekulatif seperti telah terjadi pada 1985. Ekonomi sangat penting dalam keberlangsungan Singapura sebagai negara merdeka, pemerintah Singapura berhasil mengatur suku pertukaran mata uangnya untuk menghindari potensi penyerangan speklulatif.

[sunting] Tiongkok daratan

Republik Rakyat Cina tidak terpengaruh oleh krisis ini karena renminbi yang tidak dapat ditukar dan kenyataan bahawa hampir semua investasi luarnya dalam bentuk pabrik dan bukan bidang keamanan. Meskipun RRT telah dan terus memiliki masalah "solvency" parah dalam sistem perbankannya, kebanyakan deposit di bank-bank RRT adalah domestik dan tidak ada pelarian bank.

[sunting] Amerika Serikat dan Jepang

"Flu Asia" juga memberikan tekanan kepada Amerika Serikat dan Jepang. Ekonomi mereka tidak hancur, tetapi terpukul kuat.

Pada 27 Oktober 1997, Industri Dow Jones jatuh 554-point, atau 7,2 persen, karena kecemasan ekonomi Asia. Bursa Saham New York menunda sementara perdagangan. Krisis ini menuju ke jatuhnya konsumsi dan keyakinan mengeluarkan uang.

Jepang terpengaruh karena ekonominya berperan penting di wilayah Asia. Negara-negara Asia biasanya menjalankan defisit perdagangan dengan Jepang karena ekonomi Jepang dua kali lebih besar dari negara-negara Asia lainnya bila dijumlahkan, dan tujuh kali lipat RRT. Sekitar 40 persen ekspor Jepang ke Asia. Pertumbuhan nyata GDP melambat di 1997, dari 5 persen ke 1,6 persen dan turun menjadi resesi pada 1998. Krisis Finansial Asia juga menuntun ke kebangkrutan di Jepang.

[sunting] Laos

Laos terpengaruh ringan oleh krisis ini dengan nilai tukar Kip dari 4700 ke 6000 terhadap satu dolar AS.

[sunting] Konsekuensi

Krisis Asia berpengaruh ke mata uang, pasar saham, dan harga aset lainnya di beberapa negara Asia. Indonesia, Korea Selatan dan Thailand adalah beberapa negara yang terpengaruh besar oleh krisis ini.

Krisis ekonomi ini juga menuju ke kekacauan politk, paling tercatat dengan mundurnya Suharto di Indonesia dan Chavalit Yongchaiyudh di Thailand. Ada peningkatan anti-Barat, dengan George Soros dan IMF khususnya, keluar sebagai kambing hitam.

Secara budaya, krisis finansial Asia mengakibatkan kemunduran terhadap ide adanya beberapa set "Asian value", yaitu Asia Timur memiliki struktur ekonomi dan politik yang superior dibanding Barat. Krisis Asia juga meningkatkan prestise ekonomi RRC.

Krisis Asia menyumbangkan ke krisis Rusia dan Brasil pada 1998, karena setelah krisis Asia bank tidak ingin meminjamkan ke negara berkembang.

Krisis ini telah dianalisa oleh para pakar ekonomi karena perkembangannya, kecepatan, dinamismenya; dia mempengaruhi belasan negara, memiliki efek ke kehidupan berjuta-juta orang, terjadi dalam waktu beberapa bulan saja. Mungkin para pakar ekonomi lebih tertarik lagi dengan betapa cepatnya krisis ini berakhir, meninggalkan ekonomi negara berkembang tak berpengaruh. Keingintahuan ini telah menimbulkan ledakan di pelajaran tentang ekonomi finansial dan "litani" penjelasan mengapa krisis ini terjadi. Beberapa kritik menyalahkan tindakan IMF dalam krisis, termasuk oleh pakar ekonomi Bank Dunia Joseph Stiglitz.

[sunting] Referensi

[sunting] Buku

  • (en)(id)Berbagai Laporan Bank Dunia Mengenai Perkembangan Ekonomi Indonesia Sejak Krisis Moneter 1997
  • Kaufman, GG., Krueger, TH., Hunter, WC. (1999) The Asian Financial Crisis: Origins, Implications and Solutions. Springer. ISBN 0-7923-8472-5
  • Pettis, Michael (2001). The Volatility Machine: Emerging Economies and the Threat of Financial Collapse. Oxford University Press. ISBN 0-19-514330-2.
  • Blustein, Paul (2001). The Chastening: Inside the Crisis that Rocked the Global Financial System and Humbled the IMF. PublicAffairs. ISBN 1-891620-81-9.
  • Noland, Markus, Li-gang Liu, Sherman Robinson, and Zhi Wang. (1998) Global Economic Effects of the Asian Currency Devaluations. Policy Analyses in International Economics, no. 56. Washington, DC: Institute for International Economics.
  • Pempel, T. J. (1999) The Politics of the Asian Economic Crisis. Ithaca, NY: Cornell University Press.
  • Ries, Philippe. (2000) The Asian Storm: Asia's Economic Crisis Examined.

[sunting] Surat kabar

[sunting] Lainnya

  • The Crash (transcript only), from the PBS series Frontline

vibrant

VibrantVitalities.com

link2

Link2Communion.com

my dolar

mydollarmails.com

propaid

ProPaideMail
Clicky Web Analytics