Paket Umroh 12 hari pesawat langsung Madinah

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Biro Perjalanan Haji dan Umrah yang memfokuskan diri sebagai biro perjalanan yang bisa menjadi sahabat perjalanan ibadah Anda, yang sudah sangat berpengalaman dan dipercaya sejak tahun 2010, mengantarkan tamu Allah minimal 5 kali dalam sebulan ke tanah suci tanpa ada permasalahan. Paket yang tersedia sangat beragam mulai paket umroh 9 hari, 12 hari, umroh wisata muslim turki, dubai, aqso. Biaya umroh murah yang sudah menggunakan rupiah sehingga jamaah tidak perlu repot dengan nilai tukar kurs asing. travel haji onh plus di Cinere

Meski harga komputer personal (PC) makin terjangkau, banyak pihak yang masih membutuhkan jasa penyewaan komputer. Bisnis penyewaan PC pun juga masih lumayan. Sebuah perusahaan penyedia jasa sewa komputer masih menangguk omzet ratusan juta rupiah sebulan. Kuncinya harus fokus pada pasar tertentu, serta harus siap untuk merawat pelanggan dan komputer.

Tingginya ketergantungan pada komputer, telah membuat keberadaan produk ini seakan menjadi kebutuhan primer untuk dapat mendukung pekerjaan atau sebagai media hiburan. Apalagi, produsen komputer kian jeli untuk menciptakan berbagai produk tertentu, yang sesuai dengan kebutuhan atau kantong konsumen, sehingga makin banyak orang yang mampu membeli komputer personal.

Namun, meski banyak orang telah memiliki komputer sendiri, ternyata tidak menyurutkan bisnis penyewaan komputer personal (PC). Tengok saja, usaha penyewaan PC milik Andi Susanto. Pemilik PT Megawastu Solusindo di Jakarta ini mampu untuk menangguk omzet hingga Rp 500 juta tiap bulan. "Usaha penyewaan PC juga masih menguntungkan sampai saat ini," ujarnya.

Minat perusahaan untuk menyewa PC masih tinggi. Mereka terhindar dari biaya pembelian, biaya penggantian dan perawatan. Sementara PC juga sangat penting dan dibutuhkan terus-menerus. "Dengan menyewa, perusahaan bisa menekan pengeluaran mereka," tutur Andi.

Andi mengawali usahanya sejak 2003. Pria yang semula bekerja di sebuah media ekonomi ini tertarik menekuni bisnis penyewaan PC, karena ia banyak berhubungan dengan perbankan. "Saya melihat bank membutuhkan dukungan PC yang bagus," kata Andi.

Dalam usahanya ini, Andi pun hanya memasok PC untuk bagian trading di bank. Kesuksesannya pun juga tak lepas dari strategi untuk fokus pada target pasar dan merawat konsumennya dengan baik.

Hingga kini, Megawastu Solusindo masih konsisten menyewakan PC khusus bagi kantor-kantor bank. Mereka juga sudah mempunyai klien yang berasal dari 10 bank besar di Indonesia.

Harga sewa komputer dipatok mulai Rp 500.000 hingga Rp 1 juta per bulan. Penentuan tarif sewa juga bergantung pada spesifikasi kebutuhan PC.

Andi juga menawarkan sistem sewa dengan jangka waktu bulanan hingga tahunan. "Tapi, kami juga mempunyai kebijakan kontrak per tiga bulan supaya pemasukan lebih lancar," ujarnya.

Dalam usaha ini, menurut Andi, yang paling penting adalah melakukan perawatan PC secara rutin. Maklum, dunia perbankan membutuhkan kecepatan data dan arus informasi secara real time.

Klien biasanya menginginkan, bila terjadi kerusakan pada PC harus seminim mungkin. Karena itu, Andi juga harus selalu siap menyediakan teknisi bila terjadi kerusakan. Para teknisi pun harus memantau secara rutin kondisi PC yang selalu menyala itu.

Sekali sepekan, teknisi biasanya mengecek PC yang disewa. Mereka akan membersihkan komputer tersebut dari gangguan virus. "Saya juga harus membayar denda jika terjadi kerusakan yang melebihi perjanjian," ujar Andi.

Namun, kesuksesan dari bisnis penyewaan komputer tak hanya dengan mengandalkan klien dari perbankan. Menurut Hery Siswanto, Manajer Marketing PT Natari, banyak perusahaan membutuhkan penyewaan komputer untuk mendukung kinerja perusahaan.

Perusahaan yang terkenal ini telah menjalani bisnis penyewaan komputer sejak 2004 lalu . Hery juga mengakui, konsumennya terus bertambah hingga saat ini. "Bahkan, kami masih kewalahan dalam melayani kebutuhan klien di Jakarta," ujar Hery.

Natari biasanya telah menyewakan komputer untuk keperluan pelatihan karyawan maupun seminar. Karena mengincar pasar ini, mereka biasanya menuai banyak permintaan pada awal bulan dalam triwulan pertama setiap tahunnya.

Berbeda dengan Megawastu Solusindo, Natari menetapkan harga sewa harian. Biaya sewa komputer telah dibanderol antara Rp 80.000 hingga Rp 100.000 per unit setiap hari.

Hery bilang, perusahaan bisa mendulang omzet lebih dari Rp 100 juta per bulan. Untuk mendukung bisnisnya, Natari juga menyiapkan 500 unit komputer personal.

Hery menjelaskan, para kliennya lebih memilih menyewa PC untuk pelatihan atau seminar. Pasalnya, komputer personal lebih nyaman dipakai bila dibandingkan dengan menggunakan laptop. Selain itu, perusahaan juga ingin mengurangi risiko kecurian jika menggunakan laptop.

Ada beragam perusahaan yang menjadi klien Natari. Mulai dari perusahaan asuransi, perusahaan TI dan juga kalangan perbankan. Hery berpesan, dalam bisnis ini yang penting menjaga kepercayaan pelanggan.

JASA PENYEWAAN KOMPUTER MASIH BERPUTAR

Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.

Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.

Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.

Photo
 
Credit Peter Arkle

Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.

“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”

Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.

The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.

They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.

A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.

Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.

What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.

It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)

A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.

The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.

It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.

High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.

But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.

In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.

How Some Men Fake an 80-Hour Workweek, and Why It Matters

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