Entrepreneur Business Leader
Hiramsyah S. ThaibPresident Director & CEO
PT Bakrieland Development Tbk.
Ekonomi Indonesia yang Sehat
Estimated 2011 GDP growth, G-20
012
34567
89
10Ita
ly
Fran
ce
Japa
n
UK
Ger
man
y
Can
ada
US
Aus
tralia
Sou
th A
frica
Mex
ico
Bra
zil
Kor
ea
Rus
sia
Sau
di A
rabi
a
Turk
ey
Arg
entin
a
Indo
nesi
a
Indi
a
Chi
na
%
Source: IMF, February 2011
KPR vs. SBI
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
1999 2000 2001 2002 2003 2004 2005 2006 2007 1H08 2H08 2009 1H10 2H10
Mortage rate SBI rate
Source: Statstik Perbankan Indonesia, Bank Indonesia, 2010
Demand Perumahan Tinggi
Population & population growth 228 million people & 1.3% per year = 3 million people per year Shortages 8.6 million units, annual demand 800,000 units, annual supply 200,000 units
-
50,000
100,000
150,000
200,000
250,000
2002 2003 2004 2005 2006 2007 2008 2009 2010P 2011P 2012Punit
Annual Supply Annual Potential Demand
Source: Pusat Studi Properti Indonesia, Januari 2010Investor Daily, Oktober 2009
Harga & Yield Properti Menarik
Apartment Price in Premiere City Center (price per Sq.m.)
1,381
1,424
2,033
3,072
5,449
10,265
11,324
12,884
16,422
0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000
Indonesia
Malaysia
Philippines
Thailand
China
India
Singapore
Japan
Hong Kong
US$
Apartment Rental Yields in Premier City Centre (%)
3.2
3.33.7
3.85.8
6.48.8
9.011.4
0 2 4 6 8 10 12
ChinaHong Kong
IndiaSingapore
JapanThailandMalaysia
PhilippinesIndonesia
Source: www.globalpropertyguide.com, 2010
Kepemilikan Properti oleh Asing
Expatriate Growth in Indonesia
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
Q1201
0
peop
le
Source: Departemen Tenaga Kerja dan Transmigrasi, 2010
Tren Urbanisasi Meningkat
Indonesia's rural/urban mix
0
20
40
60
80
100
120
140
160
180
200
1950 1960 1970 1980 1990 2000 2010F 2020F 2030F
mnUrban Rural
Source:
United Nations - World population prospects, 2009
CLSA Asia-Pacific Markets, April 2010
Positif bagi proyek properti yang berada di pusat kota
Struktur Perusahaan
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INTEGRATED PROPERTY COMPANY
BAKRIELAND
INVESTMENT
Jungle Water Park
Jungle Mall
Aston Bogor Hotel & Resort *
PROJECT
Bogor Nirwana Residence
INVESTMENT
Wisma Bakrie 1
Wisma Bakrie 2
Bakrie Tower *
Lifestyle Center *
Aston Rasuna Residence *
Pasar Festival
Elite Club Epicentrum
PROJECT
Rasuna Epicentrum:
Grove Condominium
Grove Suites
Wave Condominum
PROJECT
Ijen Nirwana Residence
PROJECT
Batam Nirwana Residence
INVESTMENT
Pullman Bali Legian Nirwana *
PT. Samudra Asia Nasional 99.78%
INVESTMENT
Lido Lakes Resort
PT. Berkah Puhu Lestari 99.99%
PROJECT
Travellers Krakatoa Nirwana Resort
PT. Krakatau Lampung T. D. 90%
PROJECT
Lagoon Nirwana Residence
INVESTMENT
Pan Pacific Nirwana Bali Resort
PT. Bali Nirwana Resort 52.55%
INVESTMENT
WT&D for East side of Jakarta
PROJECT
Sentra Timur Residence
INVESTMENT
Kanci-Pejagan Toll Road
PT. Bakrie Infrastructure 99.99%
CITY PROPERTY LANDED RESIDENTIAL HOTEL & RESORT
P R O P E R T Y PROPERTY RELATED INFRASTRUCTURE
TOLL ROAD WATER TREATMENT & DIST.
Revenue : IDR 481 bn (35%)EBITDA : IDR 94 bn (23%)
Revenue : IDR 403 bn (30%)EBITDA : IDR 174 bn (43%)
Revenue : IDR 399 bn (29%)EBITDA : IDR 93 bn (23%)
Revenue : IDR 84 bn (6%)EBITDA : IDR 45bn (11%)
Revenue : NAEBITDA : NA
Revenue & EBITDA are based on 2010 results
* Partly retained
PROJECT
Bukit Jonggol
PT. Libratindo Gemilang
99.99%
PROJECT
Ubud Nirwana Villas
PT. Fusion Plus Indonesia 50.00%
PT. Graha Andrasentra P. 99.78%
PT. Dutaperkasa U. 64.86%
PT. Mutiara Permata Biru 98.78%
PT. Bukit Jonggol Asri 37.88%
PT. Aetra Air Jakarta 3.75%
PT. Semesta Marga Raya 100%
PT. Bakrie Pangripta Loka 99.99%
PT. Bakrie Swasakti Utama 69.62%
PT. Bakrie Toll Road 99.99%
Bakrieland’s Strength
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1. Commands virtually 1/3 of total apartment supply in Jakarta CBD
2. Commands 53.5 Ha of land in Jakarta prime CBD
3. 16.3 Ha of land in Jakarta prime CBD
4. One of the largest market cap of all property stocks on the IDX, US$ 844 million @ 15 October 2010
5. The most liquid property stock on the IDX. Average daily trading value in 2009 IDR 66 billion/US$ 7 million
6. The CAGR of revenues in the last 5-year is 43.5% and will continue to grow strongly
7. DER 67.4% and net gearing 54.7% (excluding ELB) @ 30 June 2010
8. House, apartment, office, hotel, retail center, infrastructure
9. Jakarta, Bogor, Bali, Malang, Lampung, Batam
10. The 2nd best mid apartment in Jakarta, independent survey by PSIP, 2007
11. Experience 20 years
12. Mid-to-mid-up segment
13. Most complete Superblock in Jakarta at 2008 Indonesia Property & Bank Award
14. Limitless and Perumnas (State housing company)
15. Bakrie Group and Avenue Capital Group
LARGEST LARGEST LARGEST One of LARGEST LARGESTJakarta CBD Development Land Bank Market cap. Trading ValueDeveloper (1) Area in in of All Property of All Property
Jakarta CBD (2) Jakarta CBD (3) Stocks in IDX (4) Stocks in IDX (5)
STRONG SOLID DIVERSIFIED DIVERSIFIED QUALITYRevenue growth (6) Balance sheet (7) Portfolio (8) Locations (9) Products (10)
GOOD FOCUSED COMPLETE STRONG STRONGTrack Record (11) Segment (12) Amenities (13) Partner (14) Shareholders (15)
M A R K E T L E A D E R
BLUE OCEAN
STRATEGY
Ciptakan Ruang Pasar Tanpa Pesaing dan Biarkan Kompetisi Tak Lagi Relevan
Lead Like an Entrepreneur
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“Leading like an entrepreneur requires a
different view of leadership. It requires the manages
integrate both an entrepreneurial mindset
and an entrepreneurial skill set into their daily lives as an organizational leaders
and managers”
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A New View
Management
EntrepreneurshipLeadership
Figure 2.1 The entrepreneurial leadership model
Visionary Leadership
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Transformational Entrepreneurial
• Focus on the organization• Changing attitudes• Focus on change• Passion• A stake in the ground • Creative rearrangement• Committed investment• Symbolic communications • Long-term, stay the course
• Focus on the opportunity• Finding like-minded people• Focus on building/creating• Passion• A moving stake• Creative destruction/rearrangement• Staged investment• Intimate, personal communications• Medium term, exit strategy
Figure 2.5 Similarities and differences between transformational and entrepreneurial leadership
The Entrepreneurial Process
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Opportunity Identification
OpportunityShaping
OpportunityCapturing
The Opportunity The Team
The Resources
The Balancing Act
Figure 3.2 Timmons’ model of the entrepreneurial balancing act
Corporate Entrepreneurship Behaviors
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• Efficiently gets proposed actions through bureaucratic red tape and into practice
• Displays an enthusiasm for acquiring skills• Quickly changes course of action when
results aren’t being achieved• Encourages others to take the initiative for
their own ideas• Inspires others to think about their work in
new and stimulating ways
• Devotes time to helping others find ways to improve our products and services
• Goes to bat for the good ideas of others• Boldly moves ahead with promising new
approach when others might be more cautious
• Vividly describes how things could be in the future and what is needed to get us there
• Gets people to rally together to meet a challenge
• Creates an environment where people get excited about making improvements
Figure 2.6 Entrepreneurial leadership qualities identified in utilities study
Thank You
THANK YOU