Workbook Ekonomi X

SMA DARUL ULUM 2 UNGGULAN BPPT

CHAPTER 1

BADAN USAHA

Sumber: https://unsplash.com/s/photos

Sektor produksi diperlukan dalam setiap kegiatan ekonomi. Tujuannya untuk memenuhi
kebutuhan manusia agar mencapai kemakmuran hidup bersama. Sektor produksi dibagi menjadi
tiga jenis, yakni sektor primer, sektor sekunder dan sektor tersier. Ketiga sektor produksi ini
berperan penting dalam kehidupan ekonomi.

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1. IDENTITAS
A. CAPAIAN PEMBELAJARAN :
Pemahaman Konsep

Pada akhir fase ini, peserta didik mampu memahami dan menjelaskan berbagai konsep dasar
ekonomi. Peserta didik memahami peranan akuntansi sebagai alat bantu dalam pengambilan
keputusan keuangan dan ekonomi. Peserta didik mengidentifikasi berbagai permasalahan
ekonomi yang terjadi di lingkungan sekitar serta mampu menjelaskan dampak dari
permasalahan ekonomi yang sedang terjadi berdasarkan konsep yang sudah dipelajari.

Badan Usaha dalam konteks perekonomian di Indonesia (BUMN, BUMS, BUMD, Koperasi, dan
Manajemen Badan Usaha), Akuntansi Keuangan Dasar dalam konteks penerapannya pada salah
satu bentuk badan usaha di Indonesia (Transaksi Bisnis Perusahaan, Persamaan Dasar
Akuntansi, dan Siklus Akuntansi), Pendapatan Nasional dalam konteks mengidentifikasi masalah
kesenjangan ekonomi serta solusi untuk mengatasinya, Pertumbuhan dan Pembangunan
Ekonomi, Ketenagakerjaan dalam konteks mengidentifikasi berbagai masalah pengangguran
dan pengupahan serta solusi untuk mengatasinya, Teori Uang, Indeks Harga dan Inflasi, Pasar
Uang dan Ekonomi Digital, Kebijakan Moneter dan Kebijakan Fiskal (Anggaran Negara dan
Anggaran Daerah), Perpajakan, dan Ekonomi Internasional.

Keterampilan Proses

Pada akhir fase ini, peserta didik mampu melakukan kegiatan penelitian sederhana dengan
menggunakan teknik atau metode yang sesuai untuk mengamati, menanya, mengumpulkan
informasi, mengorganisasikan informasi, menarik kesimpulan, dan mengomunikasikan hasil
penelitian mengenai berbagai fenomena ekonomi berdasarkan konsep-konsep ekonomi. Peserta
didik mampu merefleksikan dan merencanakan projek lanjutan secara kolaboratif.

B. MATERI POKOK : BADAN USAHA

C. ALOKASI WAKTU : 8 JP X 2 PERTEMUAN
D. TUJUAN PEMBELAJARAN :
Melalui diskusi, tanya jawab, penugasan, presentasi dan analisis, peserta didik dapat
Menganalisis konsep manajemen dan alur kegiatan Badan Usaha Yang terdapat di
lingkungan sekitarnya.

Difference between Primary, Secondary and Tertiary Sector With their Comparisons
The primary, secondary and tertiary sectors represent various business types and the goods they
procure and sell in an economic setup. Each sector is interdependent on the other so that the
economy as a whole functions properly and efficiently.

The primary sector is where the materials for the secondary sector are gathered. In the secondary
sector, the product is then made into consumable item(s) which is then distributed by the tertiary
sector.

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Economists such as AGB Fisher and Colin Clark were the supporters of these models in the early
20th century.

Owning a small business has its advantages and disadvantages. Each entrepreneur must weigh
the pros and the cons carefully and decide whether or not the risk is worth the reward.
Advantages of Small-Business Ownership

a. Independence. Entrepreneurs are their own bosses. They make the decisions. They
choose whom to do business with and what work they will do. They decide what hours to
work, as well as what to pay and whether to take vacations. For many entrepreneurs the
freedom to control their destiny is enough to outweigh the potential risks.
b. Financial gain. Entrepreneurship offers a greater possibility of achieving significant
financial rewards than working for someone else. Owning your own business removes
the income restraint that exists in being someone else's employee. Many entrepreneurs
are inspired by the mega-millionaire entrepreneurs we see today, such as Steve Jobs,
Elon Musk, Jeff Bezos, and Mark Zuckerberg.
c. Control. It enables one to be involved in the total operation of the business, from concept
to design to creation, from sales to business operations to customer response. This
ability to be totally immersed in the business is very satisfying to entrepreneurs who are
driven by passion and creativity and possess a "vision" of what they aim to achieve. This
level of involvement allows the business owner to truly create something of their own.
d. Prestige. It offers the status of being the person in charge. Some entrepreneurs are
attracted to the idea of being the boss. In addition, though, there is the prestige and pride
of ownership. When someone asks, “Who did this?" the entrepreneur can answer, “I did.”
e. Equity. It gives an individual the opportunity to build equity, which can be kept, sold, or
passed on to the next generation. It's not uncommon for entrepreneurs to own multiple
businesses throughout their life. They establish a company, run it for a while, and
later sell it to someone else. The income from this sale can then be used to finance
the next venture. If they’re not interested in selling the business, the goal may be to
build something that can be passed down to their children to help ensure their financial
future. One thing is sure: In order to fully reap the financial benefits of a business
venture, you need to be the owner.
f. Opportunity. Entrepreneurship creates an opportunity for a person to make a
contribution. Most new entrepreneurs help the local economy. A few—through their
innovations—contribute to society as a whole.

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Differences between Primary, Secondary and Tertiary Sector

In addition, small businesses have certain advantages over large businesses. Flexibility, generally
lean staffing, and the ability to develop close relationships with customers are among the key
benefits of small businesses. The digital communication revolution has significantly lowered the
cost of reaching customers, and this has been a boon to small startups and big businesses alike.

Disadvantages of Small-Business Ownership

As the little boy said when he got off his first roller-coaster ride, "I like the ups but not the
downs!" Here are some of the downsides to owning a small business:

Time commitment. When someone opens a small business, it's likely, at least in the beginning,
that they will have few employees. This leaves all of the duties and responsibilities to the owner.
Small-business owners report working more than eighty hours a week handling everything from
purchasing to banking to advertising. This time commitment can place a strain on family and
friends and add to the stress of launching a new business venture.

Risk. Even if the business has been structured to minimize the risk and liability to the owner, risk
can't be completely eliminated. For instance, if an individual leaves a secure job to follow an
entrepreneurial dream and the business fails, this financial setback can be hard to overcome.
Beyond financial risk, entrepreneurs need to consider the risk from product liability, employee
disagreements, and regulatory requirements

Uncertainty. Even though the business may be successful at the start, external factors such as
downturns in the economy, new competitors entering the marketplace, or shifts in consumer

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demand may stall the businesses growth. Even entrepreneurs who go through a comprehensive
planning process will never be able to anticipate all of the potential changes in the business
environment.

Financial commitment. Even the smallest of business ventures requires a certain amount of
capital to start. For many people starting small businesses, their initial source of funding is
personal savings, investments, or retirement funds. Committing these types of funds to a business
venture makes them unavailable for personal or family needs. In most cases where a small
business receives start-up funding through a loan, the entrepreneur must secure the loan by
pledging personal assets, such as a home. Risking the equity in one's home is a financial
commitment not all entrepreneurs are willing to make.

In spite of the potential disadvantages, most small-business owners are pleased with their
decision to start a business. A survey conducted by the Wall Street Journal and Cicco and
Associates Inc. indicates that small-business owners and top-level corporate executives agree
over whelmingly that small-business owners "are more satisfied with their work than their
corporate executive counterparts.

Internal and External Growth Strategies

January 19, 2017 Lars de Bruin 1 Comment Acquisition, Alliance, Ansoff Matrix,
Diversification, External Growth, Greenfield, Growth, Internal Growth, Joint Venture, M&A,
Market Development, Market Penetration, Merger, Product Development, Strategic Alliance
Growing a business is the process of of improving some measure of a comany’s success. A
business can grow in terms of employees, customer base, international coverage, profits, but
growth is most often determined in terms of revenues. There are different ways of growing a
business. Igor Ansoff identfied four strategies for growth and summarized them in the so
called Ansoff Matrix. The Ansoff Matrix (also known as the Product/Market Expansion Grid)
allows managers to quickly summarize these potential growth strategies and compare them to
the risk associated with each one. The idea is that each time you move into a new quadrant
(horizontally or vertically), risk increases. The four strategies are:
a. Market Penetration: selling more of the company’s existing products
to existing markets. To penetrate and grow the customer base in the existing market, a
company may cut prices, improve its distribution network, invest more in marketing and
increase existing production capacity
b. Market Development: selling more of the company’s existing products to new markets.
This strategy is about reaching new customer segments or expanding internationally by
targeting new geographic areas.
c. Product Development: developing and selling new products to existing markets
Product development means making some modifications in the existing products to give
increased value to the customers for their purchase or developing and launcing new
products alongside a company’s existing offering.
d. Diversification: entering new markets with new products that are either related or
completely unrelated to a company’s existing offering. Diversification in turn can be
classified into three types of diversification strategies:
1) Concentric/Horizontal diversification (or related diversification): entering a
new market with a new product that is somewhat related to a company’s
existing product offering

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2) Conglomerate diversification (or unrelated diversifcation): entering a new
market with a new product that is completely unrelated to a company’s existing
offering
3) Vertical diversification (or vertical integration): moving backward or forward
in the value chain by taking control over activities that used to be outsourced to
third parties like suppliers, OEMs or distributors

Internal Growth
Internal growth (or organic growth) is when a business expands its own operations by relying on
developing its own internal resources and capabilities. This can for example be done by assessing
a company’s core competencies and by determining and exploiting the strenght of its current
resources with the aid of the VRIO framework. Moreover, companies can decide to grow
organically by expanding current operations and businesses or by starting new businesses from
scratch (e.g. greenfield investment). Important to note here is that all growth is established
without the aid of external resources or external parties. Internal growth has a few advantages
compared to external growth strategies (such as alliances, mergers and acquisitions):
a. Knowledge improvement: organic growth strategies improve the company’s
knowledge through direct involvement in a new market or technology, thus providing
deeper first-hand knowledge that is likely to be internalized in the company
b. Investment spread: gradually growing internally helps to spread investment over time,
which allows a reduction of upfront costs and commitments, making it easier to reverse
or adjust a strategy if conditions in the market change
c. No availability constraints: the company is not dependent on the availability of
suitable acquisition targets or potential alliance partners. Organic developers also do not
have to wait for a perfectly matched acquisition target to come on to the market
d. Strategic independence: this means that a company does not need to make the same
compromises as might be necessary in an alliance, for example, which is likely to involve
constraints on certain activities and may limit future strategic choices
e. Culture management: organic growth allows new activities to be created in the existing
cultural environment, which reduces the risk of culture clash—a common difficulty with
mergers, acquisitions, and alliances
Internal growth strategies have a few disadvantages. For instance, developing internal
capabilities can be slow and time-consuming, expensive, and risky if not managed well.

External Growth
External growth (or inorganic growth) strategies are about increasing output or business reach
with the aid of resources and capabilities that are not internally developed by the company itself.
Rather, these resources are obtained through the merger with/acquisition of or partnership with
other companies. External growth strategies can therefore be divided between M&A (Mergers
and Acquisitions) strategies and Strategic Alliance strategies (e.g. joint ventures).
Mergers and Acquisitions
M&A offers a number of advantages as a growth strategy that improves the competitive strength
of the acquirer. They include:

a. Business extension: M&A can be used to extend the reach of a firm in terms of
geography, products or market coverage.
b. Consolidation: M&A can be used to bring together two competitors to increase market
power by reducing competition; to increase efficiency by reducing surplus capacity or

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sharing resources, for instance head-office facilities or distribution channels; and to
increase production efficiency or increase bargaining power with suppliers, forcing them
to reduce their prices.
c. Building capabilities: M&A may increase a company’s capabilities. Instead of
researching a new technology from scratch, for instance, acquirers may wait for
entrepreneurs to prove an idea and then take them over to incorporate the technological
capability within their own portfolio.
d. Speed: M&A allows acquirers to act fast—and this may be an advantage in itself, wrong-
footing competition and changing the industry landscape faster than competitors can
evolve in response.
e. Financial efficiency: This may allow a company with a strong balance sheet to combine
with another company with a weak balance sheet, enabling the latter to save on interest
payments by using the stronger company’s assets to pay off its debt. The acquired firm
could also access investment funds from the stronger company that were otherwise
unavailable.
f. Tax efficiency: For example, profits or tax losses may be transferable within the
combined company in order to benefit from different tax regimes between industries or
countries, subject to legal restrictions.
g. Asset stripping or unbundling: Some companies are effective at spotting other
companies whose underlying assets are worth more than the price of the company as a
whole. This makes it possible to buy such companies and then rapidly sell off (unbundle)
different business units to various buyers for a total price that is substantially in excess
of what was originally paid for the whole. Although this is often dismissed as merely
opportunistic profiteering (asset stripping), if the business units find better corporate
parents through this unbundling process, there can be a real gain in economic
effectiveness.
h. Strategic Alliances
Mergers and acquisitions bring together companies through complete changes in
ownership. However, companies can also share resources and activities to pursue a
common strategy without sharing in the ownership of the parent companies. There are
two main kinds of strategic alliance: equity and non-equity alliances.
Equity alliances involve the creation of a new entity that is owned separately by the
partners involved. The most common form of equity alliance is the joint venture, where
two companies remain independent but set up a new company that is jointly owned by
the parents. Alliances can also be formed with several partners, and these are termed
a consortium alliance.
i. Non-equity alliances are typically looser, and do not involve the commitment implied
by ownership. Non-equity alliances are often based on contracts. One common form of
contractual alliance is franchising, where one company (the franchisor) gives another
company (the franchisee) the right to sell the franchisor’s products or services in a
particular location in return for a fee or royalty. McDonald’s restaurants and Subway are
examples of franchising. Licensing is a similar kind of contractual alliance, allowing
partners to use intellectual property, such as patents or brands, in return for a fee. Long-
term subcontracting agreements are another form of loose non-equity alliance, common
in automobile supply.
j. Types of Strategic Alliances

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Strategic alliances allow a company to rapidly extend its strategic advantage and
generally require less commitment than other forms of expansion. A key motivator is
sharing resources or activities, although there may be less obvious reasons as well. There
are four types of alliance: scale, access, complementary, and collusive.
k. Scale alliances involve companies combining to achieve necessary scale. The capabilities
of each partner may be quite similar, but together they can achieve advantages that they
could not easily achieve on their own. Thus, combining together can provide economies
of scale in the production of outputs (products or services). Combining might also
provide economies of scale in terms of inputs—for example by reducing purchasing costs
of raw materials or services.
l. Access alliances involve a company allying in order to access the capabilities of another
company that are required to produce or sell its own products and services. For example,
in countries such as Mexico a Western company might need to partner with a local
distributor to access effectively the national market for its products and services. The
local company is critical to the international company’s ability to sell. Access alliances
can also work in the opposite direction, with a local company seeking a licensing alliance
to access inputs from an international company—for example technologies or brands.
m. Complementary alliances involve companies at similar points in the value network
combining their distinctive but complementary resources so that each partner is
bolstered where it has particular gaps or weaknesses. The Renault-Nissan Alliance is a
great example of two companies combining their strenghts to overcome their individual
weaknesses.
n. Collusive alliances involve companies colluding secretly to increase their market
power. By combining into cartels, they reduce competition in the marketplace, enabling
them to extract higher prices from customers or lower prices from suppliers. Such
collusive cartels among for-profit businesses are discouraged by regulators. For instance,
mobile phone and energy companies are often accused of collusive behavior.
There are many potential advantages of external growth through acquisitions and alliances.
Down below there is a list of some of these advantages compared to internal growth depeding on
the nature of the acquisition/alliance. For a more systematic way of choosing between
acquisitions and alliances themselves, you may want to read more about the Acquisition-Alliance
Framework.
1) Faster speed of access to new product or market areas
2) Instant market share / increased market power
3) Economies of scale (perhaps by combining production capacity)
4) Secure better distribution channels
5) Increased control of supplies
6) Decreased competition (by taking them over or partnering with them)
7) Acquire intangible assets (brands, patents, trademarks)
8) Overcome barriers to entry to target new markets
9) To take advantage of deregulation in an industry / market

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What is a Merger?

A merger is a corporate strategy to combine with another company and operate as a single legal
entity. The companies agreeing to mergers are typically equal in terms of size and scale of
operations.

Summary

1) Companies seek mergers to gain access to a larger market and customer base,
reduce competition, and achieve economies of scale.
2) There are different types of mergers that the companies can follow, depending on
their objectives and strategies.
3) A merger is different from an acquisition. Mergers happen when two or more
companies combine to form a new entity, whereas an acquisition is the takeover of
a company by another company.

Why do Mergers Happen?

1) After the merger, companies will secure more resources and the scale of operations will
increase.
2) Companies may undergo a merger to benefit their shareholders. The existing
shareholders of the original organizations receive shares in the new company after the
merger.
3) Companies may agree for a merger to enter new markets or diversify their offering
of products and services, consequently increasing profits.
4) Mergers also take place when companies want to acquire assets that would take time to
develop internally.
5) To lower the tax liability, a company generating substantial taxable income may look to
merge with a company with significant tax loss carry forward.
6) A merger between companies will eliminate competition among them, thus reducing the
advertising price of the products. In addition, the reduction in prices will benefit
customers and eventually increase sales.
7) Mergers may result in better planning and utilization of financial resources.

Types of Merger

1. Congeneric/Product extension merger

Such mergers happen between companies operating in the same market. The merger results in
the addition of a new product to the existing product line of one company. As a result of the
union, companies can access a larger customer base and increase their market share.

2. Conglomerate merger

Conglomerate merger is a union of companies operating in unrelated activities. The union will
take place only if it increases the wealth of the shareholders.

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3. Market extension merger

Companies operating in different markets, but selling the same products, combine in order to
access a larger market and larger customer base.

4. Horizontal merger

Companies operating in markets with fewer such businesses merge to gain a larger market. A
horizontal merger is a type of consolidation of companies selling similar products or services. It
results in the elimination of competition; hence, economies of scale can be achieved.

5. Vertical merger

A vertical merger occurs when companies operating in the same industry, but at different levels
in the supply chain, merge. Such mergers happen to increase synergies, supply chain control, and
efficiency.

Advantages of a Merger

1. Increases market share

When companies merge, the new company gains a larger market share and gets ahead in the
competition.

2. Reduces the cost of operations

Companies can achieve economies of scale, such as bulk buying of raw materials, which can result
in cost reductions. The investments on assets are now spread out over a larger output, which
leads to technical economies.

3. Avoids replication

Some companies producing similar products may merge to avoid duplication and eliminate
competition. It also results in reduced prices for the customers.

4. Expands business into new geographic areas

A company seeking to expand its business in a certain geographical area may merge with another
similar company operating in the same area to get the business started.

5. Prevents closure of an unprofitable business

Mergers can save a company from going bankrupt and also save many jobs.

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Disadvantages of a Merger

1. Raises prices of products or services

A merger results in reduced competition and a larger market share. Thus, the new company can
gain a monopoly and increase the prices of its products or services.

2. Creates gaps in communication

The companies that have agreed to merge may have different cultures. It may result in a gap in
communication and affect the performance of the employees.

3. Creates unemployment

In an aggressive merger, a company may opt to eliminate the underperforming assets of the other
company. It may result in employees losing their jobs.

4. Prevents economies of scale

In cases where there is little in common between the companies, it may be difficult to gain
synergies. Also, a bigger company may be unable to motivate employees and achieve the same
degree of control. Thus, the new company may not be able to achieve economies of scale.

2. PETA KONSEP :
(gambar peta konsep)
(sumber peta konsep)

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EXERCISES

A. TIPE SOAL PILIHAN GANDA

1. In 2016, 20 billion barrels of oil and 1.6 billion barrels of natural gas were discovered in
Texas, US. Which factor of production has increased in the US due to this discovery?
A. capital
B. enterprise
C. labour
D. land

2. What distinguishes a multinational company from other types of company?

A. It exports its products.
B. It imports its raw materials.
C. It produces outside its country of origin.
D. It promotes its products in trade fairs abroad.

3. Which firm is most likely to be classified as a small firm in the tertiary sector?
A. a farm
B. a hairdresser
C. a steelworks
D. a supermarket

4. Germany is considered a capital-intensive economy while Indonesia is considered a

labour-intensive economy.
What does this mean about the economies of Germany and Indonesia?
A. Capital is relatively cheaper than labour in Germany while labour is relatively cheaper
than capital in Indonesia.
B. Germany has many primary sector workers while Indonesia has many tertiary sector
workers.
C. Indonesia has a higher growth in its population size than Germany.
D. Relatively more low-cost labour is available in Germany while capital is more efficient
than labour in Indonesia.

B. TIPE SOAL URAIAN

1. Entrepreneurs are vital in an economy to achieve long run economic growth. Assess
whether encouraging entrepreneurship or increasing another of the factors of
production will be a more effective way to achieve long-run economic growth. [12]
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2. The Indian government has declared that the country, now a major car producer, will sell
only electric cars by 2030. The government wants to reduce external costs, some of
which are caused by petrol and diesel cars. Demand for electric cars is currently
relatively low and price-elastic. The government, however, thinks that it will not need to
subsidise the production of electric cars to achieve its target.
Discuss whether cars should be produced by the private sector or the public sector[8]

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……………………………………………………………………………………………………………………………………
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3. Singapore is usually ranked as one of the best countries in which to do business. It is an
open economy engaging in free trade. It has a history of strong entrepreneurship, low un-
employment, low average costs and relatively low tax rates. Its example may encourage
other countries to remove trade restrictions.

(a) Explain two factors that would increase the supply of entrepreneurs in an economy. [4]
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(b) Analyse how the market for a product would be affected by a reduction of the tax on the
product combined with a fall in the price of a complement. [6]
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(c) Discuss whether low unemployment in a country will encourage multinational compa-
nies (MNCs) to set up there. [8]
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4. BKH is a large public limited company. It has 2 000 employees across 18 locations. BKH
sells a range of insurance products including house and car insurance. BKH’s
shareholders want the 1 business to increase profit. The Managing Director knows
increasing profit can conflict with the objectives of other stakeholder groups. She said:
‘Private sector businesses have different objectives to public sector organisations.’ BKH is
also planning to expand by taking over another insurance company.
(a) Define ‘public sector’. ............................................................................................................................................
.........................................................................................................................................................................................
.........................................................................................................................................................................................
.........................................................................................................................................................................................
(b) Define ‘profit’. ...........................................................................................................................................................
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.........................................................................................................................................................................................
.........................................................................................................................................................................................
(c) Identify four ways to measure the size of a business.
Way
1: ....................................................................................................................................................................................
.........................................................................................................................................................................................
.....
Way
2: ....................................................................................................................................................................................

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.........................................................................................................................................................................................
.....
Way
3: ....................................................................................................................................................................................
.........................................................................................................................................................................................
.....
Way
4: ....................................................................................................................................................................................
.......................................................................................................................................................................................
[4]

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EVALUASI DIRI DAN PENUTUP

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BIBLIOGRAPHY

Badan Pengembangan dan Pembinaan Bahasa. 2022. Keputusan Kepala Badan Pengembangan
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yang Disempurnakan. Jakarta: Kementerian Pendidikan, Kebudayaan, Riset, dan Teknologi
Republik Indonesia
Physics IGCSE. 2022. Cambridge Assessment International Education Physics May-June/ October-
November Periods. UK : University of Cambridge
Physics AS. 2022. Cambridge Assessment International Education Physics May-June/ October-
November Periods. UK : University of Cambridge

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