DJONNIE RAHMAT-HARLEY

Living the Harley Davidson lifestyle

IS there anyone who has never heard of Harley Davidson? Due to its popularity, some people call any big motorcycle a Harley Davidson regardless of its brand. In 2009, the sale of big motorcycles in Indonesia was the highest in Southeast Asia, thanks to the achievement of PT Mabua Harley Davidson, the authorized distributor of Harley Davidson in Indonesia. The man who leads the company is Djonnie Rahmat, who became its president director in 2002.

Djonnie has traveled a winding road to success in the motorcycle industry. As a matter of fact, Djonnie was a sailor before he embarked on a career on land. “At that time, there was little opportunity [to work] at sea. Finally, I decided to stay on land and work for a consulting company that was related to the shipping industry. We became the arm of an insurance company to conduct investigations. The object remained ships but I was no longer a sailor,” said the Shipping Academy (AIP) graduate.

Along with some friends, he later cooperated with a British investor to set up a company, Citrabuana (1988), and later Intertek Utama (1993). The companies developed well and Djonnie became president director of both companies. With his experience in the two companies, he had the principles to develop businesses orientated toward consumers and professionalism. He applies the same philosophy with Mabua Harley Davidson.

“We built Citrabuana with seven people. It’s now been 22 years and we have never suffered losses. It is a consulting company and 99 percent of our clients are foreigners. Our commitment to quality and punctuality is imperative. We have become prominent in the area. Maybe this has much to do with the way I run the businesses that followed,” said Djonnie, who once took a course at the National Defense Institute.

Harley Davidson motorbikes are originally from Milwaukee, Wisconsin, US, and were nothing new to Djonnie. He had been in love with Harleys ever since he was a kid. He first rode one, which belonged to his parents, when he was in junior high school. Djonnie has been a member of the Harley Owners Group (HOG) since 1998. HOG is a club fully support by the producer.

The decision to work at Harley Davidson was difficult for Djonnie, especially because at that time he worked at Suara Pembaharuan daily as the general manager but had decided to move to Australia. “[I joined] Harley because Bapak Pram, the director of Mabua Harley Davidson, suddenly died of a heart attack and I was asked to replace him. I still worked at Suara Pembaruan and had not achieved its goal. It is because of this request that I work with Mabua Harley Davidson,” said Djonnie, who, despite his busy schedule, also serves as the chairman of the AIP alumni association and an executive of the Indonesian Karate-Do Federation.

When Djonnie took over the leadership of Mabua in 2002, its condition was not encouraging. Mabua had only one outlet, on Jl. Fatmawati, South Jakarta, and was Rp 16 billion in debt. But Djonnie considered it a challenge and found it hard to turn down the position.

When he met the principle for the first time in America in 2003, the first thing he was asked concerned the debt. “When will you pay the debt?” he recalled being asked. But he translated this as a challenge that was put in his action plan.

Upon his return from the US, he developed a strategy to address all the problems and made internal and external changes. He organized a workshop for all of the employees and motivated them to make changes. Outside the company, he tried to change the negative image of Harley Davidson riders, who were considered wild and reckless. He also believed it was necessary to change the image about its exclusivity.

“People have one of two sentiments toward Harley: like or dislike. There is no in between. Men must see Harley that way. They hate it or they want it. Many wanted it but did not know how they could own one. They may have wanted one and had the money to buy one, but they did not know where to go. And why did people hate Harleys? This needed to be dealt with,” he said.

With his media experience, Djonnie made journalists his partners. “Here, the media played a role. I held many events. Positive events, such as annual media gatherings. We had fun and gave our partners in the media the opportunity to ride a Harley so they could personally experience the bikes,” said the father of two.

The negative image gradually faded due to cooperation among Harley Davidson bikers all over Indonesia who continue to build a positive public image by taking part in social activities held by the government and the private sector, and being visible in tourist destinations. An example of this is the participation of Harley Davidson bikers in the Red and White Parade in August 2009 in Bali.

Djonnie’s efforts to change the negative view of Harley bikers continued. The efforts including developing relations with the police because in the past the police were reluctant to stop a Harley biker and issue a ticket. “Such a view was disturbing. I went and built a relationship with them,” he said.

Harley Davidson bikers are a unique community. Communicating with them requires tact. The majority of the bikers are successful people and it is necessary to use a certain approach with them.

Acknowledging this, Djonnie said one should avoid using a negative or commanding tone with them. “Therefore, we should use positive and persuasive words,” he said.

Riding a Harley Davidson is no longer a hobby but a lifestyle. Mabua Harley Davidson has eight outlets and a target to sell 400 motorcycles this year.

What obstacles does Djonnie expect to face in 2010? “In 2003, I asked people to come out of their slumber. Now the problem is a positive problem in that we want to develop further and faster. Now we have the money and the market is there, but we lack the human resources. We have to contain ourselves and adjust to our capacity so that everything will work well. In April, we had an annual management training program to train and drill our staff,” he said.

The kind of people that Djonnie needs for his team are young people who are easily satisfied and want instant success, which means he is looking for young creative people. “I really admire people with high creativity because people like that will develop faster,” he explained. (Tedy Matondang)

The Jakarta Post, May 05, 2010
http://www.thejakartapost.com/news/2010/05/05/profile-djonnie-rahmat-living-harley-davidson-lifestyle.html

Ody Mulya-Maxima Pictures

Controversy sells

ODY Mulya may not be as well known as his movies, which have created controversy and sensationalism in the media. The movies he has produced include Tali Pocong Perawan (String of a Virgin’s Shroud, 2008), Kutunggu Jandamu (Waiting for a Divorcee, 2008) and Air Terjun Pengantin (Bride’s Waterfall, 2009). Not only do the movies have controversial titles but they also have daring scenes. Suster Keramas (2010) (Shampoo Nurse) and Arisan Brondong (2010) (Fusillade of Tontines) star porn actresses from Japan, namely Rin Sakuragi and Erika Kirihara. His latest movie, Menculik Miyabi (Kidnapping Miyabi) is the talk of the town. Released May 6, the original cast of the movie included Japanese porn star Maria Ozawa. However after much controversy, Maria Ozawa was dropped from the cast and the film was made into a comedy.

Ody Mulya has been the president director of PT Maxima Pictures since 2003. He started out as a bank promotions and communications manager until a friend asked him to join Maxima Pictures. “I worked at the bank for 10 years before finally moving into film production, to Maxima Pictures that is,” said Ody, a civil law graduate from Muhammadiyah University, Jakarta.

As a newcomer to film he was frequently cheated. Production costs often increased without any apparent reason, but he kept learning as he often supervised the production in process. After the first three or four months and with his experience in the bank, Ody found the right formula to minimize expenses.

“I found a lot of illogical things. Why should there be an executive producer, a director’s assistant, sometimes even two of them? The worst thing was when a budget was made for a film with a crew of 120 people. What colossal film were we going to make anyway?” quipped Ody, who in the early days of Maxima Pictures only relied on three core people.

Then he totally changed the method of filmmaking at the company. These days he first looks for a storyline and then asks a writer to make a script. Next is the casting and finally negotiating with the director for the fee so the production cost is clear. “I reversed the method. I don’t wait for the scenario, but we create the idea and pass it on to the writer,” said the father of one.

In the midst of much criticism and pressure to cancel the production of Menculik Miyabi, Ody was determined to proceed. He said he was not creating a sensation but Maxima pictures had to respond to the trust given to it by the world of film not only here but also globally. “I was determined to make this film to honor to the international trust and demand. Germany, France, the United States, Korea, Taiwan and many other countries were waiting to see how far Indonesia, and especially Maxima Pictures, would go to bring Miyabi to Indonesia. If we could not bring her here it would mean there is still no democratic process and there is no film production freedom here,” said Ody, who currently has 30 employees.

In spite of the controversy created by Maxima’s films they draw huge audiences. Some of them become box office hits as more than one million moviegoers see them, such as Tali Pocong Perawan and Air Terjun Pengantin, which were entered in the Cannes Film Festival this year to represent Indonesia.

“Our films are all money makers, except Tulalit [Rather Stupid, 2008], for which we broke even. It was shown during the fasting month so it was bad timing and there was not much of an audience,” said Ody, who often finds ideas for his films during lunch or leisure time.

Maxima’s production costs average Rp 4 billion to Rp 5 billion per film, including promotion costs. If it is a box office hit, viewed by at least one million people, then the revenue is one million times Rp 7,000 (net ticket income after cinema share is deducted), which amounts to Rp 7 billion. So the profit range is between Rp 2 billion and Rp 3 billion. More can be made when a movie is purchased by a TV station.

Ody admits that Maxima produces commercial films that are not made for festivals so that the company can make a profit. He said he prefers to make films to cater to market tastes. “I don’t want to put my company at financial risk, so I am careful in producing marketable films. I don’t care if other people’s films get awards at some festival, but in reality are not money makers. That would be useless, wouldn’t it?” said Ody, whose wife is Mirna Febriyani. He is often invited to speak at film workshops and is an honorary lecturer at Budi Luhur University, Jakarta.

Ody also admits that controversy helps promote a film. “Controversy and sensationalism are always parts of my films. First, there is always a risqué scene and people talk about it. Second, promoting a film is a different game. If we proceed smoothly no one will see our films, so a controversy is obviously needed,” he explained.

Maxima’s films are often harshly criticized by mass or public organizations and in some instances its films have been banned, for example Suster Keramas in Palembang and Samarinda. Ody said they were within their rights to object, but he did not keep quiet as he went to those cities and used his right to respond. He also used a persuasive approach.

“However, there is the censorship board, which has the authority, right? It’s OK if mass or public organizations act as moral guards or police, but there are regulations in this country, right? You can’t just stop a film from being shown after it has passed censorship. There is a governor or a mayor who can make a decision on that, but then one can appeal to the minister,” explained Ody.

On the other hand, Ody is also fair, because he often cuts out scenes that are considered offensive by the organizations. “Go and see my film. You can cut it into pieces. Cut out the offensive or sensual parts that you object to. Let my film become a 30-minute film, but never ban my films!” he said in a determined tone.

Other producers are now copying Maxima’s consistency in making marketable pictures. They are also imitating its style. “They say if Maxima can get one million moviegoers they can get at least half that, so let’s copy Maxima’s style,” said Ody proudly.

While many other companies are going bankrupt or producing only one film per year, Maxima has set a target of between seven and eight films this year, while taking a break during the fasting month. Is Ody satisfied with Maxima’s success so far? “We will release our films in Southeast Asian countries and possibly elsewhere in Asia,” he said.

There is also a possibility that one day Maxima will produce a film of festival quality. “We will do that one day, but today we can’t afford it because we are still surviving. Make a film, make money and then make another film. That is our current pattern,” he said with a smile.

Then Ody mentioned his concern about local films. “Why don’t people want to watch homegrown films? Not even big budget ones? I think the quality and the story content is the problem. It must be blended creatively!” he concluded. (Patra Matondang)

The Jakarta Post, June 02, 2010

http://www.thejakartapost.com/news/2010/06/02/profile-ody-mulya-controversy-sells.html

RIZWAN ALAMSYAH

Art of marketing based on sincerity

WHO would have ever guessed that someone who tried to quit three times from a company at the beginning of his career would become one of the spearheads of the company? Meet Rizwan Alamsjah, the director of PT Krama Yudha Tiga Berlian Motors (KTB), which was previously called PT New Marwa 1970 Motors, the authorized distributor of Mitsubishi cars and other vehicles representing Mitsubishi Motors Corporation (MMC) and Mitsubishi Fuso Truck & Bus Corporation (MFTBC) in Indonesia. His contribution has been acknowledged by his superiors and colleagues. He is also known as a leading figure in Indonesia’s automotive industry.

“If I remember correctly, I wanted to quit within the first six months of working here and again almost every six months for a while after. It happened three times. Maybe I was used to working for American companies, because I was surprised with the working style at a Japanese company. It is totally different,” Rizwan explained.

His desire to resign from KTB was not due to his remuneration or position, but more because of the leadership style. Rizwan, who had previously worked for Arthur Young (now Ernest & Young) as an auditor and management service provider, was used to the American leadership style, which was fast and with freedom in making decisions. So he felt uncomfortable with what he considered a rigid management style.

“Indeed, there is a difference in each culture. American companies don’t bother with what you do as long as the mission is accomplished. But in Japanese companies decisions are made together, so it takes time and is much slower. I was initially frustrated,” recalled Rizwan.

“But after working for one year I realized that Western and Japanese management styles are equally as good. The difference lies only in the ‘tools’. Both have been proven to be just as effective, just look at the many leading and successful Japanese companies in the world,” he added.

What does he find interesting about working for Mitsubishi that has made him stay there? Rizwan answered with just one word: commitment.

“Here ‘no’ means ‘no’ and ‘yes’ really means ‘yes’! Mitsubishi always strives to provide the best quality in everything. I have learned that here you have to work ideally. So we must always work hard and never feel satisfied with the result, because competitors expect that. If we feel satisfied we will be complacent and that will be the end of us. We have existed for 40 years and that is an achievement in itself,” said Rizwan, a graduate of the University of Indonesia.

He did not start his career at KTB at the very bottom of the ladder but as a departmental supervisor. Rizwan, who has worked at KTB for almost 30 years, made a significant contribution in designing KTB from the very beginning: from a concept on paper to its major size today. It now has its own plant and is supported by more than 150 dealers nationwide.

“As I handled a department, I had a managerial position and for the expansion of the company all of us assisted the director in the overall preparation. I was also involved in the forming of the company because there was a personnel shortage. When we started to develop the engine plant, PT Krama Yuda Manufacturing manufactured the components. I recruited new employees and also worked as an accountant. Finally when the company was running smoothly, I held two positions again as cooperate director because there was no one else,” said Rizwan, who is also chairman IV of the Association of Indonesian Automotive Industries for the February 2010-December 2013 period.

Along with the company’s progress and his achievements, Rizwan also rose in position at the company. In February 1999, he became the administration and finance director. However, this position was short-lived because the company needed his energy and ideas during the 1997-1998 economic crisis that also hit the country’s automotive industry. Just two months later he was appointed marketing director, and continues to hold this position until today. Marketing was the most difficult division at that time because there was almost no demand and people’s purchasing power was diminishing. From regular sales of 7,000 units per month, KTB had to get used to selling only 200 units per month. Rizwan had to work hard for better sales and to save the company.

“There were almost no buyers and very low demand. That was the hampering factor. I was worried. Clearly, the survival of the company depended on marketing. If marketing fails, everything will be finished. So, we tried to develop the market right from the start. Just like a fisherman who usually waits for the direction of the wind, I was waiting for some conducive economic signs. At the same time the ship, meaning the company, was made cost efficient,” said Rizwan.

“We speeded up the retirement of employees. Thank goodness, our sales gradually improved and we could soon pay off the huge long-term loan from our principal,” he explained in a modest tone.

Under Rizwan’s leadership, KTB now ranks among the top three automotive companies in Indonesia. In 2005, KTB recorded impressive sales of 1.5 million vehicles since 1970. In 2006, when the market was unfavorable due to fluctuating international oil prices, KTB held second position.

In 2007, KTB was again in second position after exceeding its sales target of 50,000 units, totaling 61,547 units with a market share of 14.2 percent. And finally in 2009, when the global economic crisis was impacting various sectors including the automotive industry, KTB still managed to exceed its sales target with total sales of 61,735 units and a market share of 12.7 percent.

What is the key to all these achievements?

“Quality. I have learned that selling automotive products is not like selling other goods and services. We must be ‘married’ or closely related to our customers. As long as they own our products they will need us. So, our service and spare parts must be reliable. All three components are equally important: sales, service and spare parts. Selling cars is not easy. Customers will reject cheap cars that are problematic. Image and brand are very important,” he said.

“The first basic principle is sincerity. Of course we want to make a profit, but not at the expense of our customers. We have to maintain a sincere relationship with our customers, just like in a family. The proof is that our products have survived for three generations,” he said.

And what is the company’s sales target for this year? Based on a favorable market, KTB has set an optimistic target of 90,000 units. “The actual sales figure may be more than that as 90,000 is not a difficult target,” he said confidently. Rizwan added that automotive sales will improve further in the next five years and major improvement will take place in Asian countries, such as China, India and ASEAN member countries. However, he said, there should be no negative surprises in the form of unfavorable government regulations.

“The government should be careful and not shock the business sector. One still remembers during the crisis when fuel prices were increased by more than 100 percent. Such a shocking step would certainly cause the industry to collapse. Any price increases should be gradual, say by 10 percent at a time. This way the market can adapt to the changes. Who benefits if the market is unfavorable and less tax is paid to the government? No one benefits in such a situation, right?” he said.

What is the key to Rizwan’s success? “First, pessimism is part of a problem, while being optimistic is challenging. Second, sincerity is very important. Thirdly and just as importantly, one has to be creative and smart,” he said. (Patra Matondang, The Jakarta Post, June 30, 2010)

http://www.thejakartapost.com/news/2010/06/30/rizwan-alamsjah-art-marketing-based-sincerity.html