In Small Medium Enterprise's (SME)
This study aims to build an Indonesian telematics human resources business intelligence based on the optimization of the balanced scorecard of the customer and internal aspects. The balanced scorecard for customer aspects is done through the concept of the data lake and needs of the telematics workforce, which refers to the largest job vacancy site in Indonesia. The internal aspect of the balanced scorecard is carried out through vocational high school clustering as a telematics workforce producer. Business intelligence applications are able to describe in real-time the needs of the telematics workforce. Moreover, this application is also made in a mobile version, so that the conditions make it easier for vocational high schools to find out trends in telematics workforce needs nationally. This business intelligence is integrated with the balanced scorecard in the internal aspects of vocational telematics high school. The results show that Indonesian vocational telematics high schools still have major constraints on laboratory facilities, but most vocational telematics high schools show optimism through the development of technopreneurial programs. This is in line with the government's program, which continues to launch a telematics-based start-up ecosystem growth program to be highly competitive in facing the Asian Economic Community and industrial revolution 4.0. The government needs to provide more intensive workshop program incentives to vocational high school teachers because this shows a significant effect on the absorption capacity of vocational high school graduates.
The power of information technology and communication (telematics) is one of the vital forces for every country. In the Industrial Revolution 4.0 era, the development of telematics was one of the priorities of the Indonesian government nawacitas. The development of the field of telematics in Indonesia for a decade is inseparable from the role of SMEs. The role of telematics SMEs in the strength of national development can be mapped through the optimization of National Economic Census data (Susenas). The detailed 2016 Susenas data has not been released by BPS. Therefore, this research still uses 2006 Susenas data. The 2016 Susenas recapitalization shows that Indonesian telematics has a very large power, consisting of 2.6 million players. This great strength needs to be optimized to have high competitiveness so as to be able to support Indonesia’s development. The purpose of this study was to conduct hybrid data mining modeling to be used as a decision model in mapping the classification of Indonesian telematics SMEs. The classification map includes the feasibility of assistance for the empowerment of Indonesian telematics SMEs, business prospects and development plans for Indonesian telematics SMEs. The hybrid data mining model with K-Medoids & C4.5 technique shows better performance compared to other models, with an average accuracy rate of 71.87%. This model validation test also involves K-fold cross validations.
The telematics industry is included in the national industry development policy. Electronic and Telematic Industries are projected to grow twofold by 2025. The telematics industry is also included in the Nine Priority SMEs for development. The telematics industry is even part of the creative industry that absorbs about 13,000 workers. The national telematics industry is grouped into five groups, namely the office equipment industry, software, animation, games, and embedded. The strategy for developing Telematics SMEs is based on the position of the industry in its strength map. The five industry groups have been mapped into 4 developing quadrants. The office equipment industry is included in quadrant 1, with an expansive strategy such as increasing production and market share. The game and embedded industries map into quadrant 2, the strategy developed is proactive such as strengthening promotion and innovation. The software industry enters quadrant 3, the strategy developed is consolidation, such as strengthening human resources, infrastructure, and business institutions. While the animation industry entered quadrant 4, the strategy developed was to defensive, namely managing production cost efficiency, strengthening the domestic market, and increasing the competency of human resources. Human resource development has received special attention in the development of telematics SMEs. The skills of human resources in the telematics business may not be doubted, but recognition of competencies is a distinguishing factor in efforts to provide quality assurance to customers.
The telematics industry that is included in the national industry development policy. Electronic and Telematic Industries projected growth twice in 2025. The telematics industry is also included in the Nine SMEs that are a priority to be developed. The telematics industry is even part of the creative industry that absorbs about 13,000 workers. The national telematics industry is grouped into five groups, namely the office equipment industry, software, animation, games, and embedded. The strategy for developing Telematics SME’s is based on the position of the industry in its strength map. The five industry groups have been mapped into 4 developing quadrants. The office equipment industry is included in quadrant 1, with an expansive strategy such as increasing production and market share. The game and embedded industries map into quadrant 2, the strategy developed is proactive such as strengthening promotion and innovation. The software industry enters quadrant 3, the strategy developed is consolidation, such as strengthening human resources, infrastructure, and business institutions. While the animation industry entered quadrant 4, the strategy developed was to defensive, namely managing production cost efficiency, strengthening the domestic market, and increasing the competency of human resources. Human resource development has received special attention in the development of SME’s telematics. The skills of human resources in the telematics business may not be doubted, but recognition of competencies is a distinguishing factor in efforts to provide quality assurance to customers.
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