The PTPable VIII Employee Cooperative Centre (Puskopkar) has begun\nreducing its dependence on its parent company\u2019s business by expanding\nits business lines into several new sectors, ranging from tea\ndistribution and agrotourism to coin laundries and barbershops.<\/p>\n
This move is intended to build more diverse revenue streams so that\nthe cooperative\u2019s business performance does not rely entirely on the\ncondition of the parent company. Puskopkar PTPN VIII is a secondary\ncooperative that oversees 43 primary cooperatives.<\/p>\n
Secretary of Puskopkar PTPN VIII, Dina Novelia Hidayat, stated that\nfor many years, the cooperative\u2019s business activities have relied\nheavily on the PTPN VIII business ecosystem, which is now part of PTPN I\nRegional II. While this business model provided a relatively stable\nmarket, dependence on a single ecosystem poses a challenge when the\nparent company\u2019s business conditions change.<\/p>\n
\u201cInitially, Puskopkar was very dependent on PTPN\u2019s business, which\nprovided a very captive market. Our hope is to no longer be dependent on\nthe parent company, so that when PTPN\u2019s condition is low, we do not\nsuffer as well. We must have other baskets,\u201d said Dina.<\/p>\n
Currently, Puskopkar still operates businesses related to the PTPN\necosystem, including production transport services. The cooperative\ntransports tea leaves from plantations to factories and distributes\nfinished tea products to buyers. Puskopkar also serves as a distributor\nfor several PTPN tea products, such as Walini, Goalpara, and Gunung Mas.\nIts market is now being expanded to the hotel, restaurant, and cafe\n(Horeca) segment.<\/p>\n
Beyond these businesses, Puskopkar is developing several new revenue\nsources. The cooperative is developing agrotourism businesses in the\nCiwalini area and has entered the service industry, such as coin\nlaundries and barbershops. This business diversification is a strategy\nfor Puskopkar to build a more diverse business portfolio while\noptimising its existing assets.<\/p>\n
According to Dina, developing new businesses requires greater capital\nsupport. So far, the cooperative\u2019s internal capital has been sourced\nfrom member savings; however, capital requirements are increasing\nalongside expansion plans. Puskopkar has utilised revolving fund\nfinancing from the Cooperative Revolving Fund Management Agency (LPDB)\nKoperasi since 2021. The cooperative is now re-submitting a financing\nproposal to support the development of several business lines, including\nthe optimisation of assets in the Ciwaruga area, West Bandung.<\/p>\n
\u201cWe need larger and accountable capital. With the cooperation with\nLPDB, we hope our working capital becomes stronger so that the business\ncan grow,\u201d said Dina. She added that the financing application process\nalso encourages the cooperative to be more disciplined in terms of\nadministration, legality, governance, and risk management. She noted\nthat this process is vital to ensure that business expansion can run\nhealthily and sustainably.<\/p>\n
\u201cIf the process follows Good Corporate Governance and includes\ncomplete documentation, it actually serves as a safeguard for us,\u201d she\nadded.<\/p>\n
Moving forward, Puskopkar also plans to optimise assets in the\nCiwaruga area. The area is planned for development for various business\nactivities, including a cottage concept. The asset is also being\nconsidered as a permanent office for Puskopkar and a space to develop\nnew business units to provide more optimal economic value.<\/p>\n
The President Director of LPDB Koperasi, Krisdianto, stated that the\ndevelopment of Puskopkar shows that cooperatives can continue to grow by\nidentifying business opportunities and developing new revenue sources.\nHe noted that business diversification is a crucial step in building\nbusiness resilience, especially for cooperatives that have historically\nhad strong links to a single business ecosystem.<\/p>\n
\u201cPuskopkar PTPN VIII provides an example that cooperatives do not\nhave to stop at existing businesses. Cooperatives can develop new\nbusinesses while still leveraging their existing strengths and building\nmore diverse revenue streams,\u201d said Krisdianto.<\/p>\n
He stated that LPDB revolving fund financing is directed towards\nstrengthening the business capacity of cooperatives so they can grow\nhealthily, productively, and provide benefits to their members. \u201cWhat we\nhope for is not just the disbursement of financing, but how that\nfinancing acts as a lever for productivity and cooperative independence.\nWhen business units expand, assets increase, and the business becomes\nstronger, ultimately the benefits must return to the members,\u201d said\nKrisdianto.<\/p>\n
Overseeing 43 primary cooperatives and thousands of members, most of\nwhom originate from the PTPN ecosystem, Puskopkar is now striving to\nbuild a more diverse business portfolio. From production transport and\ntea distribution to agrotourism and service businesses, diversification\nis Puskopkar\u2019s strategy to strengthen cooperative independence while\nexpanding economic benefits for its members.<\/p>", "url": "https:\/\/jawawa.id\/newsitem\/avoiding-dependence-on-ptpn-puskopkar-develops-new-business-lines-1789210543", "image": "" }, "sponsor": "Okusi Associates", "sponsor_url": "https:\/\/okusiassociates.com" }