Summary of "PUNYA KEUNTUNGAN 120 MILYAR. TAPI TINGGAL DI RUMAH YANG MASIH NYICIL 15 TAHUN"
Summary of Finance-Specific Content
Key Person & Company
- Angga Budi Kusuma: Main Director and largest shareholder of Pesona Kahuripan Group, a property company focused on FLPP (subsidized housing) and the Indonesian government’s “3 million houses” program.
- Pesona Kahuripan Group: Developer specializing in subsidized housing with a turnover/profit of IDR 120 billion (~USD 8 million+). The company is involved in large-scale government housing projects, including the handover of 26,000 FLPP houses.
Business Model & Strategy
Pesona Kahuripan Group’s approach centers on subsidized housing targeted at low-income buyers, with a focus on benefiting others rather than maximizing profit margins.
- Profit margins are deliberately reduced to:
- Allocate 50% of profit per unit to purchase more expensive, strategic land (e.g., Rp 500,000/m² vs. typical Rp 300,000-350,000/m²).
- Improve quality and infrastructure such as roads, gardens, and clean environments, budgeting about Rp 9 million per unit.
- Cover promotional costs of around Rp 7 million per unit, which can amount to billions annually (e.g., Rp 3 billion if building 3,000 units/year).
This strategy leads to faster sales despite the common perception that FLPP houses are hard to sell due to location and quality concerns.
Example: Profit per unit is cut from Rp 20 million to Rp 10 million, but faster sales and better locations increase turnover and total profit significantly (e.g., Rp 40 billion/year vs. Rp 10 billion/year if selling slower in less strategic locations).
The company emphasizes long-term benefits over short-term profit maximization.
Financials & Assets
- Turnover/profit: IDR 120 billion.
- Housing unit sizes: Approximately 60-66 m² land area, with house sizes around 90 m², typically featuring 1 bedroom.
- Personal assets of Angga Budi Kusuma:
- Lives in his first subsidized house (still paying installments of Rp 1.7 million/month).
- Owns only one car (Honda Jazz).
- Avoids luxury spending despite his wealth.
- Company employs over 400 people.
Macroeconomic & Policy Context
- Supports President Prabowo’s 3 million houses program as a viable solution to Indonesia’s housing backlog.
- Notes government support through quotas, regulatory relaxations, and pro-people policies.
- Challenges include land mafia and land disputes, which are resolved through legal means and negotiation rather than litigation to avoid delays and victimization.
- Subsidized housing with monthly installments around Rp 3 million is considered more realistic for low-income buyers compared to higher installment schemes.
Risk Management & Philosophy
- Angga’s philosophy centers on trust in God, humility, and focusing on being useful to others rather than accumulating wealth.
- Avoids personal luxury to maintain focus on business growth and social impact.
- Business risk approach includes accepting lower margins but investing in quality and location to reduce sales risk.
- Emphasizes non-confrontational dispute resolution to avoid costly legal battles.
- Personal story includes overcoming depression and hardship, which informs his empathetic business approach.
Performance Metrics & Recommendations
- Profit per unit: Reduced from Rp 20 million to Rp 10 million to invest in quality and location.
- Sales velocity: Faster sales (e.g., 1,000 units sold in 6 months) significantly increase annual turnover and profits.
- Infrastructure investment per unit: Rp 9 million.
- Promotional budget per unit: Rp 7 million.
- Land price per m²: Willing to pay Rp 500,000 for strategic locations vs. typical Rp 300,000-350,000.
- Recommendation: Prioritize customer benefit and quality over maximizing margins to ensure sustainable sales and growth.
- Caution: Land disputes and regulatory hurdles exist but can be managed with legal and negotiation strategies.
Disclaimers
The content reflects a personal story and business philosophy, not formal financial advice. It emphasizes individual belief systems and personal values guiding business decisions.
Methodology / Framework Shared
Business Profit Allocation Framework (per housing unit)
- Start with a typical profit margin (e.g., Rp 20 million).
- Cut profit margin by 50% to Rp 10 million.
- Allocate 50% of the cut profit (Rp 5 million) to purchase more expensive, strategic land.
- Allocate Rp 9 million per unit for infrastructure improvements (roads, gardens).
- Allocate Rp 7 million per unit for promotion and marketing.
Result: Lower margin but higher sales velocity and better customer satisfaction.
Land Dispute Resolution Approach
- Engage local authorities (sub-district, village) and the legal land office (BPN).
- Use legal rights but prefer negotiation with landowners/families.
- Pay fair compensation based on historical purchase price plus reasonable increment.
- Avoid lengthy litigation to reduce costs and social harm.
Personal & Business Philosophy
- Operate with humility and belief that all belongs to God.
- Focus on benefiting others and pleasing customers.
- Avoid excessive complaints or protests; accept regulations and adapt.
- Use gratitude and faith to overcome adversity.
Key Numbers & Timelines
- Turnover/profit: IDR 120 billion.
- Monthly installment on own house: Rp 1.7 million.
- Land price paid: Rp 500,000/m² (vs. typical Rp 300,000-350,000).
- Infrastructure budget: Rp 9 million/unit.
- Promotion budget: Rp 7 million/unit.
- Sales velocity example: 1,000 units in 6 months = Rp 20 billion profit, scaling to Rp 40 billion/year.
- Employment: 400+ employees.
Timeline Highlights
- Started as janitor/office boy.
- Became director in 2018.
- Became company owner in 2021 after predecessor resigned.
Presenters / Sources
- Angga Budi Kusuma – Main interviewee, Director and shareholder of Pesona Kahuripan Group.
- Prita Laura – Interviewer / host of the podcast “Guardian of Hope.”
- Mention of President Prabowo (Indonesia) and Minister Ara as figures supporting housing programs.
Summary
This video features Angga Budi Kusuma’s inspiring journey from janitor to property developer with a turnover of IDR 120 billion, focusing on subsidized housing aligned with government programs. His investment strategy prioritizes social benefit, strategic land acquisition, and quality infrastructure over maximizing profit margins, resulting in rapid sales and sustainable growth. He emphasizes faith, humility, and practical risk management, including amicable resolution of land disputes. The business model and personal philosophy offer a unique perspective on combining financial success with social impact in Indonesia’s housing market.
Category
Finance
