Layanan jasa cuci pakaian mungkin sudah sangat biasa terdengar di telinga kita, namun jika kita mendengar jasa layanan cuci sofa atau spring bed pastinya masih asing.
Bisnis ini mungkin juga bisa menjadi peluang usaha bagi Anda yang ingin memulai awal karier di dunia wirausaha. Pasalnya, keuntungan dari layanan jasa cuci sofa dan spring bed ini bisa beromset hingga puluhan juta rupiah per bulannya.
Sugianto salah satu pengembang bisnis layanan cuci sofa dan spring bed, sejak tahun 2008 lalu . Saat itu Sugianto telah terinspirasi dari temannya yang telah memiliki bisnis di bidang laundry pakaian. Demi untuk mewujudkan impian bisnisnya, Sugianto pun keluar dari pekerjaannya di salah satu perusahaan swasta.
"Saya tanya-tanya, belajar dan sampai sekarang ini dan manajemen juga saya atur sendiri ngatur jadwal doang. Nah buka mulai jam delapan setiap hari sampai selesainya saja," ujar Sugianto di Jakarta.
Untuk dapat membangun bisnis jasa cuci sofa dan spring bed, dia memulainya dengan modal awal yang berkisar Rp10 juta. Saat itu, usahanya tersebut hanya bermodalkan mesin vacum pengering sofa dan spring bed yang berjumlah satu saja . Sedangkan mesin tersebut telah dibelinya seharga Rp8 jutaan dan sisa modalnya dipergunakan untuk dapat melengkapi keperluan yang dibutuhkan untuk mencuci sofa dan spring bed.
"Sejak tahun 2008 setelah Lebaran ya, modal awal saya itu sekitar Rp10 juta-Rp15 juta. Dengan modal yang segitu waktu bulan pertama itu omzet saya itu masih sangat kecil, ya namanya juga masih awal merintis. Sebulan pertama itu saya itu telah mendapat omzet sekira cuma Rp2,5 juta, memang kecil inikan butuh proses," jelas dia.
Namun, saat ini, dia juga mengaku, selama lima tahun memperjuangkan bisnisnya agar tetap jalan, hingga kini dirinya sudah bisa meraih omzet hingga Rp20 juta per bulan. Yang dahulu hanya memiliki satu pegawai dan satu mesin vacum, sekarang dia sudah memiliki empat karyawan untuk bekerja sebagai pencuci sofa dan spring bed dan juga sudah memiliki mesin pengering yakni vacum sebanyak empat mesin.
Akan tetapi untuk bisa menjadi seperti ini, dirinya tidak semudah membalikkan telapak tangannya. Sugianto beberapa kali mengalami kesulitan mempromosikan usahanya. Dia juga mengatakan, untuk dapat memperkenalkan usahanya, Sugianto setiap hari menempelkan stiker yang bertuliskan 'terima jasa cuci sofa dan spring bed' di setiap tiang listrik yang dilewatinya. Tak hanya itu, bermodalkan sebuah tripleks, Sugianto menempelkan informasi yang sama seperti pada stikernya.
"Dari segi pemasaran waktu itukan kita belum ada konsumen sama sekali, jadi waktu itu harus promosi terus ke sana kemari,” tukas Sugianto.
Setelah memasuki tahun kedua, dia mencoba dengan cara promosi yang beda yakni membuka website dan sampai saat usahanya pun terus berkembang ini terlihat dari segi omzet per bulannya yang sudah mencapai di kisaran Rp20 jutaan bahkan lebih.
Sementar pada Lebaran tahun 2013 ini, dirinya juga mengaku akan ada sedikit penurunan pada omzetnya bila dibandingkan dengan tahun sebelumnya.
"Kalau tahun lalu itu bisa sekitar Rp15-Rp20 jutaan, tapi kalau Lebaran ini tidak sampai segitu, mungkin di bawah itu sedikit. Inikan karena sudah banyak saingan di bisnis ini," paparnya.
Sugianto juga menjelaskan, cara mencuci sofa dan spring bed tersebut telah menggunakan chemical atau cairan khusus yakni pembersih sofa. Di mana setelah dilakukan pencucian dengan menggunakan cairan khusus tersebut barulah dilakukan proses pengeringan dengan menggunakan mesin vacum yang lebih kuat dari vacum-vacum yang biasanya dipakai sehari-hari.
"Vacum berdaya 1.300 watt itu telah memiliki daya sedot hingga mililiter per detik. Yang jelas kekuatan lebih kuat dari vacum yang sehari-hari," ucap Sugianto.
Berbeda dengan jasa lainnya, Sugiarto melakukan jemput bola di tempat si pemilik sofa atau spring bed. Lama pengerjaan pun relatif singkat hanya satu hingga dua jam. “Pengerjaannya dilakukan oleh dua orang, dan proses pengeringannya harus benar-benar kering sekali dan baru bisa diduduki kembali," jelas dia.
Perlakuan yang sama juga diterapkan untuk dapat membersihkan spring bed. Namun, untuk proses pengeringannya memakan waktu hingga delapan jam. “Karena spring bed itu luas. Pengeringannya tidak memakai pemanas. Jadi harus ditunggu hingga benar-benar kering, baru bisa dipakai," tutup Sugianto.
Even as a high school student, Dave Goldberg was urging female classmates to speak up. As a young dot-com executive, he had one girlfriend after another, but fell hard for a driven friend named Sheryl Sandberg, pining after her for years. After they wed, Mr. Goldberg pushed her to negotiate hard for high compensation and arranged his schedule so that he could be home with their children when she was traveling for work.
Mr. Goldberg, who died unexpectedly on Friday, was a genial, 47-year-old Silicon Valley entrepreneur who built his latest company, SurveyMonkey, from a modest enterprise to one recently valued by investors at $2 billion. But he was also perhaps the signature male feminist of his era: the first major chief executive in memory to spur his wife to become as successful in business as he was, and an essential figure in “Lean In,” Ms. Sandberg’s blockbuster guide to female achievement.
Over the weekend, even strangers were shocked at his death, both because of his relatively young age and because they knew of him as the living, breathing, car-pooling center of a new philosophy of two-career marriage.
“They were very much the role models for what this next generation wants to grapple with,” said Debora L. Spar, the president of Barnard College. In a 2011 commencement speech there, Ms. Sandberg told the graduates that whom they married would be their most important career decision.
In the play “The Heidi Chronicles,” revived on Broadway this spring, a male character who is the founder of a media company says that “I don’t want to come home to an A-plus,” explaining that his ambitions require him to marry an unthreatening helpmeet. Mr. Goldberg grew up to hold the opposite view, starting with his upbringing in progressive Minneapolis circles where “there was woman power in every aspect of our lives,” Jeffrey Dachis, a childhood friend, said in an interview.
The Goldberg parents read “The Feminine Mystique” together — in fact, Mr. Goldberg’s father introduced it to his wife, according to Ms. Sandberg’s book. In 1976, Paula Goldberg helped found a nonprofit to aid children with disabilities. Her husband, Mel, a law professor who taught at night, made the family breakfast at home.
Later, when Dave Goldberg was in high school and his prom date, Jill Chessen, stayed silent in a politics class, he chastised her afterward. He said, “You need to speak up,” Ms. Chessen recalled in an interview. “They need to hear your voice.”
Years later, when Karin Gilford, an early employee at Launch Media, Mr. Goldberg’s digital music company, became a mother, he knew exactly what to do. He kept giving her challenging assignments, she recalled, but also let her work from home one day a week. After Yahoo acquired Launch, Mr. Goldberg became known for distributing roses to all the women in the office on Valentine’s Day.
Ms. Sandberg, who often describes herself as bossy-in-a-good-way, enchanted him when they became friendly in the mid-1990s. He “was smitten with her,” Ms. Chessen remembered. Ms. Sandberg was dating someone else, but Mr. Goldberg still hung around, even helping her and her then-boyfriend move, recalled Bob Roback, a friend and co-founder of Launch. When they finally married in 2004, friends remember thinking how similar the two were, and that the qualities that might have made Ms. Sandberg intimidating to some men drew Mr. Goldberg to her even more.
Over the next decade, Mr. Goldberg and Ms. Sandberg pioneered new ways of capturing information online, had a son and then a daughter, became immensely wealthy, and hashed out their who-does-what-in-this-marriage issues. Mr. Goldberg’s commute from the Bay Area to Los Angeles became a strain, so he relocated, later joking that he “lost the coin flip” of where they would live. He paid the bills, she planned the birthday parties, and both often left their offices at 5:30 so they could eat dinner with their children before resuming work afterward.
Friends in Silicon Valley say they were careful to conduct their careers separately, politely refusing when outsiders would ask one about the other’s work: Ms. Sandberg’s role building Facebook into an information and advertising powerhouse, and Mr. Goldberg at SurveyMonkey, which made polling faster and cheaper. But privately, their work was intertwined. He often began statements to his team with the phrase “Well, Sheryl said” sharing her business advice. He counseled her, too, starting with her salary negotiations with Mark Zuckerberg.
“I wanted Mark to really feel he stretched to get Sheryl, because she was worth it,” Mr. Goldberg explained in a 2013 “60 Minutes” interview, his Minnesota accent and his smile intact as he offered a rare peek of the intersection of marriage and money at the top of corporate life.
While his wife grew increasingly outspoken about women’s advancement, Mr. Goldberg quietly advised the men in the office on family and partnership matters, an associate said. Six out of 16 members of SurveyMonkey’s management team are female, an almost unheard-of ratio among Silicon Valley “unicorns,” or companies valued at over $1 billion.
When Mellody Hobson, a friend and finance executive, wrote a chapter of “Lean In” about women of color for the college edition of the book, Mr. Goldberg gave her feedback on the draft, a clue to his deep involvement. He joked with Ms. Hobson that she was too long-winded, like Ms. Sandberg, but aside from that, he said he loved the chapter, she said in an interview.
By then, Mr. Goldberg was a figure of fascination who inspired a “where can I get one of those?” reaction among many of the women who had read the best seller “Lean In.” Some lamented that Ms. Sandberg’s advice hinged too much on marrying a Dave Goldberg, who was humble enough to plan around his wife, attentive enough to worry about which shoes his young daughter would wear, and rich enough to help pay for the help that made the family’s balancing act manageable.
Now that he is gone, and Ms. Sandberg goes from being half of a celebrated partnership to perhaps the business world’s most prominent single mother, the pages of “Lean In” carry a new sting of loss.
“We are never at 50-50 at any given moment — perfect equality is hard to define or sustain — but we allow the pendulum to swing back and forth between us,” she wrote in 2013, adding that they were looking forward to raising teenagers together.
“Fortunately, I have Dave to figure it out with me,” she wrote.