Financial bookkeeping is more than simply recording income and expenses. For business owners, organized financial records can provide a clearer picture of cash flow, business performance, and financial conditions, supporting better day-to-day decisions.
This issue is particularly relevant for Commanditaire Vennootschap (CV) businesses, which have a partnership structure involving active and passive partners. According to the study, this structure can create specific bookkeeping needs, especially when businesses need to distinguish personal finances from business finances and properly record capital contributions and profit-sharing arrangements.
A Closer Look at CV KAHFI
The researchers used CV KAHFI in Bogor City as a single case study. The business operates in trading and services and had a relatively simple administrative structure, with the owner acting as an active partner and one administrative employee responsible for bookkeeping.
Before joining the development program, CV KAHFI's bookkeeping was relatively simple and incomplete. Some transactions were recorded manually, but business and personal finances were not consistently separated. The business also did not regularly prepare formal financial statements.
The program provided several forms of assistance, including training in preparing simple financial statements based on SAK EMKM, training in the use of a smartphone-based financial recording application, and follow-up mentoring.
The study collected data from April to September 2026 through interviews, observations, and document reviews involving the business owner, bookkeeping staff, Bogor City Office of Cooperatives and SMEs officials, and program facilitators. The researchers analyzed implementation using six dimensions from the policy implementation framework developed by Van Meter and Van Horn.
Digital Tools Made Daily Records More Organized
One of the clearest changes occurred in daily transaction recording.
Before the program, transaction records were inconsistent and largely manual. After receiving training and mentoring, CV KAHFI began maintaining a more orderly cash book and using a simple digital application to record transactions.
The business also started separating business and personal cash more clearly. Although the practice was not yet fully consistent, the change represented an improvement compared with the situation before the program.
The ability to prepare simple monthly financial statements also improved. The owner became more capable of reading basic financial information independently, while administrative staff reported that the digital application made monthly transaction recaps easier and faster.
The researchers noted that the most visible improvements occurred in areas that received continued mentoring, rather than training alone. This suggests that introducing a bookkeeping system may not be enough if business owners and staff do not receive sufficient assistance while applying what they have learned.
Capital Contributions Remain a Challenge
Not every aspect of bookkeeping improved at the same level.
Recording partners' capital contributions and profit-sharing remained one of the weakest areas. CV KAHFI had begun recording such information, but the system was still inconsistent.
Receivables and inventory records also showed only limited improvement because bookkeeping activities could be deprioritized during periods of heavy business activity.
The study identified several factors behind these difficulties, including limited development personnel, outdated training modules, insufficient mentoring time, the absence of CVs as an explicitly defined target group, technical coordination problems, seasonal workloads, differences in financial literacy, and established manual bookkeeping habits.
Why Mentoring Matters
The study highlights an important distinction between training and implementation.
Training can introduce business owners to accounting concepts and digital tools. However, applying those tools consistently in everyday business operations can require additional support.
At CV KAHFI, improvements were more apparent in areas where facilitators continued to provide assistance after the initial training. The researchers therefore emphasize the importance of structured post-training mentoring, especially for businesses that are still developing basic financial management practices.
However, the study does not claim that the program alone caused all of the observed changes. Because the research used a qualitative single-case design, it cannot establish a definitive cause-and-effect relationship. The researchers instead found a relationship between continued mentoring and more organized bookkeeping practices, while recognizing that other factors may also have contributed.
Policy Improvements for CV Businesses
Based on the findings, the researchers propose several improvements to future financial bookkeeping development programs.
First, CV businesses should be explicitly recognized as a target group in program planning documents. Training materials should also include topics specifically relevant to CVs, particularly the recording of partner capital contributions and profit-sharing.
Second, digital bookkeeping modules need to be regularly updated so that they reflect the tools and practices currently used by business actors.
Third, technical coordination between program planners, facilitators, and implementing institutions should be strengthened. More structured communication could help ensure that training materials and field implementation are better prepared.
The researchers also recommend longer and more structured post-training mentoring. The intensity of assistance should consider business cycles and the financial literacy levels of participants. Peer mentoring could also provide an additional way to support business actors when government personnel are limited.
Implications for Small-Business Financial Management
The CV KAHFI case illustrates that improving financial bookkeeping is not simply a matter of introducing an accounting application.
Business characteristics, administrative capacity, staff knowledge, workload, and the continuity of assistance can all influence how effectively a bookkeeping system is adopted.
For local governments, the study suggests that financial management programs for business actors may become more relevant when they recognize differences among business structures instead of treating all participants as a single category.
For CV businesses themselves, consistent financial records can provide a stronger foundation for monitoring cash flow, understanding profitability, separating personal and business finances, and making future business decisions.
The researchers conclude that the Bogor City Government and its Office of Cooperatives and SMEs could strengthen these programs by explicitly including CVs in planning and providing structured follow-up mentoring. They also recommend further studies involving other CV businesses in Bogor to determine whether similar patterns appear in different business settings.
About the Authors
Irma Purnama Giri, Husein Maruapey, and Rusliandy are affiliated with the Master of Public Administration Study Program, Graduate School, Djuanda University, Bogor. Their 2026 article examines the implementation of financial bookkeeping development policy through an in-depth case study of CV KAHFI in Bogor City.
0 Komentar