03 m.kontemporer Mulyadi Customer Value Mindset
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Transcript of 03 m.kontemporer Mulyadi Customer Value Mindset
BUTIR-BUTIR PENTING
1. Opening remark
2. Siapa customer itu?
3. Customer value strategy
4. Konsep customer value
5. Paradigma customer value
6. Customer value mindset
7. Perwujudan customer value mindset ke dalam sistem manajemen
8. Closing remark
APA YANG AKAN KITA BAHAS SEKARANG?
1. Opening remark
2. Siapa customer itu?
3. Customer value strategy
4. Konsep customer value
5. Paradigma customer value
6. Customer value mindset
7. Perwujudan customer value mindset ke dalam sistem manajemen
8. Closing remark
OPENING REMARK
We must remember that people will continue business with those who give good service, and certainly there is never a traffic jam on that extra mile. Performance
will continue to outsell promises. Enthusiasm will be as contagious as ever. Know-how will surpass guess-how.
And trust, not tricks, will keep our customer loyal.
Mary Kay Ash
Chairman Emeritus, Mary Kay Cosmetics, Inc.
APA YANG AKAN KITA BAHAS SEKARANG?
1. Opening remark
2. Siapa customer itu?
3. Customer value strategy
4. Konsep customer value
5. Paradigma customer value
6. Customer value mindset
7. Perwujudan customer value mindset ke dalam sistem manajemen
8. Closing remark
SIAPA CUSTOMER?
External customers: Customer adalah pembeli, end user Customer adalah pemasok
Internal customer: Customer adalah pemilik proses
selanjutnya
SIAPA CUSTOMER?
RS Bank Sekolah Media massa (TV, Koran, Majalah, Internet
Provider) Publishing company Negara
APA YANG AKAN KITA BAHAS SEKARANG?
1. Opening remark
2. Siapa customer itu?
3. Customer value strategy
4. Konsep customer value
5. Paradigma customer value
6. Customer value mindset
7. Perwujudan customer value mindset ke dalam sistem manajemen
8. Closing remark
CUSTOMER VALUE STRATEGY
Customer value strategy adalah strategi penempatan customer pada peringkat pertama dari keseluruhan stakeholders organisasi dan penyediaan the best value bagi customer tersebut
KARAKTERISTIK PASAR
EVA = Pendapatan - Biaya Operasi - Biaya Modal
Biaya Modal
PASAR MODALPASAR KOMERSIAL
Terdapat banyak perusahaan memperebutkan pilihan
investor
Terdapat banyak perusahaan memperebutkan pilihan
customer
Kapabilitas manajemen dalam mengelola secara profitable dana investor
Kapabilitas manajemen dalam menyediakan produk dan jasa yang melampaui
harapan customer
Karakteristik
Syarat keberhasilan jangka panjang perusahaan di pasar
EVA = Pendapatan - Biaya Operasi - Biaya Modal
Produk dan Jasa Unggul
Proses yang Produktif dan Cost Effective
WACCRONA
EVA = Revenues - Cost - Cost of Capital
Distinctive Products/ Services
Cost Effective and Productive
Processes
RONA WACC
Products/services gets cheaper faster
Cost cutting is the answer
Rapid and continuous innovation
CUSTOMER DITEMPATKAN PADA PERINGKAT PERTAMA STAKEHOLDERS
Stakeholder yang memacu suatu usaha
self propelling
CUSTOMERINVESTOR
PERSONEL
Investasi
Financial Returns
Produk dan Jasa
Pendapatan
Biaya
Stakeholder yang menyebabkan suatu institusi
ada dan memampukan institusi melakukan ekspansi
Stakeholder yang menjadikan institusi
sebagai wealth-creating institution
(1)
(2)
(4)(5)
Investasi hanya dilakukan oleh
investor jika suatu usaha memiliki customer yang
profitable
(3)
APA YANG AKAN KITA BAHAS SEKARANG?
1. Opening remark
2. Siapa customer itu?
3. Customer value strategy
4. Konsep customer value
5. Paradigma customer value
6. Customer value mindset
7. Perwujudan customer value mindset ke dalam sistem manajemen
8. Closing remark
MENGAPA CUSTOMER VALUE?Customer Value Strategy
Continuous Improvement
Kelangsungan Hidup dan Pertumbuhan Perusahaan
Organizational System
KONSEP CUSTOMER VALUE
Customer Value = (Benefit - Sacrifice) * Relationship
VALUE
Value adalah hasil untuk customer, sebagai fungsi pengorbanan yang dilakukan dan semua manfaat yang diperoleh customer dalam pemerolehan dan pemanfaatan produk atau jasa.
Value = Manfaat — Pengorbanan Relationship merupakan pelipatganda
customer value
MANFAAT
Orang tidak membeli suatu produk/jasa karena produk/jasa itu sendiri, namun karena manfaat yang dapat diperoleh dari produk/jasa tersebut.
Tidak hanya dari atribut yang melekat pada produk/jasa, namun dari keseluruhan proses pemanfaatan produk dan jasa tersebut.
Produk dipandang sebagai a bundle of services
PENGORBANAN
Uang yang dikeluarkan oleh customer
Waktu Energi Kedamaian pikiran Waktu tidur
PATIENT CENTERED CARE DIMENSIONS
1. Respect for patients’ values, preferences, and expressed needs
2. Coordination and integration of care
3. Information, communication, and education
4. Physical comfort
5. Emotional support—relieving fear and anxiety
6. Involvement of family and friends
APA YANG AKAN KITA BAHAS SEKARANG?
1. Opening remark
2. Siapa customer itu?
3. Customer value strategy
4. Konsep customer value
5. Paradigma customer value
6. Customer value mindset
7. Perwujudan customer value mindset ke dalam sistem manajemen
8. Closing remark
PENTINGNYA PARADIGMA
Watch your thoughts; they become words. Watch your words; they become actions. Watch your actions; they become habits. Watch your habits; they become character. Watch your character; it becomes destiny.
FRANK OUTLAW
PARADIGMA CUSTOMER VALUE
“Kami menjual apa yang dapat kami buat. We sell what we produce” (paradigma lama)
“Kami membuat apa yang dibutuhkan oleh customer.” What does the customer want to buy? (paradigma baru)
Paradigma customer value mengarahkan semua proses bisnis dan organisasi untuk menghasilkan value bagi customer.
Customer value mengubah arah perhatian manajer, dari fokus untuk memuasi kepentingan diri sendiri, berbalik menuju ke pemuasan kebutuhan customer.
APA YANG DIHARAPKAN OLEH PASIEN DARI PENYEDIA JASA LAYANAN KESEHATAN?
Beyond patient visit Individualism Control Information Science Safety Transparency Anticipation Value Cooperation
SIMPLE RULES OF THE 21st-CENTURY HEALTH CARE SYSTEM
CURRENT APPROACH NEW RULE
Care is based primarily on visits
Care is based on continuous healing relationship
Professional autonomy drives variability
Care is customized according to patient needs and values
Professional control care
The patient is the source of control
Information is a record Knowledge is shared and information flows freely
SIMPLE RULES OF THE 21st-CENTURY HEALTH CARE SYSTEM
CURRENT APPROACH NEW RULE
Decision making is based on training and experience
Decision making is on evidence-based
Do no harm is an individual responsibility
Safety is a system property
Secrecy is necessary Transparency is necessary
The system react to needs Needs are anticipated
Cost reduction is sought Waste is continually decreased
Preference is given to professional roles over the system
Cooperation among clinicians is a primary
ORGANISASI SEBAGAI WEALTH CREATING INSTITUTION
Mendesain produk dan jasa yang menghasilkan value bagi customer.
Memproduksi produk dan jasa tersebut serta mendistribusikannya ke customer dengan proses operasi yang cost effective.
Memasarkan dan menjual produk dan jasa tersebut secara efektif kepada customer.
THE ENTIRE USE PROCESS
Paradigma customer value mengubah pandangan produser terhadap kualitas produk. FIND ACQUIRE TRANSPORT STORE USE DISPOSE OF STOP
“…..certainly there is never a traffic jam on that extra mile…” (Mary Kay Ash)
FATSUDS
FIND
ACQUIRE
TRANSPORT
More Value-Added
Vendor- Managed Inventory
To Be A Provider of Solution to
Your Next Process
STORE
USE
DISPOSE OF
STOP
Easy To Do Business With
Easy To Do Business With
VALUE DARI SUDUT PANDANG CUSTOMER
Cost—cost to produce vs cost-in-use measure. Speed—cycle time versus repair and return-
to-service time. Service—ship-on-time index versus received-
on-time index. Quality—defect-free product versus kualitas
produk menurut persepsi customer. Innovation—jumlah paten yang dimiliki oleh
perusahaaan versus persentase pendapatan yang dihasilkan oleh produk yang diciptakan dalam lima tahun terakhir.
PRODUK ADALAH SATU IKAT JASA
Kebutuhan Customer
Desain dan Produksi
Atribut Produk
Proses Pemanfaatan
Customer Value
Kepuasan Customer
Kondisi Sebelum Pemanfaatan
Kondisi Setelah Pemanfaatan
Konsekuensi Pemanfaatan
PRODUK LEBIH DARI SEKADAR SATU IKAT JASA
Batas antara produk dan jasa telah hilang Produser produk dan jasa menyediakan
suatu tawaran (offer) kepada customer. Atribut yang melekat pada tawaran
adalah:
Kecepatan (speed)Keterkaitan (connectivity)Ketidaktampakan (intangible)
ATTRIBUTES OF AN OFFER
SPEED CONNECTIVITY INTANGIBLES
Anytime
Real Time
Online
Interactive
Anyplace
Learning
Anticipating
Filtering
Customizing
Upgrading
QUALITY RELATIONSHIP
Employee Empowerment
Cross-Functional Team/Organization
Partnered RelationshipNetwork Organization
Customer Relationship Management
Customer Value
HUBUNGAN VERTIKAL
HUBUNGAN HORIZONTAL
HUBUNGAN EKSTERNAL
HUBUNGAN DENGAN CUSTOMER
On-line Information System, Internet
HUBUNGAN GEOGRAFIK
APA YANG AKAN KITA BAHAS SEKARANG?
1. Opening remark
2. Siapa customer itu?
3. Customer value strategy
4. Konsep customer value
5. Paradigma customer value
6. Customer value mindset
7. Perwujudan customer value mindset ke dalam sistem manajemen
8. Closing remark
KEYAKINAN DAN NILAI DASAR UNTUK MEWUJUDKAN PARADIGMA CUSTOMER VALUE
Paradigma Customer Value
KEYAKINAN DASAR: (1) bisnis merupakan suatu mata rantai yang menghubungkan pemasok
dengan customers, (2) customers merupakan tujuan pekerjaan, (3) sukses merupakan hasil penilaian
terhadap suara customers
NILAI DASAR: (1) integritas, (2) kerendahan hati, dan (3) kesediaan untuk melayani.
Pengetahuan Manajemen
Tampak Luar
Mindset yang Melandasi
Perilaku Bisnis
KEYAKINAN DASAR
Bisnis merupakan suatu mata rantai yang menghubungkan pemasok dengan customers
Customer merupakan tujuan pekerjaan
Sukses merupakan hasil penilaian terhadap suara customer.
MATARANTAI
Customer Perusahaan Pemasok
Pesaing
PesaingAlternatif
Alternatif
Alternatif
Alternatif
CONTOH KEYAKINAN DASAR PERUSAHAAN PELABUHAN
Contoh:Port of Singapore Authority (PSA) Customer Focus
We believe that customer service and satisfaction are fundamental to any successful long term partnership. We shall provide our customers with service of the right quality and at the right price.
CommunicationWe believe that open communication is essential to build trust and understanding with our customers, our people, our shareholders and the countries we serve. Only then can we meet our customers’ needs, our people’s aspirations and our shareholders’ expectations, and be a good corporate citizen.
The Tioxide Group Ltd.
Customers—customers are our first priority People—people are our greatest strength Quality—quality is vital to our business Innovation—continuous improvement by
innovation in our technology, marketing,and supporting services is essential to our success.
Environment—we wish to be welcomed and respected members of our communities.
CONTOH CORE BELIEF SUATU PERUSAHAAN KONSULTANSI
The most important asset in our business is our human asset.
Our survival depend on our ability to maintain the distinctiveness of our service perceived by customers.
Our distinctiveness comes from our ability to apply knowledge to our works that benefit our customer.
In a competitive and turbulent business environment, organization survival depend on its ability to make quantum-leap improvements.
Appropriate management system is a major determinant for organization to be a wealth-multiplying institution.
TUJUAN PEKERJAAN
Customer
Tujuan Pekerjaan
Boss Diri Sendiri
KEBERHASILAN PERUSAHAAN DARI KEMAMPUAN MENDENGARKAN SUARA CUSTOMER
Bagaimana mempertahankan customer? Pesaing berlomba melakukan improvement
terhadap value yang disediakan bagi customer.
Customer yang sulit justru memberikan peluang untuk meningkatkan kualitas layanan.
NILAI DASAR
Integritas Kerendahan hati Kesediaan untuk melayani
INTEGRITAS
Berbagai komitmen dibuat dalam
berhubungan dengan customer. Integritas adalah kemampuan
seseorang untuk mewujudkan apa yang telah dikatakan menjadi suatu realitas, dalam situasi apa pun.
To walk the talk.
KERENDAHAN HATI
Kerendahan hati menyebabkan sikap terbuka, menerima, dan menghargai orang lain.
Kerendahan hati merupakan dasar untuk membangun quality relationship dengan customers
Tinggi hati menyebabkan sikap tertutup, menjaga jarak, dan cenderung merendahkan orang lain.
KESEDIAAN UNTUK MELAYANI
Ringan hati untuk memberikan layanan bagi customer
Helpful, berinisiatif dalam memberikan layanan kepada customer
Keyakinan bahwa “the only reason we are in business is our customer.”
APA YANG AKAN KITA BAHAS SEKARANG?
1. Opening remark
2. Siapa customer itu?
3. Customer value strategy
4. Konsep customer value
5. Paradigma customer value
6. Customer value mindset
7. Perwujudan customer value mindset ke dalam sistem manajemen
8. Closing remark
PERWUJUDAN CUSTOMER VALUE MINDSET
ETDBW, MVA,VMI Perubahan pandangan terhadap organisasi Jejaring informasi Sistem penghargaan personel Strategy formulation Strategic planning Budgeting Implementasi Pengendalian
ETDBW, MVA, AND VMI
Easy to do business with (ETDBW) —continue to give the customer what you always have but in more convenient way.
More value-added (MVA)—go beyond merely giving the customer your products and services; you need to help them solve the problems that motivate them to ask for your products or services in the first place.
Vendor-managed inventory (VMI)—let your supplier manage your inventory
MVASOLUTION
PRODUCT
The more help you provide your customers to fill the gap, the more value you add to them, which, of course, differentiates you from your competitors who are still scrambling around at the bottom of the ladder
MVA
Perusahaan bertindak sebagai main contractor yang bertanggung jawab untuk mengintegrasikan berbagai produk atau jasa yang dibutuhkan oleh customers dalam menyelesaikan masalah yang dihadapi mereka.
Perusahaan memperluas tanggung jawab melampaui produk dan jasa yang dibeli oleh customer, seperti bertanggung jawab dalam perawatan, transportasi, penyediaan data, pengendalian kas.
MVA Pacific Pride—tidak hanya menjual bahan bakar mobil, tapi
menjual pengendalian uang muka bahan bakar yang dibayarkan kepada sopir
Enron Energy Service—tidak hanya menjual bahan bakar, tetapi menjual sistem untuk mengendalikan biaya bahan bakar dengan fee yang didasarkan pada pengurangan biaya yang dicapai.
Rolls-Royce—mesin yang dipasang di pesawat disewakan berdasarkan jam mesin tersebut digunakan.
Allegiance (distributor peralatan medik)—memperluas tanggung jawabnya dengan vendor-managed inventory (VMI)
GE Medical—menjual ekuipmen medik dengan memasang alat untuk memonitor kinerja alat tersebut
Otis Elevator—menjual elevator dengan memasang alat untuk mengirim data tentang jenis kerusakan elevator ke kantor Otis
Bell Telephone Company—penanganan kerusakan telpon oleh ahli
PERGESERAN PARADIGMA TERHADAP ORGANISASI
Paradigma lama terhadap organisasi:organization as a collection of functional boxes.
Paradigma baru organisasi: organization as a pool of shared competencies and resources.
ORGANIZATION AS A COLLECTION OF FUNCTIONAL BOXES (TRADITIONAL ORGANIZATION)
Direktur Utama
Direktur Pemasaran
Direktur Operasi
Direktur Keuangan
Direktur Umum
BagianPromosi
Bagian Penjualan
Seksi Penerimaan
Order
Seksi Pengiriman
Jenjang menengah
Jenjang bawah
UPSIDE-DOWN ORGANIZATION: FORT RELEY, KANSAS, U.S.A.
Organization as a Pool of Shared Competencies and Resources
Direksi
Order Getting System
Order Filling System
After Sales Service System
SDM Akuntansi
Operation Planning &
ControlOperation Engineering Utilities
ORGANISASI FUNGSIONAL UTAMA
ORGANISASI FUNGSIONAL PENDUKUNG
Logistic
Cross-Functional Team
Cross-Functional Team
Cross-Functional Team
Auditor Intern
Keuangan
Marketing
Umum
ORGANISASI SISTEM
SYSTEM FOCUSED ON CUSTOMER
Pemasaran
Desain Akuntansi
Pengiriman
Produksi
Customer ACustomer B
Pemasaran
DesainAkuntansi
Pengiriman
Produksi
SYSTEM FOCUSED ON PRODUCTS
Mesin Potong
Produk Jadi A
Cell A
Mesin Bubut
Mesin
Las
Mesin Potong
Produk Jadi B
Cell B
Mesin Bubut
Mesin Las
DAMPAK CUSTOMER VALUE MINDSET TERHADAP JEJARING INFORMASI
Jejaring informasi digunakan sebagai enabler untuk membangun trust-based relationship.
Trust-based relationship merupakan komponen pelipatganda customer value
DAMPAK CUSTOMER VALUE MINDSET TERHADAP SISTEM PENGHARGAAN
Penghargaan didistribusikan berbasis kinerja dalam menghasilkan value bagi customer
Pergeseran dari position-based reward ke performance-based reward.
DAMPAK CUSTOMER VALUE MINDSET THD SISTEM MANAJEMEN STRATEGIK
Monitoring System
Implementation System
Budgeting System
Programming System
Strategic Planning System
Strategy Formulation System
Tactical
Strategic
Operational
Feedback
Feedforward
DAMPAK CUSTOMER VALUE MINDSET TERHADAP MANAJEMEN STRATEGIK
Proses manajemen strategik mencoba menjawab empat pertanyaan utama berikut ini:
Siapa kita? Berada di mana kita
sekarang? Kemana kita akan menuju? Bagaimana kita menuju ke
sana?
Proses manajemen strategik mencoba menjawab empat pertanyaan utama berikut
Untuk memenuhi kebutuhan customer apa kita berbisnis?
Bagaimana kita dapat menyediakan value terbaik untuk memuasi kebutuhan customers tersebut?
Apa yang dapat kita peroleh dari penyediaan value tersebut?
TRADITIONAL CONTEMPORARY
VALUE-CREATING PROCESS
TANGIBLE ASSETS
INTANGIBLE ASSETS
CUSTOMER VALUE
PERSPEKTIF KEUANGAN
PERSPEKTIF CUSTOMER
PERSPEKTIF PROSES
PERSPEKTIF PEMBELAJARAN DAN PERTUMBUHAN Human Capital Information
CapitalOrganization
Capital
Operations Management
Processes
Customer Management
Processes
Innovation Processes
Regulatory and Social
Processes
Customer Value Proposition(More Value-Added)
Long-Term Shareholder Value
Process that produce and
deliver products and
services
Process that enhance customer
value
Process that create new
products and services
Process that improve
community and the
environment
SkillsTraining
Knowledge
SystemsDatabasesNetworks
CultureLeadershipAlignmentTeamwork
ST. MARY’S DULUTH CLINIC HEALTH SYSTEM’S STRATEGY MAP
VISION: SMDC is a value-driven, integrated organization which will be recognized for excellence in customer service, quality patient care, financial strength, and support of
community health
FINANCIAL PERSPECTIVETo financially sustain our mission, what must we focus on?
CUSTOMER PERSPECTIVETo achieve our vision, how should we appear to our customer?
PROCESS PERSPECTIVETo satisfy our customer, which processes must we excel at?
LEARNING & GROWTH PERSPECTIVEHow we will sustain our ability to change and improve?
A strong financial base to sustain our mission and achieve our vision
Cost-efficient care service
Managed growth
Maximum high margin market opportunities
PRIMARY CARE PATIENTS
SPECIALTY CARE PATIENTS/REFERRING
PHYSICIANSPAYERS/EMPLOYERS
Excellent service
Personal relationship
Leading- edge
technology
Innovative Programs
Price-Competitive
Service
Leading- edge
expertise
Outstanding customer service
Continued Clinical Excellence
Operational Excellence
Easy access
On-time service
Friendly, attentive
interactions
Developed leading-edge
techniques and programs
Developed research
opportunities alligned with
targeted growth areas
Continually developed
subspecialized clinical services
Clinical practice management
Optimized staff efficiency
Redesigned Operations for efficiency and effectiveness
Clearly communicated
expectations and accountabilities
aligned with strategic priorities
An environment to support employee engagement and
committment to the mission
Recruited and retained qualified
staff
Implemented technology and
developed facilities and infrastructure to
support internal process
Developed leadership and
management talent
FINANCIAL DIMENSION
TRIPLE BOTTOM LINE
CUSTOMER DIMENSION
PROCESS TECHNOLOGY DIMENSION
ENVIRONMENTAL DIMENSION
HUMAN RESOURCE DIMENSION
Economic value sustainably in the
long run
Value generated through a system of corporate social
responsibility
Value generated through
environmental management
Sustainable profitable growth
Improved operating efficiency
To be the best purchasing option for our customer
Brand image Innovative and high margin products
Customer satisfaction
Effective communication to selected targets
Effective research and
introduction of new products
Implemented CRM and
e-business
Improved supply chain processes Optimum
transformation process
Compliance with the highest quality, health, and safety
standards
Social impacts management
systems
Minimum environmental impact through eco-efficiency
concept
Developed employees based
on strategic competencies
Consolidated internal culture on company's values
Deployed scorecard
Risk Management
AMANCO STRATEGY MAP
MISI: To profitably produce and sell complete, innovative, world-class solution for the transportation and control of fluids.
VISI: To be recognized as a leading industrial group in Latin America, operating in a framework of ethics, eco-efficiency, and social responsibility, that generate economic value and improve our neighbor’s and our region’s quality of life
CONTOH GENERIC STRATEGY MAP
PERSPEKTIF KEUANGAN
PERSPEKTIF CUSTOMER
PERSPEKTIF PROSES
PERSPEKTIF PEMBELAJARAN DAN PERTUMBUHAN
Productivity Strategy Growth Strategy
Long-Term Shareholder Value
Expanded Revenue Opportunity
Improved Cost Structure
Increased Assets Utilization
CUSTOMER VALUE PREPOSITION
Price Quality Availability Selection Functionality Service Brand
RelationshipProduct Attributes
Partnership
Image
OPERATION MANAGEMENT
PROCESS
CUSTOMER MANAGEMENT
PROCESS
INNOVATION PROCESS
REGULATORY AND SOCIAL PROCESS
InboundProductionOutboundRisk mgmt
SelectionAcquisitionRetentionGrowth
Opportunity IDR&D PortfolioDesign/DevelopLaunch
EnvironmentSafety & HealthEmploymentCommunity
Organization Structure and
Capability
Information System
Employee Capability
Employee Commitment
ST. MARY’S DULUTH CLINIC HEALTH SYSTEM’S STRATEGY MAP
VISION: SMDC is a value-driven, integrated organization which will be recognized for excellence in customer service, quality patient care, financial strength, and support of
community health
FINANCIAL PERSPECTIVETo financially sustain our mission, what must we focus on?
CUSTOMER PERSPECTIVETo achieve our vision, how should we appear to our customer?
PROCESS PERSPECTIVETo satisfy our customer, which processes must we excel at?
LEARNING & GROWTH PERSPECTIVEHow we will sustain our ability to change and improve?
A strong financial base to sustain our mission and achieve our vision
Cost-efficient care service
Managed growth
Maximum high margin market opportunities
PRIMARY CARE PATIENTS
SPECIALTY CARE PATIENTS/REFERRING
PHYSICIANSPAYERS/EMPLOYERS
Excellent service
Personal relationship
Leading- edge
technology
Innovative Programs
Price-Competitive
Service
Leading- edge
expertise
Outstanding customer service
Continued Clinical Excellence
Operational Excellence
Easy access
On-time service
Friendly, attentive
interactions
Developed leading-edge
techniques and programs
Developed research
opportunities alligned with
targeted growth areas
Continually developed
subspecialized clinical services
Clinical practice management
Optimized staff efficiency
Redesigned Operations for efficiency and effectiveness
Clearly communicated
expectations and accountabilities
aligned with strategic priorities
An environment to support employee engagement and
committment to the mission
Recruited and retained qualified
staff
Implemented technology and
developed facilities and infrastructure to
support internal process
Developed leadership and
management talent
STRATEGY MAP TEMPLATE FOR COST LEADERSHIP STRATEGY
Long-term shareholder valueFINANCIAL PERSPECTIVETo financially sustain our mission, what must we focus on?
CUSTOMER PERSPECTIVETo achieve our vision, how should we appear to our customer?
PROCESS PERSPECTIVETo satisfy our customer, which processes must we excel at?
LEARNING & GROWTH PERSPECTIVEHow we will sustain our ability to change and improve?
Revenues from new customers
Become industry cost leader
Maximum use of existing assets
Lowest-cost (highest-profit)
supplier
Perfect quality Appropriate selection
Speed purchase
Six Sigma/TQM process
improvement capability
Increased productivity Revenue Growth
Increased customers'
account share
Offer products and services that are consistent, timely, and low cost
A capable, motivated, and technologically enabled workforce
Operation Management
Customer Management Inovation
Regulatory & Social
Outstanding supplier
relationship
Efficient, timely
distribution
Produce goods and services:
cost, quality, time
Manage risk Provide
ongoing service
Provide convenient
oder handling process
Provide desired variety
of products/services
Process innovation
Manage capital project
Avoid environmental
and safety accidents
Contribute to communities
Electronic Supplier and
Customer Relationship
Improved processes:
better, faster, and cheaper
Fasilitated Knowledge Sharing
and Replicated Best Practice
Long-term shareholder valueFINANCIAL PERSPECTIVETo financially sustain our mission, what must we focus on?
CUSTOMER PERSPECTIVETo achieve our vision, how should we appear to our customer?
PROCESS PERSPECTIVETo satisfy our customer, which processes must we excel at?
LEARNING & GROWTH PERSPECTIVEHow we will sustain our ability to change and improve?
Revenues from new productsManaged total
life-cycle product costs
First to market
High performance products: smaller, faster, lighter, cooler, more
accurate, more storage, brighter...New customer
segments
Deep functional expertise
Increased productivity Revenue Growth
Gross margins: new product
Products and service that expand existing performance boundaries into the highly desirable
A capable, motivated, and technologically enabled workforce
Operation Management
Customer Management Inovation
Regulatory & Social
Flexible robust
processes
Supply capacity for
rapid growth
Rapid introduction
of new products
In-line experimen-tation and improve-
ment
Educate customer about
complex new products/services
Capture customer ideas for new product/
service
Diciplined, high-perfor-
mance product develop-
ment
Product development
time: from idea to market
Minized product
liability & environmental
impact
Contribute to communities
Creative, versatile
employees; cross-functional
teamwork
Virtual product prototyping and
simulationCreativity, innovation
CAD/CAM
Find, motivate, grow, and retain the best talented people
STRATEGY MAP TEMPLATE FOR PRODUCT LEADERSHIP STRATEGY
DAMPAK CUSTOMER VALUE MINDSET TERHADAP BUDGETING
Perubahan dari resource-based budgeting ke activity-based budgeting
Perubahan dari functional-based management ke activity-based management
Activity-based management dan activity-based budgeting dilandasi oleh semangat untuk melaksanakan continuous improvement terhadap sistem dan proses yang digunakan untuk menghasilkan value bagi customers
DAMPAK CUSTOMER VALUE MINDSET TERHADAP SISTEM MANAJEMEN
Pergeseran dari functional-based management ke activity-based management.
Activity-based management berfokus ke improvement berkelanjutan terhadap sistem dan proses melalui pengurangan dan penghilangan non-value-added activities
DAMPAK SASARAN STRATEGIK DI PERSPEKTIF CUSTOMER TERHADAP SISTEM PEMANTAUAN
Akuntansi biaya menghubungkan konsumsi sumber daya dengan aktivitas yang digunakan untuk menghasilkan value bagi customer
Feedback dihasilkan activity-based cost system untuk memotivasi manajer dan karyawan dalam melakukan improvement berkelanjutan terhadap sistem proses yang digunakan untuk menghasilkan value bagi customer.
Akuntansi biaya didesain untuk semua jenis perusahaan; tidak hanya didesain untuk perusahaan manufaktur
Akuntansi biaya menghasilkan activity-based process costing bagi manajemen dan karyawan, untuk memberdayakan mereka dalam improvement berkelanjutan terhadap sistem dan proses.
Activity-based cost system menghasilkan object cost yang jauh lebih akurat dibandingkan dengan product cost yang dihasilkan oleh traditional cost accounting.
KESEIMBANGAN (BALANCE)
Fokus ke customer perlu diimbangi dengan fokus ke non-customer.
Jumlah non-customer lebih banyak dari jumlah customer.
Non-customer merupakan peluang yang belum dieksplorasi
APA YANG AKAN KITA BAHAS SEKARANG?
1. Opening remark
2. Siapa customer itu?
3. Customer value strategy
4. Konsep customer value
5. Paradigma customer value
6. Customer value mindset
7. Perwujudan customer value mindset ke dalam sistem manajemen
8. Closing remark
CLOSING REMARK
Machines too complex to understand, network too complex to manage, organization too
demanding to lead, customers too demanding to satisfy.
(Wolfgang Grulke)