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CUSTOMER VALUE MINDSET
Oleh:
Mulyadi
Universitas Gadjah Mada
mulyadiugm@gmail.com
Jogjakarta, September 2013
BAGAIMANA PENGETAHUAN MANAJEMEN
DIBANGUN
MANAGEMENT
KNOWLEDGE
CUSTOMER VALUE
STRATEGY
CONTINUOUS
IMPROVEMENT
CROSS-FUNCTIONAL
TEAM
EMPLOYEE
EMPOWERMENT
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
WACC RONA
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 RULES
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 RULES
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
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.
◦ Communication We 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
MVA
SOLUTION
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)
UPSIDE-DOWN ORGANIZATION: FORT RELEY,
KANSAS, U.S.A.
Organization as a
Pool of Shared
Competencies and
Resources
CEO
Sistem Rawat Jalan
Sistem Rawat Inap
SDMAkuntansi
Diagnostik Farmasi Gizi
ORGANISASI FUNGSIONAL UTAMA
ORGANISASI FUNGSIONAL PENDUKUNG
Medik
Cross-Functional Team
Cross-Functional Team
Cross-Functional Team
Komite Medik
Komite Keperawatan
Logistik Umum
SPI
Pengendalian Mutu
Cross-Functional Team
Inst. Bedah Sentral
Sistem Pemasaran
Sistem Rawat Intensif
Cross-Functional Team
Keuangan
Keperawatan
BOD
BOC
RUPS
CFO
COO
Sistem Rawat Darurat
Sistem Riset dan Pengem-
bangan
Cross-Functional Team
OR
GA
NIS
AS
I S
IST
EM
BOD = Board of Directors
CEO = Chief Executive Officer
COO = Chief Operating OfficerBOC = Board of Commissioner
RUPS = Rapat Umum Pemegang Saham
CFO = Chief Financial Officer
SYSTEM FOCUSED ON CUSTOMER
Pemasaran
DesainAkuntansi
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
DAMPAK STRATEGIKCUSTOMER VALUE MINDSET
TERHADAP MANAJEMEN
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
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
PHYSICIANS
PAYERS/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
PHYSICIANS
PAYERS/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
simulation
Creativity, 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)
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