setiadi djohar 1 balanced scorecard and strategy maps
TRANSCRIPT
Setiadi Djohar 1
Balanced Scorecard Balanced Scorecard and and
Strategy MapsStrategy Maps
Setiadi Djohar 2
Mengukur Kinerja OrganisasiMengukur Kinerja Organisasi
Laporan KeuanganLaporan Keuangan
Knowledge-based assets:Knowledge-based assets:Intangible assets.Intangible assets.
Drivers, lead indicatorsDrivers, lead indicators kinerja keuangan masa depan. kinerja keuangan masa depan.
++
Balanced ScorecardBalanced Scorecard
Setiadi Djohar 3
Balancing Objectives and Measurements
Objectives are needed in every area where performance and results directly and vitally affect the survival and prosperity of the business.
1. Market standing,2. Innovation,3. Productivity4. Physical and financial resources,5. Profitability,6. Manager performance and development,7. Worker performance and attitude,8. Public responsibility.
Peter F. Drucker
Action point: Tentukan sasaran dari bisnis Anda pada 8 bidang tersebut.
Setiadi Djohar 4
Kinerja pokok yg dituntut dari suatu organisasi, atau
bidang yg harus dikelola dengan baik karena hasilnya
akan berpengaruh terhadap kelangsungan hidup
perusahaan (survival), seperti:• Profitabilitas• Produktivitas• Pengelolaan Dana• Kedudukan Pasar• Pengembangan Organisasi, Sarana, dan
Prasarana• Pengembangan Sumber Daya Manusia• Inovasi dan Pembaruan• Tanggung Jawab Sosial
KEY RESULT AREASKEY RESULT AREAS
Setiadi Djohar 5
Management by Management by ObjectivesObjectives
Key Result Areas (KRA)Key Result Areas (KRA)
KRA PrimerKRA Primer
KRA SekunderKRA Sekunder
KRA SekunderKRA Sekunder
KRA TersierKRA Tersier
KRA TersierKRA Tersier
KRA TersierKRA Tersier
KRA TersierKRA Tersier
KRA TersierKRA Tersier
KRA TersierKRA Tersier
Setiadi Djohar
Mengklarifikasi danMenerjemahkan Visi danStrategi• Mengklarifikasi visi• Mendapatkan konsensus
Mengkomunikasikandan Mengkaitkan• Mengkomunikasikan dan
mengajarkan• Menetapkan sasaran• Mengkaitkan reward
dengan ukuran kinerja
Umpan Balik Strategisdan Pembelajaran• Mengartikulasikan visi
bersama• Memberikan umpan balik
strategis• Memfasilitasi review strategi
dan pembelajaran
BALANCEDSCORECARD
Merencanakan danMenetapkan target• Menetapkan target• Meluruskan inisiatif strategis• Mengalokasikan sumber
daya• Menentukan patokan
BALANCED BALANCED SCORECARDSCORECARD : :SEBAGAI KERANGKA STRATEGI
Kaplan & NortonKaplan & Norton
Setiadi Djohar
Finansial :Untuk sukses secara finansial, bagaimana kita harus nampak di hadapan pemegang saham
Pelanggan:Untuk mencapai visi kita, bagaimana kita harus nampak di hadapan pelanggan
Proses bisnis internal :Untuk memuaskan pemegang saham dan pelanggan, proses bisnis apa yang diperbaiki
VISI &STRATEGI
Pembelajaran & pertumbuhan :Untuk mencapai visi kita, bagaimana kita akan mempertahankan kemampuan untuk berubah dan berkembang
BALANCED SCORECARDBALANCED SCORECARD : :
KERANGKA PENERJEMAHAN STRATEGIKE OPERASIONAL
Kaplan & NortonKaplan & Norton
Setiadi Djohar 10
The Balanced Scorecard The Balanced Scorecard FrameworkFramework
Financial PerspectiveFinancial Perspective
ProductivityProductivity
Long-termLong-termShareholders Shareholders
ValueValue RevenueRevenueGrowthGrowth
Customer PerspectiveCustomer Perspective
PricePrice QualityQuality TimeTime FunctionFunction PartnershipPartnership BrandBrand
Product/Service AttributesProduct/Service Attributes RelationshipRelationship ImageImage
Internal Process PerspectiveInternal Process Perspective
ManageManageOperationsOperations
Manage Manage CustomersCustomers
Manage Manage InnovationInnovation
Manage Manage Regulatory Regulatory and Social and Social ProcessesProcesses
Learning and Growth PerspectiveLearning and Growth Perspective
HumanHumanCapitalCapital
InformationInformationCapitalCapital
OrganizationOrganizationCapitalCapital+ +
Cause-and-Effect RelationshipCause-and-Effect RelationshipDefines the chain of logic by which intangible assets will be transformed to tangible value.
Customer Value PropositionCustomer Value PropositionClarifies the conditions that will create value for the customer.
Value-Creating ProcessesValue-Creating ProcessesDefines the processes that will transform intangible assets into customer and financial outcomes.
Clustering of Assets and Clustering of Assets and ActivitiesActivitiesDefines the intangible assets that must be aligned and integrated to create the value.
Kaplan & Norton (2004)
Setiadi Djohar 11
Financial PerspectiveLong-Term
Shareholder Value
Productivity Strategy Growth Strategy
Improve Cost Structure
Increase Asset Utilization
Expand Revenue Opportunities
Enhance Customer Value
• Reduce cash• Eliminate defects; improve yields
• Manage capacity from existing assets• Make incremental investments to eliminate bottlenecks
• New sources of revenue (new products, markets, partners)
• Improve profitability of existing customers
Setiadi Djohar 12
Customer Perspective
Customer Value Proposition
Price Quality Availability Selection Functionality Service Partnership Brand
Product/Service Attributes Relationship Image
• Customer Profitability
• Market Share• Account Share
• Customer Acquisition
• Customer Retention
• Customer Satisfaction
Setiadi Djohar 13
Internal Perspective
Operation Management
Processes
Customer ManagementProcesses
Innovation Processes
Regulatory and Social Processes
• Supply• Production• Distribution• Risk management
• Selection• Acquisition• Retention• Growth
Processes that createnew products and
services
Processes that improve communities and the environment
• Opportunity ID• R&D portfolio• Design/develop• Launch
• Environment• Safety and health• Employment• Community
Processes that produceand deliver products and
services
Processes that enhance customer value
Setiadi Djohar 14
Internal Processes Deliver Value over Different Time Horizons
Long-Term Growth in Shareholder Value
Operations Management
Processes
CustomerManagement
Processes
Innovation Processes
Regulatoryand Social Processes
Short-wave
6-12 months Mid-wave12-24 months
Long-wave
24-48 months
Operational Effectiveness
Customer Management
Product Innovation
Good Citizen
Sh
are
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Time (years)1 2 3 4 5
Setiadi Djohar 15
Learning and Growth Perspective
Human Capital Information Capital Organizational Capital+ +
• Skills• Training• Knowledge
• Systems• Databases• Networks
• Culture• Leadership• Alignment• Teamwork
Strategic Job Families
Strategic IT Portfolio
Organization Change Agenda
Creating Alignment
Creating Readiness
Setiadi Djohar 16
Contoh pengukuran aspek Contoh pengukuran aspek keuangankeuangan
Total assets. Total assets per employee. Profit as a % of total assets.Return on net assets.Return on total assets.Revenues/total assets.Gross margin.Net income.Profit as a % of sales.Profit per employee.Revenue.Revenue from new products.Revenue per employee.Return on equity (ROE).Return on capital employed (ROCE).Return on investment (ROI).Economic value added (EVA).Market value added (MVA).
Value added per employee.Compound growth rate.Dividends.Market value.Share price.Shareholder mix.Shareholder loyalty.Cash flow.Total cost.Credit rating.Debt.Debt to equity.Times interest earned.Days sales in receivables.Accounts receivable turnover.Days in payables.Days in inventory.Inventory turnover ratio
Setiadi Djohar 17
Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Pada Perspektif Keuangan BFMPada Perspektif Keuangan BFM
Strategic ObjectivePerformance Indicators
Primary Secondary
Long-Term Increasing Long-Term Increasing Shareholder Value.Shareholder Value. Economic Value Added.Economic Value Added.
Equity Before Interest and Tax.Equity Before Interest and Tax.Income Tax.Income Tax.Capital Charge.Capital Charge.
Expand Revenue Expand Revenue Opportunities.Opportunities.
Revenue Growth.Revenue Growth. Revenue Mix.Revenue Mix.Other Income.Other Income.
Operational Efficiency.Operational Efficiency.
Contribution Margin Ratio.Contribution Margin Ratio.
Fixed Cost.Fixed Cost.
Revenue.Revenue.Variable Cost.Variable Cost.
Machine & Equipment Cost.Machine & Equipment Cost.IT Cost.IT Cost.Human Resource Cost.Human Resource Cost.Social Program Cost.Social Program Cost.
Capital Growth and Capital Growth and Efficiency. Efficiency.
Capital EmployedCapital Employed Return on Investment.Return on Investment.Fixed and Other Assets.Fixed and Other Assets.
Setiadi Djohar 18
Contoh pengukuran aspek Contoh pengukuran aspek pelanggan pelanggan
Customer satisfaction.Customer loyalty.Market share.Customer complaints.Complaints resolved on first contact.Return rates.Response time per customer request.Direct price.Price relative to competition.Total cost to customer.Average duration of customer relationship.Customers lost.Customer retention.Customer acquisition rates.Percentage of revenue from new customers.Number of customers.Annual sales per customer.
Win rate (sales closed/sales contacts).Customer visits to the company.Hours spent with customers.Marketing cost as a % of sales.Number of ads placed.Number of proposals made.Brand recognition.Response rate.Number of trade shows attended.Sales volume.Share of target customer spending.Sales per channel.Average customer size.Customers per employees.Customer service expense per customer.Customer profitability.Frequency (number of sales transaction).
Setiadi Djohar 19
Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Pada Perspektif Pelanggan BFMPada Perspektif Pelanggan BFM
Strategic ObjectivePerformance Indicators
Primary Secondary
Effiective Distribution Effiective Distribution Channel.Channel. Market Share.Market Share.
Domestic Sales Growth.Domestic Sales Growth.Net Revenue Growth.Net Revenue Growth.Availability Index.Availability Index.
Enhance Partnership Enhance Partnership With SME.With SME.
Customer Satisfaction Index.Customer Satisfaction Index.Number of Complaint.Number of Complaint.Customer Satisfaction Survey.Customer Satisfaction Survey.
International Trading.International Trading.
Customer Loyalty Index.Customer Loyalty Index.
Number of Customer.Number of Customer.
Number of Repeat Customer.Number of Repeat Customer.Number of Lost Customer.Number of Lost Customer.
Number of New Countries Number of New Countries Penetrate.Penetrate.Export Sales Volume.Export Sales Volume.
Value Added Principal. Value Added Principal. Brand Premium.Brand Premium. Composition product.Composition product.
Alliance Operation.Alliance Operation.
Setiadi Djohar 20
Contoh pengukuran proses Contoh pengukuran proses supply-supply-chain chain
Time.Time.On-time delivery receipt.Order cycle time.Order cycle time variability.Response time.Forecast/planning cycle time.Planning cycle time variability.
Quality.Quality.Overall customer satisfaction.Processing accuracy.Perfect order fulfillment. On-time delivery Complete order Accurate product selection Damage-free Accurate invoiceForecast accuracy.Planning accuracy.Schedule adherence.
Cost.Cost.Finished goods inventory turns.Days sales outstanding.Cost to serve.Cash to cash cycle time.Total delivery cost. Cost of goods Transportation costs Inventory carrying costs Material handling costs All other costs Information systems AdministrativeCost of excess capacity.Cost of capacity shortfall.
Other/Supporting.Other/Supporting.Approval exceptions to standard. Minimum order quantity Change order timingAvailabiltiy of information.
Setiadi Djohar 21
Contoh pengukuran proses Contoh pengukuran proses internalinternal
Average cost per transaction.On-time delivery.Average lead time.Inventory turnover.Environmental emissions.Research and development expense.Community involvement.Patents pending.Average age of patents.Ratio of new products to total offerings.Stockouts.Labor utilization rates.Response time to customer requests.Defect percentage.Rework.Customer database availability.
Breakeven time.Cycle time improvement.Continuous improvement.Warranty claims.Lead user identification.Product and services in the pipeline.Internal rate of return on new projects.Waste reduction.Space utilization.Frequency of returned purchases.Downtime.Planning accuracy.Time to market of new products/ services.New products introduced.Number of positive media stories.
Setiadi Djohar 22
Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Pada Perspektif Proses Bisnis Internal BFMPada Perspektif Proses Bisnis Internal BFM
Strategic ObjectivePerformance Indicators
Primary Secondary
Product and Brand Product and Brand Development.Development. A & P Cost to Ratio.A & P Cost to Ratio. Effective Promotion Level.Effective Promotion Level.
Number of program.Number of program.
Business Diversification.Business Diversification. Number of New Business.Number of New Business.Number of New Product/Number of New Product/Business.Business.
Manage Wheat Manage Wheat Procurement.Procurement.
Millable Wheat Value Index.Millable Wheat Value Index.Wheat Cost Consumption.Wheat Cost Consumption.
Millable Wheat Value Index.Millable Wheat Value Index.Wheat Cost Ratio.Wheat Cost Ratio.
Flexible Manufacturing.Flexible Manufacturing.Yield Ratio. Yield Ratio. Inventory days.Inventory days.
Defect Free Flour.Defect Free Flour.Level of Inventory.Level of Inventory.
Setiadi Djohar 23
Contoh pengukuran pembelajaran dan pertumbuhanContoh pengukuran pembelajaran dan pertumbuhan
Employee participation in professional or trade associations.Training investment per customer.Average years of service.Percentage of employees with advanced degrees.Number of cross-trained employees.Absenteeism.Turnover rate.Employee suggestions.Employee satisfaction.Participation in stock ownership plans.Lost time accidents.Value added per employee.Motivation index.Outstanding number of applications for employment.Diversity rates.Empowerment index (number of managers)
Quality of work environment.Internal communication rating.Employee productivity.Number of Scorecards produced.Health promotion.Training hours.Competency coverage ratio.Personal goal achievement.Timely completion of performance appraisals.Leadership development.Communication planning.Reportable accidents.Percentage of employee with computers.Strategic information ratio.Cross-functional assignments.Knowledge management.Ethics violations.
Setiadi Djohar 24
Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Pada Perspektif Pertumbuhan dan Pembelajaran BFMPada Perspektif Pertumbuhan dan Pembelajaran BFM
Strategic ObjectivePerformance Indicators
Primary Secondary
Strengthen Bench Strengthen Bench Strength Organization.Strength Organization.
Bench Strength Index.Bench Strength Index. Bench Strength Index.Bench Strength Index.
Strengthen Employee Strengthen Employee Satisfaction.Satisfaction.
Incentive Management.Incentive Management.
Employee Satisfaction Index.Employee Satisfaction Index.
Sales Person Cost Ratio.Sales Person Cost Ratio.
Employee Satisfaction Rating.Employee Satisfaction Rating.
Incentive Cost/Sales.Incentive Cost/Sales.
Responsive and Efficient Responsive and Efficient IT.IT.
IT Achievement Level.IT Achievement Level.
Project Achievement.Project Achievement.Service Completion Index.Service Completion Index.System Downtime.System Downtime.Value Added Rating.Value Added Rating.
Invest in Training/Employee. Invest in Training/Employee. Number Employee Trained.Number Employee Trained.Hours Training Staff by Hours Training Staff by Manager.Manager.
Setiadi Djohar 25
Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Pada Perspektif Tanggung Jawab Sosial BFMPada Perspektif Tanggung Jawab Sosial BFM
Strategic ObjectivePerformance Indicators
Primary Secondary
Social Responsive Social Responsive Corporation.Corporation.
Social Responsibilty Index.Social Responsibilty Index.Cost of Environment Cost of Environment Health/Safety.Health/Safety.Number of Social Program.Number of Social Program.
Social Responsibility Rating.Social Responsibility Rating.Cost of Environment Health/Cost of Environment Health/Safety.Safety.Social Activity Cost/Total Cost.Social Activity Cost/Total Cost.
Setiadi Djohar 26
Strategy Maps Strategy Maps
Memperbaiki pengukuran intangible assets organisasi.
Menjelaskan dan mengimplementasikan strategi.
Memberikan arah dan prioritas bagi perusahaan.
Menggambarkan hubungan sebab-akibat diantara sasaran (objectives) dalam Balanced
Scorecard.Memberikan insight bagi eksekutif.
Menjelaskan bagaimana organisasi menciptakan nilaiMenjelaskan bagaimana organisasi menciptakan nilai
You can’t manage what you can’t measure. You can’t measure what you can’t describe. Kaplan & Norton
Setiadi Djohar 27Strategy Maps BFMStrategy Maps BFM
Long-Term Increase Long-Term Increase Shareholders ValueShareholders Value
Social Social ResponsibilityResponsibility
Expand RevenueExpand RevenueOpportunitiesOpportunities
OperationalOperationalEfficiencyEfficiency
Capital Growth Capital Growth and Efficiencyand Efficiency
Effective Effective Distribution Distribution ChannelChannel
Alliance Alliance OperationOperation
International International TradingTrading
Enhance Enhance Partnership Partnership
With SMEWith SME
Value AddedValue AddedPrincipalPrincipal
Product & Brand Product & Brand DevelopmentDevelopment
Business Business DiversificationDiversification
Manage Wheat Manage Wheat ProcurementProcurement
Flexible Flexible ManufacturingManufacturing
Strengthen Bench Strengthen Bench Strength of Strength of OrganizationOrganization
Strengthen Employee Strengthen Employee SatisfactionSatisfaction
Incentive Incentive ManagementManagement
Responsive and Responsive and Efficient ITEfficient IT
FinancialFinancial
CustomerCustomer
Internal Internal ProcessProcess
Learning & Learning & GrowthGrowth
Setiadi Djohar 28Strategy Articulation MapStrategy Articulation Map
Increase ShareholdersIncrease Shareholders ValueValue
Socially Responsive Socially Responsive CorporationCorporation
RevenueRevenueGrowth & MixGrowth & Mix
OperationalOperationalEfficiencyEfficiency
Capital Growth Capital Growth and Efficiencyand Efficiency
Create New Feasible Create New Feasible Business / ProductBusiness / Product
Enhance Effective Enhance Effective Advertisement & Advertisement &
Promotional ProgramPromotional Program
Manage Efficient Raw Manage Efficient Raw Material ProcurementMaterial Procurement
Enhance Efficient Enhance Efficient Production ProcessProduction Process
Continuously Develop Continuously Develop People CompetencyPeople Competency
Sustain Good Sustain Good Working EnvironmentWorking Environment
Provide Responsive Provide Responsive and Efficient ITand Efficient IT
Enhance Partnership Enhance Partnership with SMEwith SME
Value Added Value Added SupplierSupplier
Value Added Value Added PrinciplePrinciple
Promote Service Promote Service ExcellenceExcellence
Penetrate Penetrate ASPAC MarketASPAC Market
8. Market Share8. Market Share
9. Customer Satisfaction Rating9. Customer Satisfaction Rating
SME Industry Distributors ASPAC Industry/Agents/TradersSME Industry Distributors ASPAC Industry/Agents/Traders
“Very Close to Customers”Very Close to Customers”
3. Contribution Margin Ratio 3. Contribution Margin Ratio 4. Fixed Cost4. Fixed Cost
1. Economic Value Added1. Economic Value Added “ “ Responsible Corporate Citizenship” Responsible Corporate Citizenship”
2. Revenue2. RevenueGrrowth & MixGrrowth & Mix
5. Current Ratio5. Current Ratio6. Capital Turnover6. Capital Turnover
7. Social Program Beneficiary Rating7. Social Program Beneficiary Rating
““Dynamic and Flexible Operations”Dynamic and Flexible Operations”Mark & Prod InnovationMark & Prod Innovation Customer ManagementCustomer Management OperationalOperational
10. # of New Business,10. # of New Business,Market or Product Market or Product 11. Promotional 11. Promotional
Effectiveness RatioEffectiveness Ratio
12. Millable Wheat Value Index12. Millable Wheat Value Index13. Wheat Cost Consumption13. Wheat Cost Consumption
14. Yield Ratio14. Yield Ratio15. Inventory Days15. Inventory Days-RM & FG RM & FG 16. Capacity Utilization 16. Capacity Utilization by Production Lineby Production Line
““Engine for Transformation”Engine for Transformation”
17. Bench Strength Index17. Bench Strength Index 18. Employee Satisfaction Index18. Employee Satisfaction Index 19. IT Achievement Level19. IT Achievement Level
““Integration, Agility, Innovation”Integration, Agility, Innovation”
““Maximizing Operational Maximizing Operational and Capital Returns”and Capital Returns”
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Setiadi Djohar 29
Strategy Map PT. Es KrimStrategy Map PT. Es KrimShareholdersShareholders
Menumbuhkan Menumbuhkan BisnisBisnis
Arus Kas dari Arus Kas dari OperasiOperasi
Menciptakan Menciptakan ProfitProfit
Meningkatkan Meningkatkan Produktivitas ModalProduktivitas Modal
Firm EquityFirm Equity
Mengungkit Peluang Mengungkit Peluang Pasar RegionalPasar Regional
Pelayanan yang Pelayanan yang UnggulUnggul
Optimalisasi Optimalisasi Utilisasi KabinetUtilisasi Kabinet
Mengurangi Biaya Mengurangi Biaya DistribusiDistribusi
Organizational CapitalOrganizational CapitalOperasi:Operasi:. Membangun Segmen. Membangun Segmen Pasar AnakPasar Anak. Mengeksploitasi Potensi. Mengeksploitasi Potensi Penuh dari CitadelsPenuh dari Citadels
Inovasi:Inovasi:. Cool refreshment. Cool refreshment. Iceberg II. Iceberg II. New Channels. New Channels
Human CapitalHuman Capital
Keahlian di Bisnis Keahlian di Bisnis Es KrimEs Krim
Meningkatkan Meningkatkan Motivasi TimMotivasi Tim
Mengembangkan Mengembangkan Kapabilitas KunciKapabilitas Kunci
Mengembangkan Jiwa Mengembangkan Jiwa KewirausahaanKewirausahaan
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Setiadi Djohar 30
Operation Management Strategy Map Template
Long-TermShareholder Value
Maximize Use of Existing Assets
Industry Cost Leader
Increase Share of Customer
New Revenue Sources
Productivity Strategy Growth Strategy
Customer Value Proposition
Competitive Prices
Low Total Cost
Perfect Quality
Speedy, Timely Purchase
Excellent Selection
Financial Perspective
Customer Perspective
• Lower cost of ownership• Just-in-time delivery• High-quality supply• New ideas from suppliers • Supplier partnerships• Outsource mature nonstrategic services
• Lower cost of production• Continuous improvement• Process cycle time• Fixed asset utilization• Working capital efficiency
• Lower cost to serve• Responsive delivery time• Enhance quality
• Financial risk (high credit rating)• Operating risk• Ttechnology risk
Develop Supplier Relationship
Produce Products andServices
Distribute to Customer
Manage Risk
Skills in QualityManagement/Process
Improvement
Technology ThatFacilitates Process
Improvement
Culture for ContinuousImprovement
Human Capital Information Capital Organization Capital
Inte
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Learning andGrowth Perspective
Setiadi Djohar 31
Customer Management Process
Long-TermShareholders Values
Improve SalesProductivity
Expand RevenueOpportunities
Enhance Customer Value
Productivity Strategy Growth Strategy
Customer Value Proposition
Price Quality Availability Selection Functionality Service Partnership Brand
Product/Service Attributes Relationship Image
• Understand segments• Screen unprofitable customers• Target high-value customers• Manage the brand
Customer Selection
• Communicate value proposition• Customize mass marketing• Acquire/convert leads• Develop dealer networks
Customer Acquisition
• Premium customer service•“Sole source” partnerships• Service excellence• Lifetime customers
Customer Retention
• Cross-selling• Solution selling• Partnership/ integrated mgt• Customer education
Customer Growth
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Setiadi Djohar 32
Learning and Growth Linkages
• Market research• Profitability analysis• Market communication
• Customer database• Customer analytics• E-polling/sampling• Profitability analysis
• Customer-focused culture• Personal goal alignment• Best-practice sharing
• Telemarketing• Product line knowledge• Customer communication• Partner management
• Database marketing• Lead management• Sales force automation• Web site design
• Customer-focused culture• Personal goal alignment• Best-practice sharing
• Call center protocols• Product line knowledge• Problem resolution• Customer feedback
• Customer interaction center• Problem tracking system• Order management system
• Customer-focused culture• Personal goal alignment• Best-practice sharing
• Consultative sales skills• Customer/industry knowledge• Product line knowledge
• Customer information feedback• Portfolio planning models• Integrated order management
• Customer-focused culture• Personal goal alignment• Best-practice sharing
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Customer Selection Customer Acquisition Customer Retention Customer Growth
Setiadi Djohar 33
Keuangan
Pelanggan
Proses Internal
Pembelajaran &Pertumbuhan
Strategic objective
TargetInisiatif Program KPI Perspektif
07 08 09 10 11
KPI: Key Performance Indicator
Strategic Objective, Inisiatif, dan Program
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