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CUSTOMER VALUE MINDSET Oleh: Mulyadi Universitas Gadjah Mada [email protected] Jogjakarta, September 2013

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CUSTOMER VALUE MINDSET

Oleh:

Mulyadi

Universitas Gadjah Mada

[email protected]

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)