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Balanced Scorecard

Pengertian

Sistim penilaian kinerja yang

menunjang kelangsungan

hidup dan sustainability of

growth perusahaan

Sistim penilaian kinerja yg

dikembangkan berdasarkan

strategi perusahaan

Sistim penilaian kinerja yang

mengintegrasikan aspek

finansial dengan aspek lain yg

penting bagi perusahaan

Pengertian Basic Philosophy of Control:

Jika anda tidak bisa mengukur, maka Anda tidak bisa mengendalikannya

If you cannot measure, you cannot control

Target control: mengarahkan keputusan dan perilaku agar menunjang pelaksanaan strategi

Aspek Kinerja yg Diukur

Learning & Grwth

Financial

Customer Internal Business

Aspek Kinerja yg Diukur

Learning & Grwth

Financial

Customer Internal BusinessVisi &

Strategi

The Balanced Scorecard

menjabarkan strategi ke dalam

sistim yg tergintegrasi yg

mencakup:

Outcomes (lag indicators)

and Performance drivers

(lead indicators)

Internal and External

Perspectives

Qualitative and Quantitative

Information

Limited number of indicators

WHY “Balanced”?

BSC Overview

BSC Concept

Balanced Scorecard

Scorecard (kartu skor) adalah kartu yang digunakan untuk mencatat skor performance seseorang. Kartu skor juga dapat digunakan untuk

merencanakan skor yang hendak diwujudkan oleh seseorang di masa depan.

Kata balanced (berimbang) berarti adanya keseimbangan antara performance keuangan dan non-keuangan, antara performance jangka pendek dan performance jangka panjang, dan antara performanceyang bersifat intern dan performance yang bersifat ektern.

BSC sebagai Alat

Perencanaan dan

Pengukuran

Kinerja

Perumusan Strategi

Perencanaan Strategik

Penyusunan Program

Penyusunan Anggaran

Pengimplementasian

Pemantauan

Pada 1993-1995, Balanced Scorecard

diterapkan dalam perencanaan strategik

Pada tahun 1990-1992, Balanced Scorecard

digunakan sebagai alat pengukur kinerja

eksekutif

TAHAP-TAHAP MANAJEMEN STRATEGIK

Alat

trendwatching

SWOT analysis,

envisioning, dan

pemilihan strategi

Alat

penerjemahan

Alat alokasi

sumber daya

jangka panjang

Visi, Tujuan, dan Strategi

Sasaran Strategik

Misi, Keyakinan Dasar, dan Nilai Dasar Strategi

Diterjemahkan DiterjemahkanDiterjemahkan

Inisiatif Strategik

SWOT Analysis

Program

PENYUSUNAN PROGRAM

PERENCANAAN STRATEGIK

PERUMUSAN STRATEGI

Anggaran

C PB PP

Dijabarkan

PENYUSUNAN ANGGARAN

Dijabarkan

C PB PP

C PB PPC PB PPK

Hasil Trendwatching

BSC BASED INTEGRATED

PERFORMANCE MANAGEMENT

SYSTEM

Sistem Perumusan

Strategi

S istem Perencanaan

Strategik Berbasis

Balanced Scorecard

Sistem Penyusunan

Program

Perencanaan

Kinerja yang

Hendak Dicapai

Perusahaan

Pengukuran dan

Penilaian Kinerja

Pendistribusian

Penghargaan

Berdasarkan Hasil

Penilaian Kinerja

Pendesainan

Penghargaan

Berbasis Kinerja

SISTEM MANAJEMEN

STRATEGIK BERBASIS

BALANCED SCORECARD

SISTEM PENGELOLAAN

KINERJA PERSONEL

Penetapan Peran

dan Kompetensi

Inti Personel

S istem Penyusunan

Anggaran

Sistem

Pengimplementasian

Sistem Pemantauan

VALUE-

CREATING

PROCESS

TANGIBLE

ASSETS

INTANGIBLE

ASSETS

CUSTOMER

VALUE

PERSPEKTIF KEUANGAN

PERSPEKTIF CUSTOMER

PERSPEKTIF PROSES

PERSPEKTIF PEMBELAJARAN DAN PERTUMBUHAN

Human Capital Information Capital

Organization 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

Skills Training

Knowledge

Systems Databases Networks

Culture Leadership Alignment Teamwork

Financial

Customer

Internal/Business/Process

Learning and Growth

ROCE

Customer Loyality

On-time delivery

Process Quality

Process Cycle Time

Employee Skills

BSC Perspectives

Model

BSC Concept

Visi

Gambaran mengenai masa depan perusahaan (yg lebih baik dari saat ini): 20 –30 tahun lagi perusahaan ini seperti apa?

Tujuan jangka panjang, cita-cita yang akan diwujudkan

Progress yang akan dicapai perusahaan di masa yang akan datang

Pengertian Strategi Penentuan tujuan jangka panjang

beserta cara untuk mencapainya, serta alokasi sumber daya yang dibutuhkan untuk melaksanakannya

Cara, metoda, pendekatan, upaya yang akan dipakai untuk memenangkan persaingan

TANTANGAN OLIMPIADEJika anda punya gairah dan visi, tetapi tanpa aksi

Anda Melamun

Jika anda punya visi dan aksi, tanpa gairah

Anda akan serba tanggung,

Jika anda punya gairah dan aksi, tetapi tanpa visi

Anda akan sampai di tempat yang keliru

Marylin king

ANOTHER PERFORMANCE MANAGEMENT FRAMEWORK

Vision perspectivesStrategic

Aims

Critical SuccessFactors

Strategic Measures

Action Plan

Vision

Financial

Customer

Internal &BusinessProcesess

Learning & Growth

Strategic Map

Maximize Financial Returns

Increase Revenue Growth Productivity

Increase New Revenue Sources Increase Cust. Val. Prop (CVP) Improve Cost Structure Improve Asset Utilization

Maintain Profit Margin Reduce Admin Cost Reduce Avg W/H VAlueIncrease PriceIncrease Market Share

FI

CU

Trusted, Friendly, convenient and affordable Popular Model Only

Easy Parking Available and knowledgeable staff Friendly and welcoming staff

Fast credit approval Delivery within 24 hrs

Professionalservice and complaint

handlingQuality furnitureAffordable Financing

IP

Sufficient staff inshop at all times Deliver the right

product to the rightaddress within 18 hrs

Keep quality complaintsat minimum

Handle all complaints on the spot

No item in selection at over 250$ a month financing

Handle creditrequests in 10

minutesReduce no of items in selection

4 week selectionturn - over max

LGAll staff members through selection training

All staff members through Basic Sales Training All staff members throughSWA Operating Training

Reduce a number of admin employees

Using Technology to improve process effectiveness

BALANCE SCORECARD - STRATEGIC VIEW

Internal business

Financial*perspective

Customerperspective

Innovation& Learning

Balance scorecard

Staff: Our staff is our biggest assetCustomer: Our success rest on

satisfying consumer need

Innovation: Innovation is our key to future growth

Excellence: Excellence is our way of life

Strategic Objectives & Measures

Strategic Objectives Measures

FI Maximize Financial Returns

Revenue Growth

Increase New Revenue Sources

Increase Market Share

Increase CVP

Increase Price

Maintain Profit Margin

Productivity

Improve Cost Structure

Reduce Admin Cost

Improve Asset Utilization

Reduce Average Warehouse Value

IRR, NPV

ROCE

Revenue Growth (%)

Market Share (%)

PriceGrowth (%)

Profit Margin (%)

Admin Cost ($)

Average Warehouse Value ($)


CU “Trusted, friendly, convenient and affordable”

Friendly and welcoming staff

Available and knowledgeable staff

Professional service & complaint handling

Easy parking

Delivery within 24 hrs

Fast credit approval

Quality furniture

Affordable financing

Popular Models Only

Customer Staff Friendlyness Rating (%)

Customer Staff Availabity Rating (%)

Customer Staff Knowledge Index (%)

Customer Service Level Index (%)

Customer Parking Availability Index (%)

Customer Delivery Rating (%)

Customer Credit Approval Rating (%)

Customer Furniture Quality Rating (%)

Customer Financing Rating (%)

Customer Selection Rating (%)


Strategic

Objectives

Measures

IP Sufficient staff in shop at all times


Always a free parking spot

Deliver the right products to the right

address within 18 hrs

Handle credit requests in 10 minutes

Keep quality complaints at minimum

No item in selection at over 250$ a month

financing

4 week selection turn-over max.

Reduce no of un-pop. of items in selection

Staff in Shop (#.)

Complaint Handled on the spot (%)

Hours with no parking spot available (hours)

No. of products deliver more than 18 hrs (#)

Credit Request Handled in 10 minutes (%)

Quality complaint per 100 purchases (#)

Items with more than $250 per month financing

(#)

No. of items above 4 week turn-over limit (#)

No. of un-pop items in selections (#)



LG All staff members through Basic Sales

Training

All staff members through Selection Training

Reduce number of admin employees

Using Technology to improve process

effectiveness

All staff members through SWA Operating

Training

Percentage of employees with Basic Sales

Training Certificate (%)

Percentage of employees with current

Selection Certificate (%)

Number of Admin Employees (#)

Percentage of Overhead Cost Reduction (%)

Cost Effectiveness (%)

Percentage of employees with SWA

Certificate


Note: SWA = Store Workflow Automation

Objectives

• Fast ground

turnaround

Statement of

what strategy

must achieve

and what’s

critical to its

success

Target

• 30 Minutes

• 90%

The level of

performance

or rate of

improvement

needed

• Cycle time

optimization

Key action

programs

required to

achieve

objectives

InitiativeMeasurement

• On Ground Time

• On-Time

Departure

How success

in achieving

the strategy

will be

measured and

tracked

Strategic Theme:

Operating Efficiency

ProfitabilityFinancial

Learning

Morecustomers

Ground crew alignment

Lowest prices

Fewer planes

Customer

Internal

Fast ground turnaround

Strategy Map: Diagram of the

cause-and-effect relationships

between strategic objectives

Flight Is on time

Key BSC terminology

• % Ground crew

trained

• % Ground crew

stockholders

Objectives Measurement

• Market Value

• Seat Revenue

• Plane Lease

Cost

• FAA On Time

Arrival Rating

• Customer

Ranking (Market

Survey)

• On Ground Time

• On-Time

Departure

Strategic Theme:

Operating EfficiencyInitiative

• Cycle time

optimization

program

• ESOP

• Ground crew

training

• Quality

management

• Customer

loyalty

program

Target

• 30% CAGR

• 20% CAGR

• 5% CAGR

• #1

• #1

• 30 Minutes

• 90%

• yr. 1 70%

yr. 3 90%

yr. 5 100%

ProfitabilityFinancial

Learning

MoreCustomers

Ground Crew Alignment

Lowest Prices

Fewer Planes

Customer

Internal

Fast Ground Turnaround

Flight Is on Time

• Profitability

• More

Customers

• Fewer planes

• Flight is on -

time

• Lowest prices

• Fast ground

turnaround

• Ground crew

alignment

Balanced Scorecard Example

Contoh Pengembangan

Measures

Generic Customer Value Propositions (CVP) or differentiating strategies:

1. Product Leadership2. Customer Intimacy3. Operational Excellence

Strategic Planning with BSC

Customer Value Proposition

Customer

Management

Processes

Solution Development

Customer Service

Relationship

Management

Advisory Services

Innovation

Processes

Invention

Product Development

Exploitation

(speed to market)

Operational

Processes

Supply Chain Management

Operations Efficiency: Cost,

Quality, Cycle time

Capacity Management

STRATEGY

PRODUCT

LEADERSHIP

CUSTOMER

INTIMACY

OPERATIONAL

EXCELLENCE




Value

Time

Relationship

PriceQualityFunctionality

Product/Service

AttributesImage

The Customer Value

Proposition


Unique products and

Services that “push the envelope”

Product Leadership Strategy

Product/Service Attributes

Time Functionality

Relationship Image

Brand

“The Best

Product”

DifferentiatorBasic

Requirement



Personal service tailored to

produce results for customer

and build long-term relationships

Customer Intimacy Strategy

Product/Service Attributes Relationship

Service

Image

Relationship Brand

“Trusted

Brand”

DifferentiatorBasic

Requirement



Operational Excellence Strategy

Product/Service Attributes

Quality Time Selection

Relationship

Price

Image

Brand

Quality and selection in key categories with

unbeatle prices

“Smart

Shopper”

DifferentiatorBasic

Requirement




Customer Value Proposition for

Popular Furniture Malls?

“Trusted, friendly, convenient and affordable”

Quality furniture

Customer Intimacy Strategy

Product/Service Attributes Relationship

Service

Image

Relationship Brand

“Trusted

Brand”Friendly and welcoming staff, Available and knowledgeable staff, Professional service and complaint handling, Easy parking, Delivery within 24 hrs, Fast credit approval, Affordable financing

Internal Process Value Chain

Innovation Processes

Customer

Management

Processes



Popular Furniture Malls, Singapore

Strategy: Revenue Growth & Productivity with Customer Intimacy

Strategic Objectives in Financial Perspective :


Increase Revenue Growth

Reduce

Admin Cost

Increase Productivity

Maintain

Profit Margin

Increase Cust.

Val. Prop (CVP)

Reduce Avg

W/H Value

Increase New

Revenue Sources

Improve Asset

Utilization

Improve Cost

Structure

Increase Market

Share

Increase

Price

Strategy: Revenue Growth & Productivity with Customer Intimacy

Strategic Objectives in Customer Perspective :


Available and knowledgeable staff

Popular Model Only

Professional service and complaint handling

Easy Parking

Delivery within 24 hrs

Fast credit approval

Quality Furniture

Affordable Financing

Contoh Basic BSC

Friendly and welcoming staff


Cause Effect Diagram in Financial and Customer Perspectives :

“Trusted, friendly, convenient and affordable” Popular Model Only

BSC: Network Sebab - Akibat



Reduce

Admin Cost

Productivity

Maintain

Profit Margin

Increase Cust.

Val. Prop (CVP)

Reduce Avg

W/H Value

Increase New

Revenue Sources

Improve Asset

Utilization

Improve Cost

Structure

Increase Market

Share

Increase

Price

FI

CU

Strategic Map

Sufficient staff in

shop at all timesDeliver the right

products to the right

address within 18 hrs


No item in selection at over 250$ a month financing

Handle credit

requests in 10

minutes

Keep quality complaints

at minimum

4 week selection

turn-over max.

Reduce no. of items in selectionAlways a free parking spot

All staff members through Basic Sales Training

All staff members through Selection TrainingReduce number of admin employees

Using Technology to improve process effectivenessAll staff members through

SWA Operating Training

IP

LG


Available and

knowledgeable staff

Popular Model Only

Professional service

and complaint

handling

Easy Parking

Delivery within 24 hrsFast credit approvalQuality FurnitureAffordable Financing

Friendly and welcoming staffCU



Reduce Admin Cost

Productivity

Maintain Profit Margin

Increase Cust. Val. Prop

(CVP)

Reduce Avg W/H Value

Increase New Revenue

Sources

Improve Asset UtilizationImprove Cost Structure

Increase Market Share Increase Price

FI

3 Phases of the BSC Project

Development Phase

- Multi-discipline team

- Creation of Strategy Map

Implementation Phase

- Strategic Board reporting Package

- Cascade message to all staff

Monitoring Phase

- Change control

- Embed into regular meetings

FebruaryApril

AugustAugust

October

TUGAS

Buatlah sistem perencanaan dan pengukuran

kinerja bisnis Project 3 anda dengan

menggunakan BSC. Ketentuan:

Buatlah dengan kelompok Project 3

Kelompok boleh melakukan konsultasi ke Dosen

sebelum tugas dikumpulkan

Dikumpulkan tanggal 24 Agustus 2009

Buatlah tugas ini dengan serius karena akan

membantu mencapai target anda pada semester 3

Sumber:

Mulyadi, Balanced Scorecard: Konsep, Evolusi Perkembangan, Dan

Keunggulannya, Ppak Fe Universitas Gadjah Mada, Maret 2007

Riyanto, Bambang. Balance Scorecard. Presentasi Pp

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