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

Financial

Internal Business

Customer

Learning & Grwth

Aspek Kinerja yg Diukur

Financial

Customer

Visi &
Strategi

Learning & Grwth

Internal Business

WHY Balanced?
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

BSC Concept

BSC Overview
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.

Balanced

Scorecard

Kata balanced (berimbang) berarti adanya keseimbangan antara

performance keuangan dan non-keuangan, antara performance jangka
pendek dan performance jangka panjang, dan antara performance
yang bersifat intern dan performance yang bersifat ektern.

TAHAP-TAHAP MANAJEMEN
STRATEGIK

Perumusan Strategi
Pada 1993-1995,
Balanced Scorecard
diterapkan dalam
perencanaan strategik
Perencanaan Strategik

Penyusunan Program

Penyusunan Anggaran

Pengimplementasian

Pemantauan

Pada tahun 1990-1992,

Balanced Scorecard
digunakan sebagai alat
pengukur kinerja
eksekutif

BSC sebagai Alat

Perencanaan dan
Pengukuran
Kinerja

Alat
trendwatching
SWOT analysis,
envisioning, dan
pemilihan strategi

Hasil
Trendwatching

PERUM USAN
STRATEGI

SWOT Analysis

Visi, Tujuan,
dan Strategi

M isi, Keyakinan
Dasar, dan Nilai Dasar

Diterjemahkan

Strategi

Alat
penerjemahan

Diterjemahkan
Diterjemahkan

PERENCANAAN
STRATEGIK

Sasaran
Strategik
K

PB PP

Inisiatif
Strategik
C

PB

PP

Dijabarkan
PENYUSUNAN
PROGRAM

Program
C

PB PP

Dijabarkan
PENYUSUNAN
ANGGARAN

Anggaran
C

PB PP

Alat alokasi
sumber daya
jangka panjang

S IS TEM MANAJEMEN
S TRATEGIK BERBAS IS
BALANCED S CORECARD

S IS TEM PENGELOLAAN
KINERJA PERS ONEL

S istem Perumusan
S trategi

S istem Perencanaan
S trategik Berbasis
Balanced S corecard

Perencanaan
Kinerja yang
Hendak Dicapai
Perusahaan
Penetapan Peran
dan Kompetensi
Inti Personel

S istem Penyusunan
Program

S istem Penyusunan
Anggaran

Pendesainan
Penghargaan
Berbasis Kinerja

S istem
Pengimplementasian

Pengukuran dan
Penilaian Kinerja

S istem Pemantauan

Pendistribusian
Penghargaan
Berdasarkan Hasil
Penilaian Kinerja

BSC BASED
INTEGRATED
PERFORMANCE
MANAGEMENT
SYSTEM

PERSPEKTIF
KEUANGAN

TANGIBLE
ASSETS

Long-Term Shareholder Value

PERSPEKTIF
CUSTOMER

PERSPEKTIF
PROSES

PERSPEKTIF
PEMBELAJARAN DAN
PERTUMBUHAN

CUSTOMER
VALUE

Customer Value Proposition

(More Value-Added)

Operations
Management
Processes

Customer
Management
Processes

Innovation
Processes

Regulatory and
Social
Processes

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

Human Capital

Information
Capital

Skills
Training
Knowledge

Systems
Databases
Networks

Organization
Capital

Culture
Leadership
Alignment
Teamwork

VALUECREATING
PROCESS

INTANGIBLE
ASSETS

Financial
ROCE

Customer

Customer
Loyality

On-time delivery

Internal/Business/Process
Process
Quality

Process Cycle
Time

Learning and Growth

Employee
Skills

BSC Concept

BSC Perspectives
Model

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 OLIMPIADE
Marylin king

Jika 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

ANOTHER PERFORMANCE MANAGEMENT FRAMEWORK

Vision

perspectives

Financial

Customer
Vision
Internal &
Business
Procesess
Learning
& Growth

Strategic
Aims

Critical
Success
Factors

Strategic
Measures

Action
Plan

Strategic Map
Maximize Financial Returns

FI

Increase Revenue Growth

Increase New Revenue Sources
Increase Market Share

Productivity

Increase Cust. Val. Prop (CVP)

Increase Price

Improve Cost Structure

Maintain Profit Margin

Reduce Admin Cost

Trusted, Friendly, convenient and affordable

CU

Easy Parking

IP

Quality furniture

Sufficient staff in
shop at all times

No item in selection at over 250$

a month financing

LG

Friendly and welcoming staff

Fast credit approval

Handle credit
requests in 10
minutes

Delivery within 24 hrs

Deliver the right

product to the right
address within 18 hrs
Keep quality complaints
at minimum

All staff members through selection training

All staff members through Basic Sales Training

Reduce Avg W/H VAlue

Popular Model Only

Available and knowledgeable staff

Affordable Financing

Improve Asset Utilization

All staff members through

SWA Operating Training

Professional
service and complaint
handling

Handle all complaints on the spot

Reduce no of items in selection
4 week selection
turn - over max

Reduce a number of admin employees

Using Technology to improve process effectiveness

BALANCE SCORECARD - STRATEGIC VIEW

Balance
scorecard
Internal
Financial*
Customer Innovation
business perspective perspective & Learning

Staff: Our staff is our biggest

asset
Customer: 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

FI

Strategic Objectives

Measures

Maximize Financial Returns

IRR, NPV
ROCE
Revenue Growth (%)

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

Market Share (%)

PriceGrowth (%)
Profit Margin (%)

Admin Cost ($)

Average Warehouse Value ($)

Strategic Objectives & Measures

Strategic Objectives

Measures

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

Strategic
Objectives

Measures

Sufficient staff in shop at all times

Handle all complaints on the spot
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 (#)

Strategic Objectives & Measures

Strategic Objectives
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

Note: SWA = Store Workflow Automation

Measures
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

Key BSC terminology

Strategy Map: Diagram of the
cause-and-effect relationships
between strategic objectives
Strategic Theme:
Operating Efficiency
Financial
Profitability

Fewer planes

More
customers

Statement of
what strategy
must achieve
and whats
critical to its
success

How success
in achieving
the strategy
will be
measured and
tracked

Objectives

Measurement

Target

On Ground Time
On-Time

30 Minutes
90%

The level of
performance
or rate of
improvement
needed

Key action
programs
required to
achieve
objectives

Customer
Flight
Is on time

Internal

Lowest
prices

Fast ground
Fast ground
turnaround

Learning
Ground crew
alignment

turnaround

Departure

Initiative

Cycle time
optimization

Balanced Scorecard Example

Strategic Theme:
Operating Efficiency
Financial
Profitability

Fewer Planes
Customer
Flight
Is on Time

More
Customers

Lowest
Prices

Objectives

Profitability
More
Customers

Fewer planes
Flight is on

time
Lowest prices

Fast ground

Internal
Fast Ground
Turnaround

turnaround

alignment
Ground Crew
Alignment

Market Value
Seat Revenue
Plane Lease

Cost
FAA On Time
Arrival Rating
Customer
Ranking (Market
Survey)

Target

Initiative

30% CAGR
20% CAGR
5% CAGR
#1
#1

Quality

management
Customer
loyalty
program

On Ground Time 30 Minutes Cycle time

On-Time
90%
optimization
Departure

Ground crew

Learning

Measurement

program

% Ground crew yr. 1

trained

% Ground crew
stockholders

70%
yr. 3 90%
yr. 5 100%

ESOP
Ground crew
training

Contoh Pengembangan
Measures

Strategic Planning with BSC

Customer Value Proposition

Generic Customer Value Propositions (CVP)
or differentiating strategies:

1. Product Leadership
2. Customer Intimacy
3. Operational Excellence

Strategic Planning with BSC

Customer Value Proposition

STRATEGY

PRODUCT
LEADERSHIP
CUSTOMER
INTIMACY
OPERATIONAL
EXCELLENCE

Innovation
Processes

Customer
Management
Processes

Operational
Processes

Invention
Product Development
Exploitation
(speed to market)
Solution Development
Customer Service
Relationship
Management
Advisory Services
Supply Chain Management
Operations Efficiency: Cost,
Quality, Cycle time
Capacity Management

Strategic Planning with BSC

Customer Value Proposition

The Customer Value
Proposition
Value

Functionality

Product/Service
Attributes

Quality

Image

Price

Time

Relationship

Strategic Planning with BSC

Customer Value Proposition

Product Leadership Strategy

Product/Service Attributes

Time

Relationship

Brand

Functionality

Unique products and

Services that push the envelope

Image

Differentiator
Basic
Requirement

The Best
Product

Strategic Planning with BSC

Customer Value Proposition

Customer Intimacy Strategy

Product/Service Attributes

Relationship

Service

Differentiator
Basic
Requirement

Relationship

Personal service tailored to

produce results for customer
and build long-term relationships

Image

Brand

Trusted
Brand

Strategic Planning with BSC

Customer Value Proposition

Operational Excellence Strategy

Product/Service Attributes

Price

Quality

Time

Relationship

Brand

Selection

Quality and selection in key categories with

unbeatle prices

Image

Differentiator
Basic
Requirement

Smart
Shopper

Strategic Planning with BSC

Customer Value Proposition for

Popular Furniture Malls?
Trusted, friendly, convenient and affordable

Customer Intimacy Strategy

Product/Service Attributes

Relationship

Service

Quality furniture

Relationship

Friendly and welcoming staff, Available

and knowledgeable staff, Professional
service and complaint handling, Easy
parking, Delivery within 24 hrs, Fast
credit approval, Affordable financing

Image

Brand

Trusted
Brand

Strategic Planning with BSC

Internal Process Value Chain

Innovation
Processes

Customer
Management
Processes

Strategic Planning with BSC

Strategic Planning with BSC

Popular Furniture Malls, Singapore

Strategy: Revenue Growth & Productivity with Customer Intimacy

Strategic Objectives in Financial Perspective :

Maximize Financial Returns
Increase Revenue Growth
Increase New
Revenue Sources

Increase Market
Share

Increase Cust.
Val. Prop (CVP)

Increase
Price

Increase Productivity
Improve Cost
Structure

Maintain
Profit Margin

Reduce
Admin Cost

Improve Asset
Utilization

Reduce Avg
W/H Value

Contoh Basic BSC

Strategy: Revenue Growth & Productivity with Customer Intimacy
Strategic Objectives in Customer Perspective :
Trusted, friendly, convenient and affordable
Friendly and welcoming staff

Available and knowledgeable staff

Professional service and complaint handling

Easy Parking
Delivery within 24 hrs
Fast credit approval
Quality Furniture
Affordable Financing

Popular Model Only

Strategic Planning with BSC

BSC: Network Sebab - Akibat

Cause Effect Diagram in Financial and Customer Perspectives :
Maximize Financial Returns
Increase Revenue Growth

FI

Increase New
Revenue Sources

Increase Market
Share

CU

Increase Cust.
Val. Prop (CVP)

Increase
Price

Productivity
Improve Cost
Structure

Maintain
Profit Margin

Reduce
Admin Cost

Trusted, friendly, convenient and affordable

Improve Asset
Utilization

Reduce Avg
W/H Value

Popular Model Only

Strategic Map

Maximize Financial Returns

Increase Revenue Growth

Productivity

FI
Increase New Revenue
Sources
Increase Market Share

Increase Cust. Val. Prop

(CVP)
Increase Price

Improve Cost Structure

Maintain Profit Margin

Improve Asset Utilization

Reduce Admin Cost

Trusted, friendly, convenient and affordable

CU

Affordable Financing

Sufficient staff in
shop at all times

IP

Quality Furniture

Friendly and welcoming staff

Fast credit approval

Handle credit
requests in 10
minutes

Delivery within 24 hrs

Deliver the right

products to the right
address within 18 hrs

Always a free parking spot

No item in selection at over 250$ a month financing

LG

Popular Model Only

Available and
knowledgeable staff

Easy Parking

Keep quality complaints

at minimum

All staff members through Selection Training

All staff members through Basic Sales Training

Reduce Avg W/H Value

All staff members through

SWA Operating Training

Professional service
and complaint
handling

Handle all complaints on the spot

Reduce no. of items in selection
4 week selection
turn-over max.

Reduce number of admin employees

Using Technology to improve process effectiveness

3 Phases of the BSC Project

Development Phase
- Multi-discipline team

- Creation of Strategy Map

February
April

Implementation Phase
- Strategic Board reporting Package
- Cascade message to all staff

August
August

Monitoring Phase
- Change control

- Embed into regular meetings

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