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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

CROSS-FUNCTIONAL
TEAM
CONTINUOUS
IMPROVEMENT

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
PASAR KOMERSIAL

Karakteristik

Syarat
keberhasilan
jangka panjang
perusahaan di
pasar

PASAR MODAL

Terdapat banyak perusahaan


memperebutkan pilihan
customer

Terdapat banyak perusahaan


memperebutkan pilihan
investor

Kapabilitas manajemen
dalam menyediakan produk
dan jasa yang melampaui
harapan customer

Kapabilitas manajemen
dalam mengelola secara
profitable dana investor

EVA = Pendapatan - Biaya Operasi - Biaya Modal

Biaya Modal

EVA = Pendapatan - Biaya Operasi - Biaya Modal

Proses yang
Produktif dan
Cost Effective

Produk dan
Jasa Unggul

RONA

WACC

EVA =

Revenues

Cost

Cost of Capital

RONA

WACC

Products/services
gets cheaper faster

Distinctive
Products/
Services

Rapid and
continuous
innovation

Cost Effective
and Productive
Processes

Cost cutting is
the answer

Stakeholder yang
menyebabkan suatu institusi
ada dan memampukan institusi
melakukan ekspansi

Stakeholder yang
memacu suatu usaha
self propelling

CUSTOMER

INVESTOR

(5)
Investasi

Financial
Returns

Pendapatan

(4)

(1)

(3)

PERSONEL
Investasi hanya
dilakukan oleh
investor jika suatu
usaha memiliki
customer yang
profitable

(2)
Biaya

Stakeholder yang
menjadikan institusi
sebagai wealth-creating
institution

Produk
dan Jasa

CUSTOMER
DITEMPATKAN PADA
PERINGKAT
PERTAMA
STAKEHOLDERS

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

Kelangsungan Hidup dan


Pertumbuhan Perusahaan

Customer Value Strategy

Organizational
System

Continuous
Improvement

MENGAPA
CUSTOMER
VALUE?

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 supportrelieving 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 evidencebased

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)

FIND

FATSUDS
ACQUIRE
Easy To Do
Business With
TRANSPORT

STORE

USE

More
Value-Added

DISPOSE OF
Easy To Do
Business With
STOP

VendorManaged
Inventory

To Be A Provider
of Solution to
Your Next
Process

VALUE DARI SUDUT PANDANG CUSTOMER


Costcost to produce vs cost-in-use measure.
Speedcycle time versus repair and return-to-service
time.

Serviceship-on-time index versus received-on-time


index.

Qualitydefect-free product versus kualitas produk


menurut persepsi customer.

Innovationjumlah 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

Proses
Pemanfaatan

Customer
Value

Kepuasan
Customer

Atribut
Produk

Kondisi Sebelum
Pemanfaatan

Konsekuensi
Pemanfaatan

Kondisi Setelah
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

Online

Learning
Anticipating

Interactive
Filtering
Real Time

Anyplace

Customizing
Upgrading

HUBUNGAN
VERTIKAL

QUALITY
RELATIONSHIP

Employee
Empowerment

HUBUNGAN
HORIZONTAL
Cross-Functional
Team/Organization

HUBUNGAN
EKSTERNAL
Partnered Relationship
Network Organization

HUBUNGAN DENGAN
CUSTOMER
Customer
Relationship
Management

HUBUNGAN
GEOGRAFIK
On-line Information
System, Internet

Customer Value

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
Alternatif

Pemasok

Alternatif

Pesaing

Perusahaan

Pesaing

Alternatif

Customer

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 peoples aspirations and
our shareholders expectations, and be a good corporate
citizen.

The Tioxide Group Ltd.


Customerscustomers are our first priority
Peoplepeople are our greatest strength

Qualityquality is vital to our business


Innovationcontinuous improvement by innovation in
our technology, marketing,and supporting services is
essential to our success.

Environmentwe 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

Boss

Customer

Tujuan
Pekerjaan

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
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

PRODUCT

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 Pridetidak hanya menjual bahan bakar mobil, tapi menjual

pengendalian uang muka bahan bakar yang dibayarkan kepada sopir

Enron Energy Servicetidak hanya menjual bahan bakar, tetapi menjual

sistem untuk mengendalikan biaya bahan bakar dengan fee yang didasarkan
pada pengurangan biaya yang dicapai.

Rolls-Roycemesin yang dipasang di pesawat disewakan berdasarkan jam


mesin tersebut digunakan.

Allegiance (distributor peralatan medik)memperluas tanggung jawabnya


dengan vendor-managed inventory (VMI)

GE Medicalmenjual ekuipmen medik dengan memasang alat untuk


memonitor kinerja alat tersebut

Otis Elevatormenjual elevator dengan memasang alat untuk mengirim data


tentang jenis kerusakan elevator ke kantor Otis

Bell Telephone Companypenanganan 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.

RUPS

Organization as a
Pool of Shared
Competencies and
Resources

BOC

BOD

CEO

Komite
Keperawatan

Komite
Medik

CFO
SPI
ORGANISASI FUNGSIONAL PENDUKUNG

Keuangan

SDM

Akuntansi

Logistik

Umum

Pengendalian
Mutu

COO
ORGANISASI FUNGSIONAL UTAMA

ORGANISASI SISTEM

Medik

Keperawatan

Diagnostik

Farmasi

Sistem
Pemasaran

Cross-Functional Team

Sistem
Rawat Jalan

Cross-Functional Team

Sistem
Rawat Inap
Sistem Rawat
Darurat

Gizi

Inst. Bedah
Sentral

Cross-Functional Team

Cross-Functional Team

Sistem
Rawat
Intensif

Cross-Functional Team

Sistem Riset
dan Pengembangan

Cross-Functional Team
RUPS = Rapat Umum Pemegang Saham CEO = Chief Executive Officer
BOC = Board of Commissioner
BOD = Board of Directors

COO = Chief Operating Officer


CFO = Chief Financial Officer

SYSTEM FOCUSED ON CUSTOMER


Produksi
Desain

Pemasaran

Akuntansi

Pengiriman

Customer A

Produksi
Desain

Pemasaran

Akuntansi

Pengiriman

Customer B

SYSTEM FOCUSED ON PRODUCTS


Cell B

Cell A

Mesin
Bubut

Mesin
Bubut

Mesin
Potong

Mesin
Las

Produk Jadi A

Mesin
Potong

Mesin
Las

Produk Jadi B

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
TRADITIONAL

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?

CONTEMPORARY

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?

TANGIBLE
ASSETS

CUSTOMER
VALUE

VALUECREATING
PROCESS

INTANGIBLE
ASSETS

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

A strong financial base to sustain our


mission and achieve our vision
FINANCIAL
PERSPECTIVE
To financially
sustain our
mission, what
must we focus
on?

CUSTOMER
PERSPECTIVE
To achieve our
vision, how
should we appear
to our customer?
PROCESS
PERSPECTIVE
To satisfy our
customer, which
processes must
we excel at?

Managed growth

Cost-efficient care
service

Maximum high margin


market opportunities

PRIMARY CARE
PATIENTS
Excellent
service

Personal
relationship

Outstanding
customer service

Easy
access

On-time
service

Friendly,
attentive
interactions

SPECIALTY CARE
PATIENTS/REFERRING
PHYSICIANS
Leadingedge
technology

Leadingedge
expertise

PAYERS/EMPLOYERS

Continued Clinical
Excellence

Developed
leading-edge
techniques and
programs

Developed
research
opportunities
alligned with
targeted growth
areas

PriceCompetitive
Service

Innovative
Programs

Operational
Excellence

Clinical practice
management

Optimized staff
efficiency

Redesigned
Operations for
efficiency and
effectiveness

Continually
developed
subspecialized
clinical services

LEARNING &
GROWTH
PERSPECTIVE
How we will
sustain our ability
to change and
improve?

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

Developed
leadership and
management talent

Implemented
technology and
developed facilities
and infrastructure to
support internal
process

ST. MARYS
DULUTH CLINIC
HEALTH SYSTEMS
STRATEGY MAP

AMANCO STRATEGY MAP

Economic value
sustainably in the
long run

TRIPLE
BOTTOM LINE
Value generated through a
system of corporate social
responsibility

To profitably produce
and sell complete,
innovative, world-class
solution for the
transportation and
control of fluids.
MISI:

Value generated
through
environmental
management

FINANCIAL
DIMENSION
Sustainable profitable
growth

CUSTOMER
DIMENSION

To be the best purchasing option for our customer


Brand image

PROCESS
TECHNOLOGY
DIMENSION

Improved operating
efficiency

Effective
communication to
selected targets

Innovative and high


margin products

Effective
research and
introduction of
new products

Implemented
CRM and
e-business

Customer
satisfaction

Improved
supply chain
processes

Optimum
transformation
process

Risk Management

ENVIRONMENTAL
DIMENSION

HUMAN
RESOURCE
DIMENSION

Compliance with
the highest quality,
health, and safety
standards

Developed
employees based
on strategic
competencies

Minimum
environmental
impact through
eco-efficiency
concept

Social impacts
management
systems

Consolidated
internal culture on
company's values

Deployed
scorecard

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
neighbors and our
regions quality of life

Growth Strategy

Productivity Strategy

Long-Term
Shareholder Value

PERSPEKTIF
KEUANGAN

Improved Cost
Structure

PERSPEKTIF
CUSTOMER

Expanded Revenue
Opportunity

Increased Assets
Utilization

CUSTOMER VALUE PREPOSITION


Price

Quality

Availability Selection Functionality

Service

Product Attributes
PERSPEKTIF
PROSES

OPERATION
MANAGEMENT
PROCESS
Inbound
Production
Outbound
Risk mgmt

PERSPEKTIF
PEMBELAJARAN
DAN PERTUMBUHAN

Employee
Capability

CUSTOMER
MANAGEMENT
PROCESS
Selection
Acquisition
Retention
Growth

Employee
Commitment

Partnership

Relationship

Brand

Image

INNOVATION
PROCESS

REGULATORY AND
SOCIAL PROCESS

Opportunity ID
R&D Portfolio
Design/Develop
Launch

Environment
Safety & Health
Employment
Community

Information
System

Organization
Structure and
Capability

CONTOH
GENERIC
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

A strong financial base to sustain our


mission and achieve our vision
FINANCIAL
PERSPECTIVE
To financially
sustain our
mission, what
must we focus
on?

CUSTOMER
PERSPECTIVE
To achieve our
vision, how
should we appear
to our customer?
PROCESS
PERSPECTIVE
To satisfy our
customer, which
processes must
we excel at?

Managed growth

Cost-efficient care
service

Maximum high margin


market opportunities

PRIMARY CARE
PATIENTS
Excellent
service

Personal
relationship

Outstanding
customer service

Easy
access

On-time
service

Friendly,
attentive
interactions

SPECIALTY CARE
PATIENTS/REFERRING
PHYSICIANS
Leadingedge
technology

Leadingedge
expertise

PAYERS/EMPLOYERS

Continued Clinical
Excellence

Developed
leading-edge
techniques and
programs

Developed
research
opportunities
alligned with
targeted growth
areas

PriceCompetitive
Service

Innovative
Programs

Operational
Excellence

Clinical practice
management

Optimized staff
efficiency

Redesigned
Operations for
efficiency and
effectiveness

Continually
developed
subspecialized
clinical services

LEARNING &
GROWTH
PERSPECTIVE
How we will
sustain our ability
to change and
improve?

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

Developed
leadership and
management talent

Implemented
technology and
developed facilities
and infrastructure to
support internal
process

ST. MARYS
DULUTH CLINIC
HEALTH SYSTEMS
STRATEGY MAP

FINANCIAL
PERSPECTIVE
To financially
sustain our
mission, what
must we focus
on?

Long-term shareholder value


Revenue Growth

Increased productivity

Revenues from
new customers

Become industry cost


leader

Increased
customers'
account share

Maximum use of
existing assets

CUSTOMER
PERSPECTIVE
To achieve our
vision, how
should we appear
to our customer?

PROCESS
PERSPECTIVE
To satisfy our
customer, which
processes must
we excel at?

Offer products and services that are consistent, timely, and low cost
Lowest-cost
(highest-profit)
supplier

Operation
Management

Outstanding
supplier
relationship

Efficient,
timely
distribution

Customer
Management

Produce
goods and
services:
cost, quality,
time

Manage
risk

Speed
purchase

Perfect quality

Provide
convenient
oder handling
process
Provide
desired variety
of products/
services

Inovation

Process
innovation

Appropriate
selection

Regulatory &
Social
Avoid
environmental
and safety
accidents

Manage
capital
project

Provide
ongoing
service

Contribute to
communities

A capable, motivated, and technologically enabled workforce


LEARNING &
GROWTH
PERSPECTIVE
How we will
sustain our ability
to change and
improve?

Six Sigma/TQM
process
improvement
capability

Electronic
Supplier and
Customer
Relationship

Improved
processes:
better, faster, and
cheaper

Fasilitated
Knowledge Sharing
and Replicated Best
Practice

STRATEGY MAP
TEMPLATE FOR
COST
LEADERSHIP
STRATEGY

FINANCIAL
PERSPECTIVE
To financially
sustain our
mission, what
must we focus
on?

Long-term shareholder value


Revenue Growth

Increased productivity

Revenues from
new products

Managed total
life-cycle product
costs

CUSTOMER
PERSPECTIVE
To achieve our
vision, how
should we appear
to our customer?

PROCESS
PERSPECTIVE
To satisfy our
customer, which
processes must
we excel at?

Gross margins:
new product

Products and service that expand existing performance boundaries into the
highly desirable
High performance products:
smaller, faster, lighter, cooler, more
accurate, more storage, brighter...

First to market

Operation
Management

Customer
Management

Flexible
robust
processes

Rapid
introduction
of new
products

Supply
capacity for
rapid
growth

In-line
experimentation and
improvement

Educate
customer about
complex new
products/
services
Capture
customer ideas
for new product/
service

New customer
segments

Inovation

Regulatory &
Social

Diciplined,
high-performance product
development

Minized
product
liability &
environmental
impact

Product
development
time: from
idea to
market

Contribute to
communities

Find, motivate, grow, and retain the best talented people


A capable, motivated, and technologically enabled workforce
LEARNING &
GROWTH
PERSPECTIVE
How we will
sustain our ability
to change and
improve?

Deep functional
expertise

Creative,
versatile
employees;
cross-functional
teamwork

Virtual product
prototyping and
simulation

CAD/CAM

Creativity,
innovation

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)