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

Customer Internal Business

Learning & Grwth

Aspek Kinerja yg Diukur

Financial

Customer Visi & Internal Business

Strategi

Learning & Grwth

 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 BSC sebagai Alat
Perencanaan Strategik
Perencanaan dan
Pengukuran
Kinerja
Penyusunan Program

Penyusunan Anggaran
Pada tahun 1990-1992,
Balanced Scorecard
digunakan sebagai alat
pengukur kinerja
eksekutif

Pengimplementasian

Pemantauan
 Alat
Hasil
Trendwatching
trendwatching
SWOT analysis,
PERUM USAN
envisioning, dan
STRATEGI SWOT Analysis pemilihan strategi

Visi, Tujuan, M isi, Keyakinan

Strategi
Alat
dan Strategi Dasar, dan Nilai Dasar
penerjemahan
Diterjemahkan Diterjemahkan
Diterjemahkan

PERENCANAAN
STRATEGIK
Sasaran Inisiatif
Strategik Strategik
K C PB PP C PB PP
Alat alokasi
Dijabarkan
PENYUSUNAN sumber daya
PROGRAM Program jangka panjang
C PB PP
Dijabarkan
PENYUSUNAN
ANGGARAN Anggaran

C PB PP
 S IS TEM MANAJEMEN
S TRATEGIK BERBAS IS S IS TEM PENGELOLAAN
BALANCED S CORECARD KINERJA PERS ONEL

S istem Perumusan
S trategi

BSC BASED
Perencanaan
Kinerja yang
Hendak Dicapai
S istem Perencanaan
S trategik Berbasis
Perusahaan INTEGRATED
Balanced S corecard
Penetapan Peran PERFORMANCE
MANAGEMENT
dan Kompetensi
Inti Personel

S istem Penyusunan
Program
SYSTEM
Pendesainan
Penghargaan
Berbasis Kinerja
S istem Penyusunan
Anggaran

S istem Pengukuran dan

Pengimplementasian Penilaian Kinerja

Pendistribusian
S istem Pemantauan Penghargaan
Berdasarkan Hasil
Penilaian Kinerja
PERSPEKTIF
KEUANGAN
Long-Term Shareholder Value
TANGIBLE
ASSETS

PERSPEKTIF
CUSTOMER
CUSTOMER
Customer Value Proposition
(More Value-Added) VALUE

PERSPEKTIF Operations Customer Innovation Regulatory and

PROSES Management
Processes
Management
Processes
Processes Social
Processes
VALUE-
Process that Process that Process that Process that
CREATING
improve
produce and
deliver
enhance
customer
create new
products and community PROCESS
products and value services and the
services environment

PERSPEKTIF
PEMBELAJARAN DAN
PERTUMBUHAN
Human Capital Information
Organization
INTANGIBLE
Capital
Capital ASSETS
Skills Systems Culture
Training Databases Leadership
Knowledge Networks Alignment
Teamwork
Financial
ROCE

Customer
Customer
Loyality

On-time delivery

Internal/Business/Process
Process Process Cycle
Quality Time

Learning and Growth

Employee
Skills
 BSC Concept

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

Critical
Strategic Strategic Action
Vision perspectives Success
Aims Measures Plan
Factors

Financial

Customer

Vision
Internal &
Business
Procesess

Learning
& Growth
 Strategic Map
Maximize Financial Returns

FI Increase Revenue Growth Productivity

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

Increase Market Share Increase Price Maintain Profit Margin Reduce Admin Cost Reduce Avg W/H VAlue

Trusted, Friendly, convenient and affordable Popular Model Only

CU
Easy Parking Available and knowledgeable staff Friendly and welcoming staff
Professional
service and complaint
Affordable Financing Quality furniture Fast credit approval Delivery within 24 hrs handling

Sufficient staff in Handle credit

shop at all times requests in 10 Deliver the right Handle all complaints on the spot
IP minutes product to the right
address within 18 hrs Reduce no of items in selection

No item in selection at over 250$ Keep quality complaints 4 week selection

a month financing at minimum turn - over max

All staff members through selection training Reduce a number of admin employees
LG
All staff members through Basic Sales Training All staff members through
SWA Operating Training 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
Strategic Objectives Measures

FI Maximize Financial Returns IRR, NPV

ROCE
Revenue Growth Revenue Growth (%)
Increase New Revenue Sources
Increase Market Share Market Share (%)
Increase CVP
Increase Price PriceGrowth (%)
Maintain Profit Margin Profit Margin (%)
Productivity
Improve Cost Structure
Reduce Admin Cost Admin Cost ($)
Improve Asset Utilization
Reduce Average Warehouse Value Average Warehouse Value ($)
Strategic Objectives & Measures
Strategic Objectives
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
Measures
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 (%)

Popular Models Only Customer Selection Rating (%)

Strategic Objectives & Measures
Strategic
Objectives
IP 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
Measures
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: Statement of How success

Operating Efficiency what strategy in achieving The level of Key action
Financial
must achieve the strategy performance programs
Profitability and whats will be or rate of required to
critical to its measured and improvement achieve
More success tracked needed objectives
Fewer planes
customers

Customer
Flight Lowest
Is on time prices

Objectives Measurement Target Initiative

Internal
Fast ground On Ground Time 30 Minutes Cycle time
Fast ground turnaround On-Time 90% optimization
turnaround Departure

Learning

Ground crew
alignment
Balanced Scorecard Example
Strategic Theme:
Objectives Measurement Target Initiative
Operating Efficiency
Financial
Profitability Profitability Market Value 30% CAGR
More Seat Revenue 20% CAGR
More Customers
Fewer Planes
Customers Plane Lease 5% CAGR
Fewer planes Cost
Customer Flight is on - FAA On Time #1 Quality
Flight Lowest time Arrival Rating management
Is on Time Prices Lowest prices Customer #1 Customer
Ranking (Market loyalty
Survey) program
Internal Fast ground On Ground Time 30 Minutes Cycle time
Fast Ground turnaround On-Time 90% optimization
Turnaround Departure program

Learning Ground crew % Ground crew yr. 1 70% ESOP

alignment trained yr. 3 90%
Ground Crew yr. 5 100%
Ground crew
Alignment % Ground crew training
stockholders
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

Customer
Innovation Operational
STRATEGY Management
Processes Processes
Processes
Invention
PRODUCT Product Development
Exploitation
LEADERSHIP (speed to market)
Solution Development
Customer Service
CUSTOMER Relationship
INTIMACY Management
Advisory Services

Supply Chain Management

OPERATIONAL Operations Efficiency: Cost,
Quality, Cycle time
EXCELLENCE Capacity Management
 Strategic Planning with BSC

Customer Value Proposition

The Customer Value
Proposition

Product/Service
Value Attributes
Image Relationship

Functionality Quality Price Time

 Strategic Planning with BSC

Customer Value Proposition

Product Leadership Strategy

Product/Service Attributes Relationship Image

Time Functionality Brand

Unique products and

Differentiator The Best
Basic
Services that push the envelope Product
Requirement
 Strategic Planning with BSC

Customer Value Proposition

Customer Intimacy Strategy

Product/Service Attributes Relationship Image

Service Relationship Brand

Differentiator Personal service tailored to Trusted

Basic produce results for customer Brand
Requirement and build long-term relationships
 Strategic Planning with BSC

Customer Value Proposition

Operational Excellence Strategy

Product/Service Attributes Relationship Image

Price Quality Time Selection Brand

Quality and selection in key categories with Differentiator Smart

unbeatle prices Basic Shopper
Requirement
 Strategic Planning with BSC

Customer Value Proposition for

Popular Furniture Malls?
Trusted, friendly, convenient and affordable

Customer Intimacy Strategy

Product/Service Attributes Relationship Image

Service Relationship Brand

Quality furniture Friendly and welcoming staff, Available Trusted

and knowledgeable staff, Professional Brand
service and complaint handling, Easy
parking, Delivery within 24 hrs, Fast
credit approval, Affordable financing
 Strategic Planning with BSC

Internal Process Value Chain

Customer
Innovation Management
Processes
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 Productivity

Increase New Increase Cust. Improve Cost Improve Asset

Revenue Sources Val. Prop (CVP) Structure Utilization

Increase Market Increase Maintain Reduce Reduce Avg

Share Price Profit Margin Admin Cost W/H Value
Contoh Basic BSC
Strategy: Revenue Growth & Productivity with Customer Intimacy
Strategic Objectives in Customer Perspective :

Trusted, friendly, convenient and affordable Popular Model Only

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
 Strategic Planning with BSC

BSC: Network Sebab - Akibat

Cause Effect Diagram in Financial and Customer Perspectives :

Maximize Financial Returns

Increase Revenue Growth Productivity

FI Increase New Increase Cust. Improve Cost Improve Asset

Revenue Sources Val. Prop (CVP) Structure Utilization

Increase Market Increase Maintain Reduce Reduce Avg

Share Price Profit Margin Admin Cost W/H Value

CU Popular Model Only

Trusted, friendly, convenient and affordable
 Maximize Financial Returns Strategic Map

Increase Revenue Growth Productivity

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

Increase Market Share Increase Price Maintain Profit Margin Reduce Admin Cost Reduce Avg W/H Value

Trusted, friendly, convenient and affordable Popular Model Only

CU Available and
Easy Parking knowledgeable staff Friendly and welcoming staff Professional service
and complaint
Affordable Financing Quality Furniture Fast credit approval Delivery within 24 hrs handling

Sufficient staff in Handle credit Deliver the right Handle all complaints on the spot
shop at all times requests in 10 products to the right
minutes address within 18 hrs Reduce no. of items in selection
IP Always a free parking spot
Keep quality complaints 4 week selection
No item in selection at over 250$ a month financing at minimum turn-over max.

All staff members through Selection Training Reduce number of admin employees
LG
All staff members through
All staff members through Basic Sales Training Using Technology to improve process effectiveness
SWA Operating Training
 3 Phases of the BSC Project
Development Phase
- Multi-discipline team February
April
- Creation of Strategy Map

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

Monitoring Phase
- Change control October

- Embed into regular meetings

 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