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CUSTOMER VALUE MINDSET

Oleh: Mulyadi Universitas Gadjah Mada mulyadiugm@gmail.com

Jogjakarta, September 2007

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 PASAR MODAL

Karakteristik

Terdapat banyak perusahaan memperebutkan pilihan customer

Terdapat banyak perusahaan memperebutkan pilihan investor

Syarat keberhasilan jangka panjang perusahaan di pasar

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

Produk dan Jasa Unggul

Proses yang Produktif dan Cost Effective

RONA

WACC

EVA =

Revenues

Cost

Cost of Capital WACC

RONA

Products/services gets cheaper faster

Distinctive Products/ Services

Cost Effective and Productive Processes

Rapid and continuous innovation

Cost cutting is the answer

Stakeholder yang menyebabkan suatu institusi ada dan memampukan institusi melakukan ekspansi

Stakeholder yang memacu suatu usaha self propelling

CUSTOMER DITEMPATKAN PADA PERINGKAT PERTAMA STAKEHOLDERS

INVESTOR

CUSTOMER

(5) Investasi (1)

Financial Returns

Pendapatan

(4) (3) Produk dan Jasa

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

(2) Biaya

Stakeholder yang menjadikan institusi sebagai wealth-creating institution

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

MENGAPA CUSTOMER VALUE?

Organizational System

Continuous Improvement

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
Care is based primarily on visits Professional autonomy drives variability Professional control care Information is a record

NEW RULE
Care is based on continuous healing relationship Care is customized according to patient needs and values The patient is the source of control Knowledge is shared and information flows freely

SIMPLE RULES OF THE 21st-CENTURY HEALTH CARE SYSTEM


CURRENT APPROACH Decision making is based on training and experience Do no harm is an individual responsibility Secrecy is necessary The system react to needs Cost reduction is sought Preference is given to professional roles over the system NEW RULE Decision making is on evidencebased Safety is a system property Transparency is necessary Needs are anticipated Waste is continually decreased 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

VendorManaged Inventory

To Be A Provider of Solution to Your Next Process

DISPOSE OF Easy To Do Business With STOP

VALUE DARI SUDUT PANDANG CUSTOMER


Costcost to produce vs cost-in-use measure. Speedcycle time versus repair and return-toservice time. Serviceship-on-time index versus received-ontime 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 Interactive

Learning Anticipating Filtering

Real Time

Anyplace

Customizing Upgrading

HUBUNGAN VERTIKAL Employee Empowerment

QUALITY RELATIONSHIP

HUBUNGAN HORIZONTAL Cross-Functional Team/Orga nization

HUBUNGAN EKSTERNAL Partnered Relationship Networ k Organization

Customer Value

HUBUNGAN DENGAN CUSTOMER Customer Rela tionship Management

HUBUNGAN GEOGRAFIK On-line Information System, Internet

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

Tampak Luar Pe nge tahuan M anaje me n

KEYAK INAN DASAR: (1) bisnis me rupakan suatu mata rantai yang me nghubungkan pe mas ok de ngancustome rs, (2) custome rs me rupakan tujuan pe ke rjaan, (3) sukse s me rupak an hasil pe nilaian te r hadap sua ra customers NILAI DASAR: (1) inte gritas, (2) ke re ndahan hati, dan (3) ke se diaan untuk me layani. Paradigma Customer Value

Mindsetyang Melandasi Perilak u Bisnis

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 Pesaing Alternatif

Pemasok

Perusahaan

Customer

Alternatif

Pesaing

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

Diri Sendiri

Tujuan Pekerjaan

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)

Dir e ktur Utama

Dir e ktur Pe masaran

Dir e ktur Ope rasi

Dir e ktur Ke uangan

Dir e ktur Umum

Je njang me ne ngah Bagian Promosi Bagia n Pe njua lan

Je njang bawah Se ksi Pe ne rimaa n Orde r Se ksi Pe ngir iman

UPSIDE-DOWN ORGANIZATION: FORT RELEY, KANSAS, U.S.A.

Direk si

ORGANI SASI FUNGSI ONAL PENDUKUNG

Auditor Intern

Keuangan

SDM

Ak untansi

Umum

ORGANISASI FUNGSIONAL UTAMA ORGANISASI SISTEM

Mark eting

Operation

Engineering

Logistic

Utilities

Operation Planning & Control

Organization as a Pool of Shared Competencies and Resources

Order Getting Sys tem

Cros s-Fu nctional Team

Order Filling Sys tem

Cros s-Fu nctional Team

After Sales Service Sys tem

Cros s-Fu nctional Team

SYSTEM FOCUSED ON CUSTOMER


Produksi Desain Akuntansi Desain Produksi Akuntansi

Pemasaran

Pengiriman

Pemasaran

Pengiriman

Customer A

Customer B

SYSTEM FOCUSED ON PRODUCTS


Ce ll A Ce ll B

M es in Bubut

M es in Bubut

M es in Potong

M es in Las

M es in Potong

Me sin Las

Produk Jadi A

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 CUSTOMER VALUE MINDSET TERHADAP MANAJEMEN STRATEGIK


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?

PERSPEKTIF KEUANGAN Long-Te r m Share holde r Va lue

TANGIBLE ASSETS

PERSPEKTIF CUSTOM ER

Custome r Value Proposition (M ore Value -Adde d)

CUSTOMER VALUE
Re gulatory and Social Proce sse s Proce ss that improv e community and the e nv ir onme nt

PERSPEKTIF PROSES

Ope rations M anage me nt Proce sse s Proce ss that produce and de liv e r products and se rv ice s

Custome r M anage me nt Proce sse s Proce ss that e nhance custome r v alue

Innov ation Proce sse s

Proce ss that cre ate ne w products and se rv ice s

VALUECREATING PROCESS

PERSPEKTIF PEMBELAJARAN DAN PERTUMBUHAN

Huma n Capital

Information Capital

Organization Capital

INTANGIBLE ASSETS

Skills Tr aini ng Knowle dge

Syste ms Database s Ne tworks

Culture Le ade rship Alignme nt Te amwor k

VISION: SMDC is a value-dr iven, integr ate d o rganiz ation w hich w ill be recognize d for excelle nce in custom er ser vice, quality patient car e, financial str ength, and supp ort o f co mm unity health

A str ong fin ancial base to sustain our m is sio n and achie ve our vision FINANC IAL PE RSPE CTIVE To financially sus tain our m is sio n, w hat m ust w e focus on? Managed gr ow th

Cost-efficient care ser vice

Maxim um hig h m ar gin m ark et op portunities

ST. MARYS DULUTH CLINIC HEALTH SYSTEMS STRATEGY MAP

CUST OME R PE RSPE CTIVE To achieve our vision, how sho uld w e ap pear to o ur cus tom er ? PROC E SS PE RSPE CTIVE To satisfy our cu stom er , w hich pr oces ses m ust w e excel at?

PRIMARY CARE PATIE NTS E xcelle nt ser vice Per sonal re lationsh ip

SPECIA LTY CARE PATIE NTS/RE FE RRING PHYSIC IANS Leadingedg e techno lo gy Leadingedg e expertise

PAYERS/E MPLOYE RS Innovative Pr ogram s PriceCom petitive Ser vice

Outstanding cu stom er service

Continued Clinical E xcelle nce

Oper atio nal E xcelle nce

E asy access

On-tim e ser vice

Developed leading-edg e techniqu es and pr ogram s

Clin ical pr actice m anagem ent

Optim ized staff efficiency

Fr ie ndly, atte ntive inte ractions

Developed re sear ch opp ortunities allign ed w ith targe ted g row th ar eas

Red esigned Oper atio ns for efficiency and effective ness

Continually developed sub specialized clinical s ervices

LEARNING & GROWTH PE RSPE CTIVE How w e w ill sus tain our ability to chang e and imp rove?

Clear ly co mm unicated expectatio ns and accoun tab ilities aligned w ith strategic pr ior ities

An envir onm ent to sup port em plo yee eng agem ent and co mm ittm ent to the m is sio n

Recruited and re taine d q ualified staff Imp lem en ted techno lo gy and developed facilitie s an d infrastr ucture to sup port in ter nal pr oces s

Developed leade rship and m anagem ent talent

TRIPLE BOTTOM LINE


Value ge nerated through a system of corporate social re spons ibility

Econom ic value sus tainably in the long run

AMANCO STRATEGY MAP


Value ge nerated through envir onm ental m anagem ent

FINANCIAL DIM ENSION


Sus tainable profitable gr ow th Improved oper ating efficiency

CUSTOMER DIM ENSION

To be the be st purchas ing option for our custome r


Br and image Innovative and high m argin pr oducts Custom er satisfaction

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

PROCESS TECHNOLOGY DIM ENSION

Effe ctive comm unication to selected targets

Effe ctive re sear ch and intr oduction of new pr oducts

Implem ented CRM and e-busines s

Improved supply chain pr oces ses

Optim um trans for m ation pr oces s

Risk Managem ent

ENVIRONMENTAL DIM ENSION

Com pliance w ith the highest quality, health, and safety standards

Social impacts m anagem ent system s

Minim um envir onm ental impact thr ough eco-efficiency concept

HUMAN RESOURCE DIM ENSION

Developed em ploye es based on strategic compe tencies

Cons olidated inte rnal 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

Productivity Strategy

Growth Strategy

PERSPEKTIF KEUANGAN

Long-Term Shareholder Value

CONTOH GENERIC STRATEGY MAP

Improved Cost Structure

Increased Assets Utilization

Expanded Revenue Opportunity

PERSPEKTIF CUSTOMER Price Quality Availability

CUSTOMER VALUE PREPOSITION

Selection Functionality

Service

Partnership

Brand

Product Attributes PERSPEKTIF PROSES

Relationship

Image

OPERATION MANAGEMENT PROCESS Inbound Production Outbound Risk mgmt

CUSTOMER MANAGEMENT PROCESS Selection Acquisition Retention Growth

INNOVATION PROCESS Opportunity ID R&D Portfolio Design/Develop Launch

REGULATORY AND SOCIAL PROCESS Environment Safety & Health Employment Community

PERSPEKTIF PEMBELAJARAN DAN PERTUMBUHAN

Employee Capability

Employee Commitment

Information System

Organization Structure and Capability

VISION: SMDC is a value-dr iven, integr ate d o rganiz ation w hich w ill be recognize d for excelle nce in custom er ser vice, quality patient car e, financial str ength, and supp ort o f co mm unity health

A str ong fin ancial base to sustain our m is sio n and achie ve our vision FINANC IAL PE RSPE CTIVE To financially sus tain our m is sio n, w hat m ust w e focus on? Managed gr ow th

Cost-efficient care ser vice

Maxim um hig h m ar gin m ark et op portunities

ST. MARYS DULUTH CLINIC HEALTH SYSTEMS STRATEGY MAP

CUST OME R PE RSPE CTIVE To achieve our vision, how sho uld w e ap pear to o ur cus tom er ? PROC E SS PE RSPE CTIVE To satisfy our cu stom er , w hich pr oces ses m ust w e excel at?

PRIMARY CARE PATIE NTS E xcelle nt ser vice Per sonal re lationsh ip

SPECIA LTY CARE PATIE NTS/RE FE RRING PHYSIC IANS Leadingedg e techno lo gy Leadingedg e expertise

PAYERS/E MPLOYE RS Innovative Pr ogram s PriceCom petitive Ser vice

Outstanding cu stom er service

Continued Clinical E xcelle nce

Oper atio nal E xcelle nce

E asy access

On-tim e ser vice

Developed leading-edg e techniqu es and pr ogram s

Clin ical pr actice m anagem ent

Optim ized staff efficiency

Fr ie ndly, atte ntive inte ractions

Developed re sear ch opp ortunities allign ed w ith targe ted g row th ar eas

Red esigned Oper atio ns for efficiency and effective ness

Continually developed sub specialized clinical s ervices

LEARNING & GROWTH PE RSPE CTIVE How w e w ill sus tain our ability to chang e and imp rove?

Clear ly co mm unicated expectatio ns and accoun tab ilities aligned w ith strategic pr ior ities

An envir onm ent to sup port em plo yee eng agem ent and co mm ittm ent to the m is sio n

Recruited and re taine d q ualified staff Imp lem en ted techno lo gy and developed facilitie s an d infrastr ucture to sup port in ter nal pr oces s

Developed leade rship and m anagem ent talent

FINANCIAL PE RSPE CTIVE To financially sus tain our m is sio n, w hat m ust w e focus on?

Long-t e rm sha re holde r v alue


Revenue Gr ow th

Incr ease d p rodu ctivity

Becom e ind ustry cos t leade r Maxim um use of existing asse ts

Revenue s fro m new cus tom er s Incr ease d cu stom er s' accoun t shar e

STRATEGY MAP TEMPLATE FOR COST LEADERSHIP STRATEGY

CUST OME R PE RSPE CTIVE To achieve our vision, how sho uld w e ap pear to o ur cus tom er ?

Offer p rod ucts and ser vices that are con sisten t, time ly, and low cost Low es t-cost (hig hest-p rofit) sup plier

Per fe ct qu ality

Spe ed pur chase

Appr opr iate selection

PROCE SS PE RSPE CTIVE To satisfy our cu stom er , w hich pr oces ses m ust w e excel at?

Ope rat ion M anage me nt

Custome r M anage me nt
Pr ovide co nvenien t ode r hand ling pr oces s Pr ovide des ir ed var ie ty of products/ ser vices Pr ovide ong oin g ser vice

Inov a tion

Re gulat ory & Social


Avo id envir onm ental an d s afe ty accidents

Outstanding sup plier re lationsh ip

Pr oduce goo ds and ser vices : co st, quality, tim e

Pr oces s innovation

Manage capital pr oje ct Contribu te to co mm unities

E fficient, tim ely distributio n

Manage risk

A capable , motiv ate d, a nd t ec hnologically e nable d wor kforc e


LEARNING & GROWTH PE RSPE CTIVE How w e w ill sus tain our ability to chang e and imp rove?

Six Sigm a/TQM pr oces s imp rovem ent capability

E lectro nic Sup plier and Custom er Relationship

Imp roved pr oces ses: bette r, fas ter , an d ch eaper

Fasilitated Kno wled ge Shar in g an d Replicate d Be st Pr actice

FINANCIAL PERSPECTIVE To financially sus tain our m is sio n, w hat m ust w e focus on?

Long-t e rm sha re holde r v alue


Revenue Gr ow th

Incr ease d p rodu ctivity

Managed total life-cycle pr oduct co sts

Revenue s fro m new pr oducts

Gr oss m argins : new pr oduct

STRATEGY MAP TEMPLATE FOR PRODUCT LEADERSHIP STRATEGY

CUST OMER PERSPECTIVE To achieve our vision, how sho uld w e ap pear to o ur cus tom er ?

Pr oducts and s ervice that expand existin g p erform an ce boun dar ies into the highly des ir able High per fo rm ance p rodu cts: sm aller, fas ter , lig hte r, cooler, mo re accur ate , m ore stor age, brighter ...

Firs t to m ar ket

New cus tom er seg me nts

PROCESS PERSPECTIVE To satisfy our cu stom er , w hich pr oces ses m ust w e excel at?

Ope ration M anage me nt

Custome r M anage me nt
Ed ucate cu stom er about co mplex n ew products/ ser vices

Inov a tion
Diciplin ed, high-perform ance p rodu ct developm ent

Re gulatory & Social


Miniz ed pr oduct liability & envir onm ental imp act

Flexible ro bust pr oces ses

Rapid intr oduction of n ew pr oducts

Sup ply capacity for rapid gr ow th

In-line experim entation an d im provem ent

Cap tur e cu stom er ide as for new product/ ser vice

Pr oduct developm ent tim e: fro m idea to m ark et

Contribu te to co mm unities

Find, motiv ate , grow, and r e tain the be st tale nte d pe ople A capable , motiv ate d, a nd tec hnologically e nable d wor kforc e
LEARNING & GROWTH PERSPECTIVE How w e w ill sus tain our ability to chang e and imp rove? Cr eative, ve rsatile em ploye es; cr oss-fu nctio nal team w ork

Dee p functional expertise

Virtual prod uct pr oto typ in g and sim ulation

CAD/CAM

Cr eativity, innovation

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 activitybased 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)