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Chapter

02
Chapter
1

Human Resource
In globally
Competitive
business
environment

ENVIRONMENT
Human resource in a globally competitive business environment

S
S
E
N
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S
U
VE B
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T
I
T
E
P
COM
NT
E
M
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N
O
ENVIR

HUM
AN
MAN RESO
AGE URC
MEN E
T

WHY HUMAN RESOURCES

MATTERS NOW MORE THAN EVER

Features of the competitive business environment


(Companies today face five critical business Callenges)

Globalization
Profitability through growth
Technology
Intellectual Capital
Change, Change And More Change

GLOBALIZATION
G lobalization

requires that organizations


increase their ability to learn and
collaborate and to manage
diversity,
complexity and ambiguity.

INTELLECTUAL CAPITAL
Knowledge

has

advantage

for

become
companies

direct
selling

competitive
ideas

and

relationship and an indirect competitive advantage


for

all

companies

attempting

to

differentiate

themselves by how they serve customers

PROFITABILITY THROUGH
GROWTH
Past :

Downsizing, reengineering, delayering and


consolidation to increase efficiency and cut
costs.

Present :

Companies seeking to acquire new customers


and develop new products must be creative
and innovative

TECHNOLOGY

From

videoconferencing to the internet,

technology has made our word smaller and


faster.

CHANGE, CHANGE AND MORE


CHANGE
Companies must be able to learn rapidly and
continuously, innovate ceaselessly, and take
on new strategic imperatives faster and
more comfortably.

ENVIRONMENT
Responses of firms to the new competitive realities
The shift from vertically integrated hierarchies to
networks of specialists.
The decline of routine work
Pay tied less to a persons position
A change in the paradigm
of doing business from making product to services
Outsourcing.
The redefinition of work itself.

ENVIRONMENT
Responses of firms to the new competitive reality

The shift vertically integrated


Hierarchis to networks of specialists

New form of organization

The decline of routine work

Restructuring, including downsizing

Pay tied less to a persons position

Quality Management program

Change paradigm of doing business

Reengineering

Outsourcing of activities that are


Not core competencies of a firm

Flexibility

SHIFTING FROM TANGIBLE ASSET TO INTANGIBLE ASSET

A.

Tahun 1982

: persentasi nilai buku aktiva berwujud adalah 62 %


dari nilai pasar perusahaan.

B.

Tahun 1992

: persentase tersebut menurun drastis menjadi hanya


sebesar 38 %

C.

Tahun 2000 : persentase tersebut hanya berkisar 10% s.d 15%


dari nilai pasar perusahaan.

Data survey di U.S.A.

menunjukan trend semakin menurunya peran aktiva berwujud


dalam Penciptaan nilai.

Fungsi Management SDM

Hubungan
Karyawan

Sistem
Informasi
Sistem
Karyawan
Informasi

Perencanaan
Perencanaan
Strategis
Strategis SDM
SDM

Programprogram Komunikasi

Rekrutasi
Rekrutasi

Kesehatan &
Keselamatan Kerja

Kompetensi

Seleksi
Seleksi

Job - Individu
Pelatihan &
Pelatihan &
Pengembangan
Pengembangan
Karyawan

Kesejahteraan
Kesejahteraan
Karyawan
Karyawan

Kompensasi &&
Kompensasi
Penghargaan
Penghargaan

Penilaian
Penilaian
Performansi
performansi

Perencanaan
Perencana &
anPengembangan
& Pengembangan
karir
Karir

A NEW MANDATE
FOR HUMAN RESOURCES

Human Resource should be defined


not by what it does but by what it
delivers
By Dave Ulrich

SHRM

Strategic Human Resource Management


is the process of linking
the human resource function
with the strategic objectives
of the organization
in order to improve performance.

Strategic Management Model


EXTERNAL
EXTERNAL ENVIROMENTAL
ENVIROMENTAL OPPURTUNITIES
OPPURTUNITIES AND
AND THREATS
THREATS
Macroenviroment

Industry Enviroment
INTERNAL
INTERNAL ENVIROMENT
ENVIROMENT ::

The Firm`s Resources, Organizational Mission, and Goals

STRATEGY
STRATEGY FORMULATION
FORMULATION

Corporate strategy
formulation

Business unit strategy


formulation

STRETEGY
STRETEGY IMPLEMENTATION
IMPLEMENTATION

Organizational Structure
Leadership and Organizational Culture
STRATEGIC
STRATEGIC CONTROL
CONTROL
Strategic Control Process and Performance

Functional strategy
formulation

MATRIKS PEMUNCULAN SASARAN STRATEGIS - BISNIS

Strengths (Kekuatan)
Pemimpin pasar
Reputasi dihadapan pembeli
Terjaga terhadap kekuatan tekanan pesaing
Existensi bisnis
Kemitraan mendapatkan bahan baku
Kualitas produk
Loyalitas pelanggan
Jaringan distribusi
Loyalitas dan didikasi SDM
Kinerja keuangan

Oppurtunities (Peluang)
Industri tumbuh didalam maupun diluar negri
Pasar bio energi dimasa datang
Pasar eksport
Kondisi makro ekonomi indonesia/dunia membaik
Mengembangkan supply bahan baku
Diversifikasi produk
Masuk kedalam segmen pasar tertentu
Melakukan aliansi strategis
Business process improvement
Tumbuh bersama investor

Weakness (Kelemahan)
Visi kedepan pimpinan perusahaan
Kemampuan kepemimpinan ditingkat atas
Perencanaan strategik untuk mencapai visi
Kapasitas produksi yang telah maximal
Rencana aktivitas pemasaran yang tidak agresif
Struktur organisasi dan kesisteman
Kesisteman SDM secara komprehensif
Sistem keuangan
SI/TI monitoring implementasi strategi bisnis
..................... dst

SO. Strategies

1.

Threats (Ancaman)
Kompetisi lokal dan internasional semakin ketat
Ketersediaan dan harga bahan baku
Regulasi pemerintah
Ketersediaan lahan bahan baku
1.
Kompetitor ilegal
Kemungkinan kompetitor masuk pada bisnis sejenis
Pertumbuhan pasar yang melambat
Kebijakan pemerintah
Pesaing besar
Tekanan terhadap harga

Peningkatan pertumbuhan bisnis


melalui perluasan Peluang pendapatan
dan memperbaiki Nilai pelanggan.

WO. Strategies
1.

Pengelolaan kompetensi SDM agar


strategi yang telah ditetapkan dapat
diimplementasikan.

2.

Peningkatan produktivitas melalui


perbaikan
struktur biaya dan
menumbuhkan pemanfaatan asset

3.

Peningkatan nilai-nilai fokus pd strategi

4.

Pembangunan infrastruktur fisik dan


manajemen Teknologi Informasi

ST. Strategies

Pengelolaan bisnis dengan


menciptakan Produk berkualitas dan
harga bersaing

WT. Strategies
1.

Peningkatan kepuasan pelanggan


Melalui operasional exellent dan
pelayanan prima

2.

Peningkatan citra pada pelanggan


Melalui program CSR dan pengelolaan
proses berbasis ramah lingkungan

3.

Peningkatan kompetensi kualitas


dan perbaikan berkesinambungan.

SWOT Portfolio Framework

Abundant
environmental
opportunities
Moderate
environmental
opportunities and
threats
Critical environment
threats

State of the External Environment

COmpetitive Status of the Corporation's Business Units


Strong

Average

Weak

Compartment A

Compartment D

Compartment G

1. Internal Growth
2. Vertical Integration of Related
Businesses
3. Mergers
4. Horizontal Integration

1. Mergers
2. Horizontal Integration
3. Strategic Alliance

1. Turnaround
2. Divestment

Compartment B

Compartment E

Compartment H

1. Vertical Integration of Related


Businesses
2. Horizontal Related Diversification

1. Stability
2. Mergers
3. Horizontal Integration
4. Strategic Alliance
5. Divestment

1. Turnaround
2. Divestment

Compartment C

Compartment F

Compartment I

1. Horizontal Related Diversification


2. Horizontal Unrelated diversification
(conglomerate)
3. Vertical Integration of Unrelated
Businesses
4. Divestment

1. Divestment
2. Horizontal Related
Diversification
3. HOrizontal Unrelated
Diversification
4. Stability

1. Liquidation

GENERIC STRATEGIES (INDUSTRY LIFE CYCLE & SIZE OF BUSNISSES)


Size of Business

Maturity
Shakeout

Low-cost
Niche-low-cost Low-cost-differentiation.
Niche-low cost/different. Multiple

Cell - 3

Growth

Larger Businesses
Cell - 9

Cell - 5

Cell - 4

Embryonic

Stages of Industry Life Cycle

Decline

Smaller Businesses

Niche-low-cost
Niche-differentiation
Niche-low cost/different.
Niche-low-cost
Niche-differentiation
Niche-low cost/different.
Cell - 2
Niche-low-cost
Niche-differentiation
Niche-low cost/different.
Cell - 1

Niche-differentiation

Cell - 8
Low-cost
Differentiation
Low-cost-differentiation.
Multiple
Cell - 7
Low-cost
Differentiation
Low-cost-differentiation.
Multiple
Cell - 6
Low-cost
Differentiation
Low-cost-differentiation.
Multiple

HUBUNGAN ANTAR FUNGSI


Finance
Production/
Operations
Management

Human
Resource
Management

Purchasing
and Materials
Management

Marketing

Research and
Development

Management
Information
Systems

Menterjemahkan
Visi - Strategi pada sasaran-sasaran
Agar sukses
Secara berkesinambungan,
Bagaimana Seharusnya
Kita Terlihat
oleh pemegang
Saham ?

Perspektif Keuangan
Sasaran

Indikator
Utama

Target

Perspektif Pelanggan
Untuk
Mencapai Visi, Bagaimana
Seharusnya kita terlihat
Oleh para
Pemegang saham?

Sasaran

Indikator
Utama

Target

Perspektif Proses internal


Untuk memuaskan
Pemegang saham
dan pelanggan
Maka proses bisnis apa
Yang harus kita unggulkan?

VISI &
STRATEGI

Perspektif Pembelajaran
Untuk
Mencapai visi, Bagaimana
Kita mendukung kemampuan
Kita untuk berubah
Dan meningkat

Sasaran

Indikator
Utama

Target

Sasaran

Indikator
Utama

Target

PETA STRATEGI
(strategy map)
Peta strategi adalah
alat
untuk melihat strategi-strategi secara serial
Berikut hubungan sebab akibatnya
dari berbagai perspektif tujuan
(keuangan, pelanggan, proses bisnis, tumbuh dan berkembang).

Successful execution of a strategy


requires three components
Breakthrough result
{ Describe the strategy } + { Measure the strategy } + { Manage the strategy }
The Philosophy of the three components is simple :
You cant manage (third component) what you cant measure (second component)
You cant measure what you cant describe (first componnent)

The ballanced scorecard, addressed the second component by showing


how to measure strategic obyectives in multiple perspectives.
The strategy-focused organization provided a more comprehensive approach for
how to manage the strategy.
The strategy maps
describe and visualize the strategy.

Breakthrough result
{Strategy maps} + {Balanced Scorecard} + {Strategy-Focused Organization}

ALIGMENT INTANGIBLE ASSET WITH STRATEGY TO CREATE VALUE


FINANCIAL
PERSPECTIVE

LONG-TERM SHAREHOLDER VALUE


Productivity Strategy

Improve cost
Structure

Growth Strategy

Increase asset
Utilization

CUSTOMER
PERSPECTIVE

Expand Revenue
Opportunities

CUSTOMER VALUE PROPOSITION

PRICE

QUALITY

AVAILIBILITY

SELECTION

FUNTIONALLITY

SERVICE

Product/Service Atributes

INTERNAL
PERSPECTIVE

CREATING
ALIGMENT

LEARNING &
GROWTH
PERSPECTIVE

Enhance
Customer Value

PARTNERSHIP

BRAND

Relationship

Image

Operation Management
Processes

Customer Management
Processes

Inovation
Processes

Regulatory & Social


Processes

Processes that produce


And deleviver product
And service

Processes that enhance


Customer value

Processes that create new


Product and service

Processes that improve


Communities and
enviroment

Strategic Job
Families

Human capital
Skill
Knowlage
Trainning

Strategic IT
Portofolio

Infor1mation Capital
System
Data base
Network

Organization
Change Agenda

Organization Capital
Cullture
Leadership
Alignment
Teamwork

CREATING
READINESS

A STRATEGY MAPS (HOW THE ORGANIZATION CREATE VALUE)


LONG-TERM SHARE HOLDER VALUE

Productivity Strategy
(bertahan)

Growth Strategy
(tumbuh)

FINANCIAL
PERSPECTIVE

Improve cost
Structure

Increase asset
Utilization

CUSTOMER
PERSPECTIVE

Expand Revenue
Opportunities

CUSTOMER VALUE PROPOSITION

PRICE

QUALITY

AVAILIBILITY

SELECTION

FUNTIONALLITY

SERVICE

Operation Management
Processes

Supply
Production
Distribution
Risk Management

Selection
Acquisition
Retention
Growth

Oppurtunity ID
R & D Portofolio
Design/Develop
Launch

Image

Enviroment
Safety and Health
Employment
Community

Human Capital
LEARNING &
GROWTH
PERSPECTIVE

Information Capital

Culture

Leadership

BRAND

Regulatory &
Social Processes

Inovation
Processes

Customer
Management
Processes

PARTNERSHIP

Relationship

Product/Service Atributes

INTERNAL
PERSPECTIVE

Enhance
Customer Value

Organization
Capital

Alignment

Teamwork

OPERATION MANAGEMENT STRATEGY MAP TEMPLATE


LONG-TERM SHAREHOLDER VALUE

Productivity Strategy

Growth Strategy

FINANCIAL
PERSPECTIVE

Industry cost
Leader

Maximize use of
Existing asset

CUSTOMER
PERSPECTIVE

New revenue
sources

CUSTOMER VALUE PROPOSITION

Competitive
prices

Perfect quality

Speedy, Timely
purchase

Low total cost

Develop supplier
relations

INTERNAL
PERSPECTIVE

lower cost of ownership


Just in time delivery
High quality supply
supplier partnership

Human Capital
LEARNING &
GROWTH
PERSPECTIVE

Increase share
Of Customer

Skills in mgt. process


improvement

Produce products and


services

Lower cost of production


continuous improvement
Process cycle time
Fixed asset utilization

Distribute
To customers

Manage Risk

Lower cost to serve


Responsive delivery time
Enhance quality

Information capital
Technology that facilitates
Proccess improvement

Exellent
Selection

Financial risk
Operating risk
Technological risk

Organization Capital
Culture for conntinuous
improvement

OBJECTIVES AND MEASURERS FOR


MANAGING SUPPLIER RELATIONSHIP
OBYECTIVES

MEASURES
ACTIVITY-BASED COST OF ACQUIRING MATERIAL

LOWER COST OF OWNERSHIP

ACHIEVE JUST IN TIME SUPPLIER


CAPABILITY

COST OF PURCHASING AS PERCENTAGE OF TOTAL PURCHASE PRICE


SUPPLIER RATING : QUALITY, DELEVERY, COST
LEAD TIME FROM ORDER TO RECEIPT
ON TIME DELEVERY PERCENTAGE
PERCENT OF LATE ORDER
PERCENT OF ORDERS DELIVERED DIRECLY TO PRODUCTION
PROCESS BY SUPPLIERS

DEVELOP HIGH QUALITY SUPPLIER


CAPABILITY

PERCENT OF DEFECT INCOMING ORDER


PERCENT OF SUPPLIER QUALIFIED TO DELIVER WITHOUT INCOMING
INSPECTION
PERCENT OF PERFECT ORDERS RECEIVED

USE NEW IDEAS FROM SUPPLIERS

NUMBER OF INOVATION FROM SUPPLIERS

ACHIEVE SUPPLIER PARTNERSHIP

NUMBER OF SUPPLIERS PROVIDING SERVICES DIRECTLY TO CUST.

OUTSOURCE

NUMBER OF OUTSOURCING RELATIONSHIPS


BENCHMARKED PERFORMANCE OF OUTSOURCING PARTNERS

OBJECTIVES AND MEASURERS FOR PROCESSES PRODUCTION


OBYECTIVES
LOWER THE COST OF PRODUCING
PRODUCT/SERVICE

CONTINUOUSLY IMPROVE
PROCESSES

MEASURES
ACTIVITY-BASED COST OF KEY OPERATING PROCESSES
COST PER UNIT OUTPUT
MARKETING, SELLING, DISTRIBUTION, AND ADMINISTRATIVE EXPENSES
PERCENT OF TOTAL COST
NUMBER OF INEFFICIENT OR NON VALUE ADDED PROCESSES
ELIMINATED .
YIELD PERCENTED
COST OF INSPECTION AND TESTING
TOTAL COST OF QUALITY (PREVENTION, APPRAISSAL, INTERNAL
FAILURE, EXTERNAL FAILURE)

IMPROVE PROCESS
RESPONSIVENESS

CYCLE TIME
PROCESS TIME
PROSES EFFICIENCY (RATIO OF PROCESS TIME TO CYCLE TIME)

IMPROVE FIXED ASSET


UTILIZATION

PERCENT OF CAPACITY UTILIZATION


EQUIPTMENT RELIABILITY
NUMBER AND PERCENT OF BREAKDOWNS
FLEXIBILITY (RANGE OF PRODUCT/SERVICES THAT PROCESSES
CAN PRODUCE AND DELIVER)

IMPROVE WORKING CAPITAL


EFFICIENCY

DAYS INVENTORY, INVENTORY TURNOVER


DAYS SALES IN RECEIVABLE
PERCENT OF STOCKOUTS
CASHTO-CASH CYCLE

OBJECTIVES AND MEASURERS FOR DISTRIBUTE PRODUCTS


AND SERVICES TO CUSTOMERS
OBYECTIVES

MEASURES
ABC COST OF STORAGE AND DELEVERY

LOWER COST- TO - SERVE

TO CUSTOMERS
PERCENT OF CUSTOMERS REACHED VIA
LOW COST TO SERVE CHANNELS

DELIVER RESPONSIVELY
TO CUSTOMERS

LEAD TIME, FROM ORDER TO DELEVERY


TIME FROM COMPLETION OF PRODUCT/SERVICE
UNTIL READY FOR USE BY CUSTOMER
ON TIME DELEVERY PERCENTAGE

ENHANCE QUALITY

PERCENT OF ITEM DELIVERED WITH NO DEFECT


NUMBER AND FRECWENCY
OF CUSTOMER COMPLAINT

OBJECTIVES AND MEASURERS FOR MANAGING RISK

OBYECTIVES

MEASURES
BAD DEBT PERCENTAGE

MANAGE FINANCIAL RISK/


MAINTAIN HIGH CREDIT QUALITY

MANAGE OPERATING RISK

MANAGE TECHNOLOGICAL RISK

PERCENT OF UNCOLLECTIBLE RECEIVABLE


EXPOSURE OR LOSSES FROM INTEREST RATE
FOREIGN EXCHANGE, OR COMODITY PRICE
FLICTUATIONS
INVENTORY OBSOLESCENCE AND SPOILAGE
DEBT-TO EQUITY RATIO
MONTHS OF PAYROLL HELD IN CASH
ORDER BACKLOG
PERCENT OF CAPACITY FROM EXISTING
AND BACLOGGED ORDERS
TECHNOLOGY RANKING OF PRODUCT AND
PROCESSES COMPARED TO COMPETITORS

LINKAGE (DIRECT AND INDIRECT) TO FINANCIAL PERSPECTIVE OBJECTIVES

OBYECTIVES

MEASURES
COST PER UNIT, BENCHMARKED

BECOME THE INDUSTRY COST


LEADER

MAXIMIZE USE OF EXISTING ASSETS

AGAINST COMPETITORS
PERCENT OF ANNUAL REDUCTION IN COSTS
PER UNIT OF OUTPUT
PERCENT OF COST BUDGET VARIANCE
GENERAL, SELLING, AND ADMINISTRATIVE EXPENSES
PER UNIT OF OUTPUT OR PERLOCATION
SALES / ASSET RATIO
INVENTORY TURNOVER RATIO
INVESTMENT EFFICIENCY (NPV OF NEW PROJECTS
TO TOTAL INVESTMENT)
PRODUCT AND DEVELOPMENT PIPELINE TO CAPACITY
AVAILABLE
PERCENT OF INVOICES PAID ON TIME

INCREASE ACCOUNT SHARE WITH


EXIISTING CUSTOMERS

PERCENT OF GROWTH IN EXISTING CUSTOMERS


BUSINESSES

INCREASE REVENUE FROM


NEW CUSTOMERS

REVENUE FROM ACQUIRING NEW CUSTOMERS

LINKAGE TO LEARNING AND GROWTH PERSPECTIVE OBJECTIVES

OBYECTIVES

MEASURES
PERCENT OF EMPLOYEES TRAINED IN QUALITY

DEVELOP SKILLS IN QUALITY


MANAGEMENT AND PROCESS
IMPROVEMENT

TECHNOLOGY THAT FACILITTATES


PROCESS IMPROVEMENT AND
CUSTOMER SATISFACTION

CULTURE FOR CONTINNUOUS


IMPROVEMENT

MANAGEMENT TECHNIQUES
NUMBER OR PERCENT OF EMPLOYEES QUALIFIED AT
BLACK BELT SIX SIGMA QUALITY LEVEL
PERCENT OF EMPLOYEES WITH KNOWLAGE AND
TRAINING IN ACTIVITY BASED MANAGEMENT,
JUST IN TIME, AND THEORY OF CONSTRAINS
PERCENT OF EMPLOYEES WHO OBTAIN IMMEDIATE
FEEDBACK FROM OPERATIONS
PERCENT OF CUSTOMERS WHO CAN TRACK
ORDER STATUS ELECTRONICALLY
EMPLOYEE SURVAY ON ON CULTURE FOR CONTINUOUS
IMPROVEMENT AND KNOWLADGE SHARING
NUMBER OF PROCESS IMPROVEMENT IDEAS GENERATE
PERCENT OF EMPLOYEE PROCESS IMPROVEMENT
SUGGESTIONSS ADOPTED
NUMBER OF IDEAS FOR QUALITY AND PROCESS
IMPROVEMENT SHARED ACROSS MULTIPLE
ORGANIZATIONAL UNITS
PERFORMANCE IMPROVEMENT FROM FROM EMPLOYEE
SUGGESTIONS AND ACTION (COST SAVINGS, DEFECT
REDUCTION, YIELD ENHANCEMENT, PROCESS
TIME REDUCTION

CUSTOMER MANAGEMENT STRATEGY MAP TEMPLATE


LONG-TERM SHAREHOLDER VALUE

Productivity Strategy

Growth Strategy

FINANCIAL
PERSPECTIVE

Improve cost
Structure

Increase asset
Utilization

CUSTOMER
PERSPECTIVE

Expand Revenue
Opportunities

Enhance
Customer Value

CUSTOMER VALUE PROPOSITION

PRICE
QUALITY

AVAILIBILITY

SELECTION

FUNTIONALLITY

SERVICE

Product/Service Atributes

INTERNAL
PERSPECTIVE

Operation Management
Processes

Supply
Production
Distribution
Risk Management

Selection
Acquisition
Retention
Growth

Regulatory &
Social Processes

Inovation
Processes

Oppurtunity ID
R & D Portofolio
Design/Develop
Launch

Image

Enviroment
Safety and Health
Employment
Community

Human Capital
LEARNING &
GROWTH
PERSPECTIVE

Information Capital

Culture

Leadership

BRAND

Relationship

Customer
Management
Processes

PARTNERSHIP

Organization
Capital

Alignment

Teamwork

CUSTOMER MANAGEMENT STRATEGY MAP TEMPLATE


Productivity Strategy

LONG-TERM SHAREHOLDER VALUE

Growth Strategy

FINANCIAL
PERSPECTIVE

IMPROVE SALES
PRODUCTIVITY

Expand Revenue
Opportunities

CUSTOMER
PERSPECTIVE

Enhance
Customer Value

CUSTOMER VALUE PROPOSITION

PRICE

QUALITY

AVAILIBILITY

SELECTION

FUNTIONALLITY

SERVICE

Product/Service Atributes

CUSTOMER
SELECTION
INTERNAL
PERSPECTIVE

Understand segments
Screen unprofitable
customers
Target high-value
Customers
manage the brand

CUSTOMER
AQUISITION
Communicate value
proposition
Custemize mass
marketing
Acquire/convert leads
Develop distributor
network

PARTNERSHIP

Relationship

CUSTOMER
RETENTION
Premium Customer
service
Sole source
partnership
Service excellence
Lifetime customers

BRAND

Image

CUSTOMER
GROWTH
Cross Selling
Solution Selling
Partnering/integrated
management
Customer education

OBJECTIVES AND MEASURERS


FOR CUSTOMER SELECTION PROCESSES
OBYECTIVES

MEASURES

UNDERSTAND CUSTOMER
SEGMENT

PROFIT CONTRIBUTION BY SEGMENT

SCREEN UNPROFITABLE
CUSTOMERS

PERCENT OF UNPROFITABLE CUSTOMERS

TARGET HIGH-VALUE CUSTOMERS

MANAGE THE BRAND

MARKET SHARE IN TARGETED SEGMENTS

NUMBER OF STRATEGIC ACCOUNTS

CUSTOMER SURVEY ON BRAND AWARENESS


AND PREFERENCE

OBJECTIVES AND MEASURERS


FOR CUSTOMER ACQUISITION PROCESSES
OBYECTIVES

COMUNICATED VALUE PROPOSITION

CUSTOMIZE MASS MARKETING

ACQUIRE NEW CUSTOMERS

DEVELOP DISTRIBITOR RELATIONSHIP

MEASURES
BRAND AWARENESS (SURVEY)
CUSTOMER RESPONE RATE TO
CAMPAIGNS
NUMBER OF CUSTOMERS USING
PROMOTIONS TO SAMPLE THE PRODUCT

PERCENT OF LEADS CONVERTED


COST PER NEW CUSTOMER ACQUIRED
LIFETIME VALUE (ESTIMATED) OF
NEW CUSTOM ERS ACQUIRED
DISTRIBUTOR SCORECARD
DISTRIBUTOR SURVEY FEEDBACK

OBJECTIVES AND MEASURERS


FOR CUSTOMER RETENTION PROCESSES
OBYECTIVES

PROVIDE PREMIUM CUSTOMER


SERVICE

MEASURES
NUMBER OF PREMIUM CUSTOMERS
QUALITY RATINGS FROM PREMIUM
CUSTOMERS
TIME FOR CUSTOMER TO RESOLVE
CONCERNS OR COMPLAINTS
PERCENT OF CUSTOMER QUIRIES
NOT SATISFIED BY INITIAL RESPONDENT

CREATE VALUE-ADDED PARTNERSHIP

PERCENT OF REVENUE FROM SOLE


SOURCE CONTRACTS

PROVIDE SERVICE EXCELLENCE

SERVICE LEVEL, BY CHANEL

CREATE HIGHLY LOYAL CUSTOMERS

ACCOUNT SHARE (PERCENT CAPTURED OF


CUSTOMERS SPENDING IN CATEGORY)
NUMBER OF REFERALS TO NEW
CUSTOMER
NUMBER OF NEW CUSTOMERS ACQUIRED
FROM REFERRALS BY EXISTING CUSTOMERS
NUMBER OF SUGGESTIONS FOR PRODUCT
AND SERVICE ENHANCEMENTS FROM
LOYAL CUSTOMERS

OBJECTIVES AND MEASURERS


FOR CUSTOMER GROWTH PROCESSES
OBYECTIVES

CROSS-SELL CUSTOMERS

SOLUTION SELLING

PARTNER WITH CUSTOMERS

MEASURES
NUMBER OF PRODUCTS PER CUSTPMER
CROSS-MARKET REVENUES, REVENUES
GENERATE IN MARKETS OR PRODUCT
BEYOND THE ENTRY-LEVEL PRODUCT.
NUMBER OF JOINTLY DEVELOPED SERVICE
AGREEMENTS
REVENUE/MARGIN FROM POST-SALE
SERVICES
NUMBER OF VALUE-ADDED SERVICE
AVAILABLE TO CUSTOMERS
NUMBER OF SOLE-SOURCE CONTRACKS
NUMBER OF GAIN-SHARING AGREEMENTS
MONEY EARNED FROM GAIN-SHARING
AGREEMENTS
NUMBER OF HOURS SPENT WITH
CUSTOMERS

CUSTOMER PERSPECTIVE LINKAGES

OBYECTIVES

INCREASE CUSTOMER SATISFACTION


THROUGH AN ATRACTIVE VALUE
PROPOSITION

MEASURES

PERCENT OF CUSTOMERS HIGHLY


SATISFIED

CUSTOMER RETENTION
INCREASE CUSTOMER LOYALTY

CREATE RAVING FANS

DEPTH OF RELATIONSHIP

PERCENT OF BUSINESS FROM


CUSTOMER REFERRALS

FINANCIAL

PERSPECTIVE LINKAGES

OBYECTIVES

MEASURES

CREATE NEW SOURCES


OF REVENUE

REVENUE FROM NEW CUSTOMER

INCREASE REVENUE PER


CUSTOMER

ACCOUNT SHARE

INCREASE CUSTOMER
PROFITABILITY

CUSTOMER PROFITABILITY (MEASURE BY


ABC SYSTEM)
PERCENT OF UNPROFITABLE CUSTOMERS

IMPROVE SALES
PRODUCTIVITY

REVENUE FROM NEW PRODUCT AND


SERVICES

SALES EXPENSE/TOTAL REVENUE


COST PER SALE (BY CHANNEL)
PERCENT OF CUSTOMER TRANSACTION
DONE ELECTRONICALLY

LEARNING AND GROWTH LINKAGES TO CUSTOMER PERSPECTIVE

PERSPEKTIF

HUMAN CAPITAL

INFORMATION
CAPITAL

INFORMATION
CAPITAL

OBYECTIVES

MEASURE

DEVELOP STRATEGIC COMPETENCIES1

HUMAN CAPITAL READINESS

ATTRACT AND RETAIN TOP TALENT

TURN OFER OF KEY PERSONNEL

DEVELOP PORTOFOLIO OF CUSTOMER


MANAGEMENT INFORMATION SYSTEMS

CUSTOMER APPLICATION PORTOFOLIO


READINESS

INCREASE KNOWLEDGE SHARING

EXTENT OF USAGE OF KNOWLEDGE


MANAGEMENT SYSTEM

CREATE A CUSTOMER CENTRIC CULTURE

EMPLOYEE CULTURE SURVEY

CREATE PERSONAL GOAL ALIGMENT

PERCENT OF EMPLOYEE OBJECTIVE LINKAGE


TO BSC CUSTOMER PROCESS AND
OUTCOME MEASURES

A STRATEGY MAPS ( MANAGING INNOVATION )


LONG-TERM SHAREHOLDER VALUE

Productivity Strategy

Growth Strategy

FINANCIAL
PERSPECTIVE

Improve cost
Structure

Increase asset
Utilization

CUSTOMER
PERSPECTIVE

Expand Revenue
Opportunities

CUSTOMER VALUE PROPOSITION

PRICE

QUALITY
AVAILIBILITY

SELECTION

FUNTIONALLITY

SERVICE

Product/Service Atributes

INTERNAL
PERSPECTIVE

Enhance
Customer Value

Operation Management
Processes

Supply
Production
Distribution
Risk Management

Customer
Management
Processes
Selection
Acquisition
Retention
Growth

PARTNERSHIP

Relationship

Regulatory &
Social Processes

Inovation
Processes

Oppurtunity ID
R & D Portofolio
Design/Develop
Launch

Image

Enviroment
Safety and Health
Employment
Community

Human Capital
LEARNING &
GROWTH
PERSPECTIVE

Information Capital

Culture

Leadership

BRAND

Organization
Capital

Alignment

Teamwork

INOVATION MANAGEMENT STRATEGY MAP TEMPLATE


LONG-TERM SHAREHOLDER VALUE

Productivity Strategy
FINANCIAL
PERSPECTIVE

IMPROVE SALES
PRODUCTIVITY

Growth Strategy

Expand Revenue
Opportunities

Enhance
Customer Value

CUSTOMER VALUE PROPOSITION


CUSTOMER
PERSPECTIVE

INTERNAL
PERSPECTIVE

High-performance product

IDENTIFY THE
OPPORTUNITIES
Anticipate customer
needs
discover new
opportunity

LEARNING
AND GROWTH
PERSPECTIVE

Extend into new market

First to market

MANAGE THE
PORTOFOLIO

DESIGN AND
DEVELOP

Choose and
manag
mix of projects
Extend products to
new application
Collaborate

Manage products
through development
stages
Reduce development
cycle time
Reduce dev. cost

LAUNCH
Ramp-up time
Production cost, quality,
cycle time
Achieve initial sales
goals

HUMAN CAPITAL

INFORMATION CAPITAL

ORGANIZATION CAPITAL

Multidisciplinary skill

Technology to explore,
Integrate, and speed
To market

A cuklture or creativity
And inovation

A STRATEGY MAPS ( MANAGING REGULATORY AND SOCIAL PROCESSES )


LONG-TERM SHAREHOLDER VALUE

Productivity Strategy

Growth Strategy

FINANCIAL
PERSPECTIVE

Improve cost
Structure

Increase asset
Utilization

CUSTOMER
PERSPECTIVE

Expand Revenue
Opportunities

CUSTOMER VALUE PROPOSITION

PRICE

QUALITY

AVAILIBILITY

SELECTION

FUNTIONALLITY

SERVICE

Product/Service Atributes

INTERNAL
PERSPECTIVE

Enhance
Customer Value

Operation Management
Processes

Supply
Production
Distribution
Risk Management

Selection
Acquisition
Retention
Growth

Regulatory &
Social Processes

Inovation
Processes

Oppurtunity ID
R & D Portofolio
Design/Develop
Launch

Image

Enviroment
Safety and Health
Employment
Community

Human Capital
LEARNING &
GROWTH
PERSPECTIVE

Information Capital

Culture

Leadership

BRAND

Relationship

Customer
Management
Processes

PARTNERSHIP

Organization
Capital

Alignment

Teamwork

REGULATORY AND SOCIAL STRATEGY MAP TEMPLATE


LONG-TERM SHAREHOLDER VALUE

Productivity Strategy
FINANCIAL
PERSPECTIVE

Reduce risk of
Doing business

Growth Strategy

Attract socially
customers

CUSTOMER VALUE PROPOSITION


CUSTOMER
PERSPECTIVE

Parten in the
community

Resposible cityzen

Enviroment
INTERNAL
PERSPECTIVE

LEARNING
AND GROWTH
PERSPECTIVE

Energy and resource


consumtion
Water and air
emissions
Solid waste disposal
product env. impactt
i

Safety and health


Safety
health

Employment
Diversity
Employ the un
unemployable

Community
Community programs
Aliances with non
profits

HUMAN CAPITAL

INFORMATION CAPITAL

ORGANIZATION CAPITAL

Invest in human capital


growth

Clean technologies

Culture of awareness and


responsibility

STRATEGY MAP

FINANCIAL
PERSPECTIVE

(F-1)
Tercapainya
Outstanding Financial return
(F-2)
Bertumbuhnya
Pendapatan

CUSTOMER
PERSPECTIVE

(C-1)
Terbangunya
Citra perusahaan

INTERNAL
PERSPECTIVE

(I-1)
Terbangunnya
Sistem adaptasi terhadap
UU keselamatan, lingkungan
Serta proses sosial

LEARN. & GROWTH


PERSPECTIVE

(L-1)
Tersedianya
Competensi untuk
Mengimplementasi strategi

(F-3)
Berkurangnya
biaya

(C-2)
Terbangunya
Atribut produk

(I-2)
Meningkatnya
Kualitas proses pengelolaan
pelanggan

(C3)
Meningkatnya
Kualitas hubungan
Dengan pelanggan

(I-3)
Tercapainya
Keunggulan bersaing
Melalui proses inovasi

(L-2)
Terbangunnya
Sistem informasi, dan infrastruktur
IT terintegrasi`

(I-4)
Terwujudnya
Pengelolaan proses
Operasional unggul

(L-3)
Terbangunya
Budaya perbaikan berkelanjutan

BUSINESS SCORECARD
SASARAN STRATEGIK

F-1 sustainable outstnding


financial returns
F-2 bertumbuhnya
pendapatan
F-3 berkurangnya biaya

C-1 terbangunnya
citra perusahaan
C-2 terbangunya atribut
produk
C-3 meningkatnya kualitas
hubungan dengan
pelanggan

Ukuran Hasil
(outcome measure,
LAG Indicators)

Ukuran Pemicu Kinerja


(performance
driver measure,LEAD Indicators)

EVA
(Economic Value added)

MVA
(Market Value added)

Tingkat pertumbuhan
pendapatan
Penurunan biaya

kepuasan pelanggan

Pangsa Pasar

Pangsa Pasar

Cost effectiveness procss

Customer satisfaction index


Customer acquisition
Customer retention
Customer profitability

Kepercayaan
pelanggan

Customer confidence index

TARGET

suatu nilai

5 customer baru/th

Reduksi biaya
Operasi 4%/th

Hak beroperasi

Tingkat kesadaran pada


lingkungan
Kontribusi pemberdayaan
masyarakat

F-1.1 Menaikan nilai


investasi
F-2.1 Menumbuhkan pangsa
pasar
F-2.2 Meningkatrkan
penjualan
F-3.1 Mengurangi biaya

Menambah (5%)
Channel distribution

C-1.1 membangun citra


dan nama baik

Meningkatkan(3%)
Pangsa pasar

C-2.1 Membangun atribut


produk (segmentation
customization)

Meningkatkan
Jumlah pelanggan
(7%)

C-3.1 membangun
hubungan berkualitas
dengan pelanggan

I-1.1 Menyempurnakan
sistem SHE

Tingkat kepatuhan pada


keselamatan dan kesehatan
I-1 Terbangunnya sistem
adaptasi terhadap UU
keselamatan,
lingkungan & sosial

INISIATIF STRATEGI

Kualifikasi hijau
Untuk PROPER
(program peringkat
Kinerja perusahaan)

I-1.2 Membangun sistem


mgt. lingkungan

I-1.3 Membangun CSR

BUSINESS SCORECARD (lanjutan)


SASARAN STRATEGIK

I-2 Meningkatnya kualitas


proses pengelolaan
pelanggan

Ukuran Hasil
(outcome measure,
LAG Indicators)

Waktu dan kualitas respon


Atas permintaan pelanggan

Ukuran Pemicu Kinerja


(performance
driver measure,LEAD Indicators)

Ketersediaan database
pelanggan

TARGET

Menurunkan waktu
Layanan 8%

INISIATIF STRATEGI

I-2.1 Memilih pelanggan


Terkait dengan
segmentasi, proporsi
laba, dan yang
bernilai tinggi.
I-2.2 Memperoleh
pelanggan baru
I-2.3 Mempertahankan
pelanggan lama
I-2.4 Menumbuhkan
hubungan dengan
pelanggan.

I-3 Tercapainya keunggulan


bersaing melalui proses
inovatif

Prosentasi produk baru


Yang diproduksi
berdasarkan
Masukan pelanggan

Waktu yang dihabiskan


Untuk mengetahui
Kebutuhan pelanggan

Menambah
1 buah konsep
Desain kualitas
produk baru

I-3.1 Mengantisipasi
kebutuhan pelanggan
untuk masa y.a.d.
I-3.2 Memproduksi produk
baru secara efektif

I-4.1 Menurunkan total


ownership cost

I-4 Terwujudnya
pengelolaan proses
operasional unggul

1-4.2 Mengurangi biaya


proses produksi
Efektifitas biaya
operasi

Rendahnya biaya
operasi

Menurunkan 5%
Biaya operasi

1-4.3 Meningkatkan
pemanfaatan aktiva
tetap.
1-4.4 Mendistribusikan
produk fokus pada
kualitas dan biaya

BUSINESS SCORECARD (lanjutan)


SASARAN STRATEGIK

L-1 Tersedianya
competensi untuk
implementasi strategi

L-2 Terbangunnya
Information capital
aplication dan
IT infrastruktur
untuk mendukung
strategi

L-3 Terbangunya
budaya perbaikan
berkelanjutan

Ukuran Hasil
(outcome measure,
LAG Indicators)

Ukuran Pemicu Kinerja


(performance driver
measure,LEAD Indicators)

Ketersediaan
Directory competencies
Produktivitas
karyawan

Information capital
readiness

Strategic information
Avallable ratio

Keterpaduan antara on line


Transaction (OLTP) ,
analitytical Processing
(OLAP) dan transformational
Aplications OLTA)

TARGET

Tingkat kesiapan
Human kapital
Mengeksekusi
Strategi (80%)

Tingkat keselarasan
information capital
Dengan strategi
(80%)

INISIATIF STRATEGI

L-1.1 Mendesain program


pengembangan
humancapital
L-1.2 Pengembangan
shared database
untuk information
sharing

L-2.1 Mendesain information


capital portfolio untuk
mendukung strategi.
L-2.2 Menyelaraskan
information capital
padca strategi bisnis
L-2.3 Mengukur information
capital readiness

Tingkat adaptasi
Terhadap
Perubahan lingkungan bisnis
Dan lingkungan organisasi

Gagasan senantiasa
melakukan perbaikan
berkelanjutan akan
Proses baru.

Perbaikan performansi terhadap


Sistem saran (reduksi biaya,
Reduksi waktu proses,
Peningkatan capasitas)

Tingkat relaktansi
Terhadap
perubahan
(10%)

L-3.1 Meningkatkan
kemampuan organisasi
untuk memanfaatkan
pengetahuan.
L-3.2 Meningkatkan
kemampuan organisasi
untuk memiliki kapasitas
berubah

HRP
Human Resource Planning Model
HUMAN
AUDIT

Organizational
Work Force

TECHNIQUES FORCASTING

DEMAND COUSES

External

Short - range

DEMAND

Long range

Internal

SUPPLY

External

Short and long range


HUMAN RESOURCE PLAN
Internal Staffing
Process

External Staffing
Prcess

REPLACEMENT
CHART

ANALYSIS
LABOR
MARKET

EXTERNAL
NEEDS

EMPLOYEE RECRUITMENT - AND-SELECTION PROCESS


Step

Activities

Products

Job analysis

Specification of people/
Requirement of jobs

Strategic Work Force Planning

Specification of human resource


requirements

Recruitment

Planning, Operations,
Control

A pool of qualified candidates

Initial Screening

Recommendations, application forms,


Interview

A smaller pool of
qualified candidates

Selection

Cognitive, situational test

New Employee

Orientation

Understanding of company, policy,


Procedures, and benefits

Placement

Optimal match oh Employee tallent


With organization needs

Training

Competence to perform present or


Future job requirement

Performance management

Feedback regarding past and


Prsent job performance