Dleh: |ulyadI UnIversItas Cadjah |ada Jogjakarta, September 2006 UTIP-UTIP PENTINC Dpenny remcrk SIapa customer Itu: Konsep customer vclue ParadIgma customer vclue Customer vclue mndset Perwujudan customer vclue mndset ke dalam sIstem manajemen Closny remcrk DPENNC FE|AFK 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. Knowhow wIll surpass guesshow. And trust, not trIcks, wIll keep our customer loyal. |ary Kay Ash ChaIrman EmerItus, |ary Kay CosmetIcs, nc. Iage 2 8utIr PentIng ke1 SAPA C0STDMER TU: SAPA C0STDMER: Externcl customers: Customer adalah pembelI, end user Customer adalah pemasok lnterncl customer: Customer adalah pemIlIk proses selanjutnya SAPA CUSTD|EF: 8ank Sekolah Hosptcl |edIa massa (T7, Koran, |ajalah, lnternet Provder) Publshny compcny Negara Iage 3 8utIr PentIng ke2 PAFA0C|A C0STDMER \AL0E STRATE6Y: PAFA0C|A C0STDMER \AL0E STRATE6Y Customer vclue strcteyy adalah strategI penempatan customer pada perIngkat pertama darI keseluruhan stckeholders organIsasI dan penyedIaan the best vclue bagI customer tersebut KAFAKTEFSTK PASAF EVA = Pendapatan - Iaya DperasI - Iaya hodaI Iaya hodaI PASAP hD0AL PASAP KDhEPSIAL Terdapat banyak perusahaan memperebutkan pIlIhan Investor Terdapat banyak perusahaan memperebutkan pIlIhan customer KapabIlItas manajemen dalam mengelola secara pro]tcble dana Investor KapabIlItas manajemen dalam menyedIakan produk dan jasa yang melampauI harapan customer KarakterIstIk Syarat keberhasIIan jangka panjang perusahaan dI pasar Iage 4 E7A = Pendapatan 8Iaya DperasI 8Iaya |odal Produk dan Jasa UngguI Proses yang ProduktIf dan Cost Ejjectve WACC PDNA EVA = Pevenues - Cost - Cost of CapItaI 0IstInctIve Productsl ServIces Cost EffectIve and ProductIve Processes PDNA WACC ProductslservIces gets cheaper faster Cost cuttIng Is the answer PapId and contInuous InnovatIon CUST0MER 0ITEhPATKAN PA0A PEPINCKAT PEPTAhA STAKEH0L0ERS Stakeholder yang memacu suatu usaha selj roellny CUST0MER INVESTDP PEPSDNEL nvestasI Fncnccl Returns Produk dan Jasa Pendapatan 8Iaya Stakeholder yang menyebabkan suatu InstItusI ada dan memampukan InstItusI meIakukan ekspansI Stakeholder yang menjadIkan InstItusI sebagaI wealth-creatny nsttuton (1) (2) (4) (5) InvestasI hanya dIIakukan oIeh Investor jIka suatu usaha memIIIkI customer yang rojtable (3) Iage 5 8utIr PentIng ke2 KDNSEP C0STDMER \AL0E |ENCAPA C0STDMER \AL0E: Customer \clue Strcteyy Contnuous lmprovement Kelangsungan HIdup dan Pertumbuhan Perusahaan Drycnzctoncl System KDNSEP CUST0MER VALUE Customer Value = (Benefit - Sacrifice) * Relationship Iage 6 VALUE \clue adalah hasIl untuk customer, sebagaI fungsI pengorbanan yang dIlakukan dan semua manfaat yang dIperoleh customer dalam pemerolehan dan pemanfaatan produk atau jasa. 7alue = |anfaat - Pengorbanan Relctonshp merupakan pelIpatganda customer vclue hANFAAT Drang 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 c bundle o] servces PENCDF8ANAN Uang yang dIkeluarkan oleh customer Waktu EnergI KedamaIan pIkIran Waktu tIdur Iage 7 8utIr PentIng keJ PAFA0C|A C0STDMER \AL0E PENTNCNYA PAFA0C|A Wctch your thouyhts; they become words. Wctch your words; they become cctons. Wctch your cctons; they become hcbts. Wctch your hcbts; they become chcrccter. Wctch your chcrccter; t becomes destny. FFANK DUTLAW PAFA0C|A C0STDMER \AL0E "KamI menjual apa yang dapat kamI buat." (paradIgma lama) "KamI membuat apa yang dIbutuhkan oleh customer." (paradIgma baru) ParadIgma customer vclue mengarahkan semua proses bIsnIs dan organIsasI untuk menghasIlkan vclue bagI customer. Customer vclue mengubah arah perhatIan manajer, darI fokus untuk memuasI kepentIngan dIrI sendIrI, berbalIk menuju ke pemuasan kebutuhan customer. Iage 8 DFCANSAS SE8ACA WEALTH CREATlN6 lNSTlT0TlDN |endesaIn produk dan jasa yang menghasIlkan vclue bagI customer. |emproduksI produk dan jasa tersebut serta mendIstrIbusIkannya ke customer dengan proses operasI yang cost e]]ectve. |emasarkan dan menjual produk dan jasa tersebut secara efektIf kepada customer. THE ENTFE USE PFDCESS ParadIgma customer vclue mengubah pandangan produser terhadap kualItas produk. FN0 ACQUFE TFANSPDFT STDFE USE 0SPDSE DF STDP ..certainly there is never a traffic jam on that extra mile (Mary Kay Ash) THE 8UYEF EXPEFENCE CYCLE FIN0 ACUIPE TPANSPDPT STDPE USE, SUPPLEhENTS, AN0 hAINTENANCE 0ISPDSE DF STDP THE UYEP EXPEPIENCE CYCLE How Iong does It take to fInd the product you need! Is the pIace of purchase attractIve and accessIbIe! How secure Is the transactIon envIronment! How rapIdIy can you make a purchase! How Iong does It take to get the product deIIvered! How dIffIcuIt Is It to unpack and InstII the new product! 0o buyers have to arrange deIIvery themseIves! If yes, how costIy and dIffIcuIt Is thIs! 0oes the product requIre traInIng or expert asssIstance! 0oes the product requIre externaI maIntenance! How easy Is It to maIntaIn and upograde the product! Is the product easy to store when not In use! How effectIve are the product's features and functIons! 0oes the product or servIce deIIver far more power or optIons than requIred by the average user! Is It overcharged wIth beIIs and whIstIes! USE SUPPLEhENTS hAINTENANCE 0o you need other products and servIces to make thIs product work! If so how costIy are they! How much tIme do they take! How much paIn do they cause! How easy are the to obtaIn! How costIy Is maIntenance! 0oes use of the product create waste Items! How easy Is It to dIspose of the product! Are there IegaI or envIronmentaI Issues In dIsposIng of the product safety! How costIy Is dIsposaIs! How costIy Is stopIng the product or servIce subscIptIon! 0oes the product requIre storage before It Is used! How costIy Is storage of the product! Iage 9 FATSU0S FIN0 ACUIPE TPANSPDPT More Value-Added Vendor- Manayed lnventory To e A Provder oj Soluton to Your Next Process STDPE USE 0ISPDSE DF STDP Easy To 0o usness Wth Easy To 0o usness Wth 7ALUE 0AF SU0UT PAN0ANC C0STDMER Cost-cost to produce vs costnuse mecsure. Speed-cycle tme versus repcr cnd returnto servce tme. Servce-shpontme ndex versus recevedon tme ndex. Quclty-de]ect]ree product versus kualItas produk menurut persepsI customer. lnnovcton-jumlah paten yang dImIlIkI oleh perusahaaan versus persentase pendapatan yang dIhasIlkan oleh produk yang dIcIptakan dalam lIma tahun terakhIr. PPD0UK A0ALAH SATU IKAT JASA Kebutuhan Customer Desain dan Produksi Atribut Produk Proses Pemanfaatan Customer Value Kepuasan Customer Kondisi Sebelum Pemanfaatan Kondisi Setelah Pemanfaatan Konsekuensi Pemanfaatan Iage 1O PFD0UK LE8H 0AF SEKA0AF SATU KAT JASA 8atas antara produk dan jasa telah hIlang Produser produk dan jasa menyedIakan suatu tawaran (o]]er) kepada customer. AtrIbut yang melekat pada tawaran adalah: Kecepatan (speed) KeterkaItan (connectvty) KetIdaktampakan (ntcnyble) ATTF8UTES DF AN DFFEF SPEED CONNECTIVITY INTANGIBLES Anytime Real Time Online Interactive Anyplace Learning Anticipating Filtering Customizing Upgrading Q0ALlTY RELATlDNSHlP Employee Empowerment Cross-Functional Team/Organization Partnered Relationship Network Organization Customer Relationship Management Customer Value HUBUNGAN VERTIKAL HUBUNGAN HORIZONTAL HUBUNGAN EKSTERNAL HUBUNGAN DENGAN CUSTOMER On-line Information System, Internet HUBUNGAN GEOGRAFIK Iage 11 8utIr PentIng ke4 C0STDMER \AL0E MlN0SET KEYAKNAN 0AN NLA 0ASAF UNTUK |EWUJU0KAN PAFA0C|A CUSTD|EF 7ALUE Paradigma Customer Value KEYAKINAN DASAR: (1) bisnis merupakan suatu mata rantai yang menghubungkan pemasok dengan customers, (2) customers merupakan tujuan pekerjaan, (3) sukses merupakan hasil penilaian terhadap suara customers
NILAI DASAR: (1) integritas, (2) kerendahan hati, dan (3)
kesediaan untuk melayani. Pengetahuan Manajemen Tampak Luar Mindsetyang Melandasi Perilaku Bisnis KEYAKNAN 0ASAF 8IsnIs merupakan suatu mata rantaI yang menghubungkan pemasok dengan customers Customer merupakan tujuan pekerjaan Sukses merupakan hasIl penIlaIan terhadap suara customer. Iage 12 hATAPANTAI Customer Perusahaan Pemasok PesaIng PesaIng AIternatIf AIternatIf AIternatIf AIternatIf CDNTDH KEYAKNAN 0ASAF PEFUSAHAAN PELA8UHAN Contoh:Port of SIngapore AuthorIty (PSA) Customer Focus We beleve thct customer servce cnd scts]ccton cre ]undcmentcl to cny success]ul lony term pcrtnershp. We shcll provde our customers wth servce o] the ryht quclty cnd ct the ryht prce. Communccton We beleve thct open communccton s essentcl to buld trust cnd understcndny wth our customers, our people, our shcreholders cnd the countres we serve. Dnly then ccn we meet our customers' needs, our people's csprctons cnd our shcreholders' expectctons, cnd be c yood corporcte ctzen. The TIoxIde Croup Ltd. Customers-customers are our fIrst prIorIty People-people are our greatest strength QualIty-qualIty Is vItal to our busIness nnovatIon-contInuous Improvement by InnovatIon In our technology, marketIng,and supportIng servIces Is essentIal to our success. EnvIronment-we wIsh to be welcomed and respected members of our communItIes. Iage 13 CDNTDH CDRE 8ELlEF SUATU PEFUSAHAAN KDNSULTANS The most mportcnt csset n our busness s our humcn csset. Dur survvcl depend on our cblty to mcntcn the dstnctveness o] our servce perceved by customers. Dur dstnctveness comes ]rom our cblty to cpply knowledye to our works thct bene]t our customer. ln c compettve cnd turbulent busness envronment, orycnzcton survvcl depend on ts cblty to mcke qucntumlecp mprovements. Approprcte mcncyement system s c mc]or determncnt ]or orycnzcton to be c weclthmultplyny nsttuton. TUJUAN PEKEFJAAN Customer Tujuan Pekerjaan oss 0IrI SendIrI KE8EFHASLAN PEFUSAHAAN 0AF KE|A|PUAN |EN0ENCAFKAN SUAFA C0STDMER 8agaImana mempertahankan customer: PesaIng berlomba melakukan mprovement terhadap vclue yang dIsedIakan bagI customer. Customer yang sulIt justru memberIkan peluang untuk menIngkatkan kualItas layanan. Iage 14 NLA 0ASAF ntegrItas Kerendahan hatI KesedIaan untuk melayanI NTECFTAS 8erbagaI komItmen dIbuat dalam berhubungan dengan customer. ntegrItas adalah kemampuan seseorang untuk mewujudkan apa yang telah dIkatakan menjadI suatu realItas, dalam sItuasI apa pun. To wclk the tclk. KEFEN0AHAN HAT Kerendahan hatI menyebabkan sIkap terbuka, menerIma, dan menghargaI orang laIn. Kerendahan hatI merupakan dasar untuk membangun quclty relctonshp dengan customers TInggI hatI menyebabkan sIkap tertutup, menjaga jarak, dan cenderung merendahkan orang laIn. Iage 15 KESE0AAN UNTUK |ELAYAN FIngan hatI untuk memberIkan layanan bagI customer Help]ul, berInIsIatIf dalam memberIkan layanan kepada customer KeyakInan bahwa "the only recson we cre n busness s our customer." 8utIr PentIng ke5 PEFWUJU0AN C0STDMER \AL0E MlN0SET PEFWUJU0AN C0STDMER \AL0E MlN0SET ET08W, |7A,7| Perubahan pandangan terhadap organIsasI JejarIng InformasI SIstem penghargaan personel Strcteyy ]ormulcton Strcteyc plcnnny 8udyetny mplementasI PengendalIan Iage 16 ET08W, |7A, AN0 7| Ecsy to do busness wth (ET08W) -contnue to yve the customer whct you clwcys hcve but n more convenent wcy. More vcluecdded (M\A)-yo beyond merely yvny the customer your products cnd servces; you need to help them solve the problems thct motvcte them to csk ]or your products or servces n the ]rst plcce. \endormcncyed nventory (\Ml)-let your suppler mcncye your nventory |7A SDL0TlDN PRD00CT The more help you provde your customers to ]ll the ycp, the more vclue you cdd to them, whch, o] course, d]]erentctes you ]rom your compettors who cre stll scrcmblny cround ct the bottom o] the lcdder hVA Perusahaan bertIndak sebagaI mcn contrcctor 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. Iage 17 |7A PacIfIc PrIde-tIdak hanya menjual bahan bakar mobIl, tapI menjual pengendalIan uang muka bahan bakar yang dIbayarkan kepada sopIr Enron Energy ServIce-tIdak hanya menjual bahan bakar, tetapI menjual sIstem untuk mengendalIkan bIaya bahan bakar dengan ]ee yang dIdasarkan pada pengurangan bIaya yang dIcapaI. FollsFoyce-mesIn yang dIpasang dI pesawat dIsewakan berdasarkan jam mesIn tersebut dIgunakan. AllegIance (dIstrIbutor peralatan medIk)-memperluas tanggung jawabnya dengan vendormanaged Inventory (7|) CE |edIcal-menjual ekuIpmen medIk dengan memasang alat untuk memonItor kInerja alat tersebut DtIs Elevator-menjual elevator dengan memasang alat untuk mengIrIm data tentang jenIs kerusakan elevator ke kantor DtIs 8ell Telephone Company-penanganan kerusakan telpon oleh ahlI PEFCESEFAN PAFA0C|A TEFHA0AP DFCANSAS ParadIgma lama terhadap organIsasI:orycnzcton cs c collecton o] ]unctoncl boxes. ParadIgma baru organIsasI: orycnzcton cs c pool o] shcred competences cnd resources. DFCANZATDN AS A CDLLECTDN DF FUNCTDNAL 8DXES (TRA0lTlDNAL DR6ANlZATlDN) Direktur Utama Direktur Pemasaran Direktur Operasi Direktur Keuangan Direktur Umum Bagian Promosi Bagian Penjualan Seksi Penerimaan Order Seksi Pengiriman Jenjang menengah Jenjang bawah Iage 18 Iage 19 UPS0E0DWN DFCANZATDN: FDFT FELEY, KANSAS, U.S.A. DrganIzatIon as a PooI of Shared CompetencIes and Pesources Direksi Order Getting System Order Filling System After Sales Service System SDM Akuntansi Operation Planning & Control Operation Engineering Utilities ORGANISASI FUNGSIONAL UTAMA ORGANISASI FUNGSIONAL PENDUKUNG Logistic Cross-Functional Team Cross-Functional Team Cross-Functional Team Auditor Intern Keuangan Marketing Umum ORGANISASI SISTEM Iage 2O SYSTE| FDCUSE0 DN CUSTD|EF Pemasaran Desain Akuntansi Pengiriman Produksi Customer A Customer B Pemasaran Desain Akuntansi Pengiriman Produksi SYSTE| FDCUSE0 DN PFD0UCTS Mesin Potong Produk Jadi A Cell A Mesin Bubut
Mesin Las Mesin Potong Produk Jadi B Cell B Mesin Bubut Mesin Las 0A|PAK C0STDMER \AL0E MlN0SET TEFHA0AP JEJAFNC NFDF|AS JejarIng InformasI dIgunakan sebagaI encbler untuk membangun trustbcsed relctonshp. Trustbcsed relctonshp merupakan komponen pelIpatganda customer vclue Iage 21 0A|PAK C0STDMER \AL0E MlN0SET TEFHA0AP SSTE| PENCHAFCAAN Penghargaan dIdIstrIbusIkan berbasIs kInerja dalam menghasIlkan vclue bagI customer Pergeseran darI postonbcsed rewcrd ke per]ormcncebcsed rewcrd. 0AhPAK CUST0MER VALUE hIN0SET TH0 SISTEh hANAJEhEN STPATECIK Monitoring System Implementation System Budgeting System Programming System Strategic Planning System Strategy Formulation System Tactical Strategic Operational Feedback Feedforward 0AhPAK CUST0MER VALUE MlN0SET TEPHA0AP hANAJEhEN STPATECIK Proses manajemen strategIk mencoba menjawab empat pertanyaan utama berIkut InI: SIapa kIta: 8erada dI mana kIta sekarang: Kemana kIta akan menuju: 8agaImana kIta menuju ke sana: Proses manajemen strategIk mencoba menjawab empat pertanyaan utama berIkut Untuk memenuhI kebutuhan customer apa kIta berbIsnIs: 8agaImana kIta dapat menyedIakan vclue terbaIk untuk memuasI kebutuhan customers tersebut: Apa yang dapat kIta peroleh darI penyedIaan vclue tersebut: TPA0ITIDNAL CDNTEhPDPAPY Iage 22 7ALUE CFEATNC PFDCESS TANC8LE ASSETS NTANC8LE ASSETS CUSTD|EF 7ALUE PERSPEKTIF KEUANGAN PERSPEKTIF CUSTOMER PERSPEKTIF PROSES PERSPEKTIF PEMBELAJARAN DAN PERTUMBUHAN Human Capital Information Capital Organization Capital Operations Management Processes Customer Management Processes Innovation Processes Regulatory and Social Processes Customer Value Proposition (More Value-Added) Long-Term Shareholder Value Process that produce and deliver products and services Process that enhance customer value Process that create new products and services Process that improve community and the environment Skills Training Knowledge Systems Databases Networks Culture Leadership Alignment Teamwork ST. |AFY'S 0ULUTH CLNC HEALTH SYSTE|'S STFATECY |AP 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 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? LEARNING & GROWTH PERSPECTIVE How we will sustain our ability to change and improve? A strong financial base to sustain our mission and achieve our vision Cost-efficient care service Managed growth Maximumhigh margin market opportunities PRIMARY CARE PATIENTS SPECIALTY CARE PATIENTS/REFERRING PHYSICIANS PAYERS/EMPLOYERS Excellent service Personal relationship Leading- edge technology Innovative Programs Price- Competitive Service Leading- edge expertise Outstanding customer service Continued Clinical Excellence Operational Excellence Easy access On-time service Friendly, attentive interactions Developed leading-edge techniques and programs Developed research opportunities alligned with targeted growth areas Continually developed subspecialized clinical services Clinical practice management Optimized staff efficiency Redesigned Operations for efficiency and effectiveness 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 Implemented technology and developed facilities and infrastructure to support internal process Developed leadership and management talent FINANCIAL DIMENSION TRIPLE BOTTOM LINE CUSTOMER DIMENSION PROCESS TECHNOLOGY DIMENSION ENVIRONMENTAL DIMENSION HUMAN RESOURCE DIMENSION Economic value sustainably in the long run Value generated through a systemof corporate social responsibility Value generated through environmental management Sustainable profitable growth Improved operating efficiency To be the best purchasing option for our customer Brand image Innovative and high margin products Customer satisfaction Effective communication to selected targets Effective research and introduction of new products Implemented CRM and e-business Improved supply chain processes Optimum transformation process Compliance with the highest quality, health, and safety standards Social impacts management systems Minimum environmental impact through eco-efficiency concept Developed employees based on strategic competencies Consolidated internal culture on company's values Deployed scorecard Risk Management A|ANCD STFATECY |AP |S: To profItably produce and sell complete, InnovatIve, worldclass solutIon for the transportatIon and control of fluIds. 7S: To be recognIzed as a leadIng IndustrIal group In LatIn AmerIca, operatIng In a framework of ethIcs, ecoeffIcIency, and socIal responsIbIlIty, that generate economIc value and Improve our neIghbor's and our regIon's qualIty of lIfe Iage 23 CDNTDH CENEFC STFATECY |AP PERSPEKTIF KEUANGAN PERSPEKTIF CUSTOMER PERSPEKTIF PROSES PERSPEKTIF PEMBELAJARAN DAN PERTUMBUHAN Productivity Strategy Growth Strategy Long-Term Shareholder Value Expanded Revenue Opportunity Improved Cost Structure Increased Assets Utilization CUSTOMER VALUE PREPOSITION Price Quality Availability Selection Functionality Service Brand Relationship Product Attributes Partnership Image OPERATION MANAGEMENT PROCESS CUSTOMER MANAGEMENT PROCESS INNOVATION PROCESS REGULATORY AND SOCIAL PROCESS Inbound Production Outbound Risk mgmt Selection Acquisition Retention Growth Opportunity ID R&D Portfolio Design/Develop Launch Environment Safety & Health Employment Community Organization Structure and Capability Information System Employee Capability Employee Commitment ST. |AFY'S 0ULUTH CLNC HEALTH SYSTE|'S STFATECY |AP 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 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? LEARNING & GROWTH PERSPECTIVE How we will sustain our ability to change and improve? A strong financial base to sustain our mission and achieve our vision Cost-efficient care service Managed growth Maximumhigh margin market opportunities PRIMARY CARE PATIENTS SPECIALTY CARE PATIENTS/REFERRING PHYSICIANS PAYERS/EMPLOYERS Excellent service Personal relationship Leading- edge technology Innovative Programs Price- Competitive Service Leading- edge expertise Outstanding customer service Continued Clinical Excellence Operational Excellence Easy access On-time service Friendly, attentive interactions Developed leading-edge techniques and programs Developed research opportunities alligned with targeted growth areas Continually developed subspecialized clinical services Clinical practice management Optimized staff efficiency Redesigned Operations for efficiency and effectiveness 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 Implemented technology and developed facilities and infrastructure to support internal process Developed leadership and management talent STFATECY |AP TE|PLATE FDF CDST LEA0EFSHP STFATECY Long-termshareholder value 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? LEARNING & GROWTH PERSPECTIVE How we will sustain our ability to change and improve? Revenues from new customers Become industry cost leader Maximum use of existing assets Lowest-cost (highest-profit) supplier Perfect quality Appropriate selection Speed purchase Six Sigma/TQM process improvement capability Increased productivity Revenue Growth Increased customers' account share Offer products and services that are consistent, timely, and low cost A capable, motivated, and technologically enabled workforce Operation Management Customer Management Inovation Regulatory & Social Outstanding supplier relationship Efficient, timely distribution Produce goods and services: cost, quality, time Manage risk Provide ongoing service Provide convenient oder handling process Provide desired variety of products/ services Process innovation Manage capital project Avoid environmental and safety accidents Contribute to communities Electronic Supplier and Customer Relationship Improved processes: better, faster, and cheaper Fasilitated Knowledge Sharing and Replicated Best Practice Iage 24 Long-term shareholder value 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? LEARNING & GROWTH PERSPECTIVE How we will sustain our ability to change and improve? Revenues from new products Managed total life-cycle product costs First to market High performance products: smaller, faster, lighter, cooler, more accurate, more storage, brighter... New customer segments Deep functional expertise Increased productivity Revenue Growth Gross margins: new product Products and service that expand existing performance boundaries into the highly desirable A capable, motivated, and technologically enabled workforce Operation Management Customer Management Inovation Regulatory & Social Flexible robust processes Supply capacity for rapid growth Rapid introduction of new products In-line experimen- tation and improve- ment Educate customer about complex new products/ services Capture customer ideas for new product/ service Diciplined, high-perfor- mance product develop- ment Product development time: from idea to market Minized product liability & environmental impact Contribute to communities Creative, versatile employees; cross-functional teamwork Virtual product prototyping and simulation Creativity, innovation CAD/CAM Find, motivate, grow, and retain the best talented people STFATECY |AP TE|PLATE FDF PFD0UCT LEA0EFSHP STFATECY 0A|PAK C0STDMER \AL0E MlN0SET TEFHA0AP 8006ETlN6 Perubahan darI resourcebcsed budyetny ke cctvtybcsed budyetny Perubahan darI ]unctonclbcsed mcncyement ke cctvtybcsed mcncyement Actvtybcsed mcncyement dan cctvty bcsed budyetny dIlandasI oleh semangat untuk melaksanakan contnuous mprovement terhadap sIstem dan proses yang dIgunakan untuk menghasIlkan vclue bagI customers 0AhPAK CUST0MER VALUE MlN0SET TEPHA0AP SISTEh hANAJEhEN Pergeseran darI ]unctonclbcsed mcncyement ke cctvtybcsed mcncyement. Actvtybcsed mcncyement berfokus ke mprovement berkelanjutan terhadap sIstem dan proses melaluI pengurangan dan penghIlangan nonvcluecdded cctvtes Iage 25 0AhPAK SASAPAN STPATECIK 0I PEPSPEKTIF CUST0MER TEPHA0AP SISTEh PEhANTAUAN AkuntansI bIaya menghubungkan konsumsI sumber daya dengan aktIvItas yang dIgunakan untuk menghasIlkan vclue bagI customer Feedbcck dIhasIlkan cctvtybcsed cost system untuk memotIvasI manajer dan karyawan dalam melakukan mprovement berkelanjutan terhadap sIstem proses yang dIgunakan untuk menghasIlkan vclue bagI customer. AkuntansI bIaya dIdesaIn untuk semua jenIs perusahaan; tIdak hanya dIdesaIn untuk perusahaan manufaktur AkuntansI bIaya menghasIlkan cctvtybcsed process costny bagI manajemen dan karyawan, untuk memberdayakan mereka dalam mprovement berkelanjutan terhadap sIstem dan proses. Actvtybcsed cost system menghasIlkan ob]ect cost yang jauh lebIh akurat dIbandIngkan dengan product cost yang dIhasIlkan oleh trcdtoncl cost cccountny. KESE|8ANCAN (8ALANCE) Fokus ke customer perlu dIImbangI dengan fokus ke noncustomer. 1umlch noncustomer lebh bcnyck dcr ]umlch customer. Noncustomer merupakan peluang yang belum dIeksplorasI 8utIr PentIng ke6 CLDSlN6 REMARK Iage 26 CLDSNC FE|AFK |achInes too complex to understand, network too complex to manage, organIzatIon too demandIng to lead, customers too demandIng to satIsfy (Wolfgang Crulke)