chapter 1(6)

Chapter 02

`

Human Resource

In globally

Competitive business

environment

Chapter 1

ENVIRONMENT

COMPETITIVE BUSINESS

ENVIRONTMENT

HUMAN RESOURCEMANAGEMENT

Human resource in a globally competitive business environment

(Companies today face five critical business Callenges)

Globalization Profitability through growthTechnology Intellectual CapitalChange, Change And More Change

WHY HUMAN RESOURCESWHY HUMAN RESOURCES

MATTERS MATTERS N NOW MORE THAN EVEROW MORE THAN EVER

Features of the competitive business environment

GLOBALIZATIONGLOBALIZATION

G lobalization requires that organizations increase their ability to learn and collaborate and to manage diversity, complexity and ambiguity.

INTELLECTUAL CAPITALINTELLECTUAL CAPITAL

Knowledge has become a direct competitive

advantage for companies selling ideas and

relationship and an indirect competitive advantage

for all companies attempting to differentiate

themselves by how they serve customers

PROFITABILITY THROUGH PROFITABILITY THROUGH GROWTHGROWTH

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

TECHNOLOGYTECHNOLOGY

From videoconferencing to the internet,

technology has made our word smaller and

faster.

CHANGE, CHANGE AND MORE CHANGE, CHANGE AND MORE CHANGECHANGE

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 person’s 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

New form of organization

Restructuring, including downsizing

Quality Management program

Reengineering

Flexibility

The shift vertically integratedHierarchis to networks of specialists

The decline of routine work

Pay tied less to a persons position

Change paradigm of doing business

Outsourcing of activities that are Not core competencies of a firm

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.

KesejahteraanKaryawan

Kompensasi &Penghargaan Penilaian

Performansi

Program-program Komunikasi

HubunganKaryawan

Sistem InformasiKaryawan Perencanaan

Strategis SDM

Rekrutasi

Pelatihan &Pengembangan

Karyawan

Perencanaan & Pengembangan

Karir

SeleksiKesehatan &

Keselamatan Kerja KompetensiKompetensiJob - IndividuJob - Individu

Fungsi Management SDM

Kompensasi &Penghargaan Penilaian

performansi

Perencanaan &Pengembangan

karir

Pelatihan &Pengembangan

Seleksi

Rekrutasi

PerencanaanStrategis

SDM

KesejahteraanKaryawan

SistemInformasi

A NEW MANDATE A NEW MANDATE FOR HUMAN RESOURCESFOR HUMAN RESOURCES

Human Resource should be defined not by what it doeswhat it does but by what it what it

deliversdeliversBy Dave Ulrich

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.

SHRM

Strategic Management ModelStrategic Management Model

EXTERNAL ENVIROMENTAL OPPURTUNITIES AND THREATSEXTERNAL ENVIROMENTAL OPPURTUNITIES AND THREATSEXTERNAL ENVIROMENTAL OPPURTUNITIES AND THREATSEXTERNAL ENVIROMENTAL OPPURTUNITIES AND THREATS

Macroenviroment Industry EnviromentMacroenviroment Industry Enviroment

INTERNAL ENVIROMENT :INTERNAL ENVIROMENT :INTERNAL ENVIROMENT :INTERNAL ENVIROMENT :

The Firm`s Resources, Organizational Mission, and GoalsThe Firm`s Resources, Organizational Mission, and Goals

STRATEGY FORMULATIONSTRATEGY FORMULATIONSTRATEGY FORMULATIONSTRATEGY FORMULATION

Corporate strategyCorporate strategyformulationformulation

Business unit strategyBusiness unit strategyformulationformulation

Functional strategyFunctional strategyformulationformulation

STRETEGY IMPLEMENTATIONSTRETEGY IMPLEMENTATIONSTRETEGY IMPLEMENTATIONSTRETEGY IMPLEMENTATION

STRATEGIC CONTROLSTRATEGIC CONTROLSTRATEGIC CONTROLSTRATEGIC CONTROL

Strategic Control Process and PerformanceStrategic Control Process and Performance

Organizational StructureOrganizational Structure

Leadership and Organizational CultureLeadership and Organizational Culture

MATRIKS PEMUNCULAN SASARAN STRATEGIS - BISNIS

Pemimpin pasarReputasi dihadapan pembeliTerjaga terhadap kekuatan tekanan pesaingExistensi bisnisKemitraan mendapatkan bahan bakuKualitas produkLoyalitas pelangganJaringan distribusiLoyalitas dan didikasi SDMKinerja keuangan

Industri tumbuh didalam maupun diluar negriPasar bio energi dimasa datangPasar eksportKondisi makro ekonomi indonesia/dunia membaikMengembangkan supply bahan bakuDiversifikasi produkMasuk kedalam segmen pasar tertentuMelakukan aliansi strategisBusiness process improvementTumbuh bersama investor

Kompetisi lokal dan internasional semakin ketatKetersediaan dan harga bahan bakuRegulasi pemerintahKetersediaan lahan bahan bakuKompetitor ilegal Kemungkinan kompetitor masuk pada bisnis sejenisPertumbuhan pasar yang melambatKebijakan pemerintah Pesaing besarTekanan terhadap harga

Visi kedepan pimpinan perusahaanKemampuan kepemimpinan ditingkat atasPerencanaan strategik untuk mencapai visiKapasitas produksi yang telah maximalRencana aktivitas pemasaran yang tidak agresifStruktur organisasi dan kesistemanKesisteman SDM secara komprehensifSistem keuangan SI/TI monitoring implementasi strategi bisnis ..................... dst

Oppurtunities (Peluang)

Threats (Ancaman)

Strengths (Kekuatan) Weakness (Kelemahan)

1. Peningkatan pertumbuhan bisnis melalui perluasan Peluang pendapatan dan memperbaiki Nilai pelanggan.

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

1. Pengelolaan bisnis dengan menciptakan Produk berkualitas dan harga bersaing

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.

SO. Strategies WO. Strategies

ST. Strategies WT. Strategies

SWOT Portfolio Framework

Compartment A

1. Internal Growth2. Vertical Integration of Related

Businesses3. Mergers

4. Horizontal Integration

Compartment B

1. Vertical Integration of RelatedBusinesses

2. Horizontal Related Diversification

Compartment C

1. Horizontal Related Diversification2. Horizontal Unrelated diversification

(conglomerate)3. Vertical Integration of Unrelated

Businesses4. Divestment

Compartment D

1. Mergers2. Horizontal Integration

3. Strategic Alliance

Compartment E

1. Stability2. Mergers

3. Horizontal Integration4. Strategic Alliance

5. Divestment

Compartment F

1. Divestment2. Horizontal Related

Diversification3. HOrizontal Unrelated

Diversification4. Stability

Compartment G

1. Turnaround2. Divestment

Compartment H

1. Turnaround2. Divestment

Compartment I

1. Liquidation

Strong Average Weak

Crit

ical

env

ironm

ent

thre

ats

Mod

erat

een

viro

nmen

tal

oppo

rtun

ities

and

thre

ats

Abu

ndan

ten

viro

nmen

tal

oppo

rtun

ities

COmpetitive Status of the Corporation's Business Units

Sta

te o

f th

e E

xter

nal

En

viro

nm

ent

Cell - 5Cell - 5

Niche-low-costNiche-low-cost Niche-low cost/different.Niche-low cost/different.

Cell - 4Cell - 4 Niche-low-costNiche-low-cost Niche-differentiationNiche-differentiation Niche-low cost/different.Niche-low cost/different.

Niche-low-costNiche-low-cost Niche-differentiationNiche-differentiation

Niche-low cost/different.Niche-low cost/different.

Cell - 3Cell - 3

Niche-low-costNiche-low-cost Niche-differentiationNiche-differentiation

Niche-low cost/different.Niche-low cost/different.

Cell - 2Cell - 2

Cell - 1Cell - 1

Niche-differentiationNiche-differentiation

Low-costLow-costLow-cost-differentiation.Low-cost-differentiation.MultipleMultiple

Cell - 9Cell - 9

Low-costLow-costDifferentiationDifferentiationLow-cost-differentiation.Low-cost-differentiation.MultipleMultiple

Cell - 8Cell - 8

Low-costLow-costDifferentiationDifferentiationLow-cost-differentiation.Low-cost-differentiation.MultipleMultiple

Cell - 7Cell - 7

Cell - 6Cell - 6Low-costLow-costDifferentiationDifferentiationLow-cost-differentiation.Low-cost-differentiation.MultipleMultiple

Size of BusinessSize of Business

Smaller BusinessesSmaller Businesses Larger BusinessesLarger Businesses

Dec

line

Dec

line

Mat

urit

yM

atur

ity

Sha

keou

tS

hake

out

Gro

wth

Gro

wth

Em

bryo

nic

Em

bryo

nic

Stag

es o

f In

dust

ry L

ife

Cyc

leSt

ages

of

Indu

stry

Lif

e C

ycle

GENERICGENERIC STRATEGIESSTRATEGIES (INDUSTRY LIFE CYCLE & SIZE OF BUSNISSES)(INDUSTRY LIFE CYCLE & SIZE OF BUSNISSES)

HUBUNGAN ANTAR FUNGSIHUBUNGAN ANTAR FUNGSI

Finance

Production/Operations

Management

HumanResource

Management

Purchasingand MaterialsManagement

Marketing

Research andDevelopment

ManagementInformation

Systems

Menterjemahkan Visi - Strategi pada sasaran-sasaran

VISI &STRATEGI

Agar suksesSecara berkesinambungan,

Bagaimana SeharusnyaKita Terlihat

oleh pemegangSaham ?

Perspektif Keuangan

Sasaran Indikator Utama

Target

UntukMencapai visi, Bagaimana

Kita mendukung kemampuanKita untuk berubah

Dan meningkat

Perspektif Pembelajaran

Sasaran Target

Untuk memuaskanPemegang saham

dan pelangganMaka proses bisnis apa

Yang harus kita unggulkan?

Perspektif Proses internal

Sasaran Target Untuk

Mencapai Visi, Bagaimana Seharusnya kita terlihat

Oleh paraPemegang saham?

Perspektif Pelanggan

Sasaran Target Indikator Utama

Indikator Utama

Indikator Utama

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 can’t manage (third component) what you can’t measure (second component)

You can’t measure what you can’t 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}

LONG-TERM SHAREHOLDER VALUE

Growth Strategy Productivity Strategy

Improve costStructure

Increase assetUtilization

EnhanceCustomer Value

Expand RevenueOpportunities

BRANDPRICE

PARTNERSHIPSERVICEFUNTIONALLITYSELECTIONAVAILIBILITY

CUSTOMER VALUE PROPOSITION

Product/Service Atributes Relationship Image

Operation Management Processes

Processes that produce And deleviver product

And service

Processes that enhance Customer value

Processes that create new Product and service

Processes that improveCommunities and

enviroment

Customer Management Processes

InovationProcesses

Regulatory & Social Processes

Strategic Job Families

Strategic IT Portofolio

OrganizationChange Agenda

Organization CapitalInfor1mation CapitalHuman capital

• System• Data base• Network

• Cullture• Leadership• Alignment• Teamwork

FINANCIAL PERSPECTIVE

CUSTOMER PERSPECTIVE

INTERNAL PERSPECTIVE

LEARNING & GROWTH PERSPECTIVE

CREATING ALIGMENT

CREATING READINESS

ALIGMENT INTANGIBLE ASSET WITH STRATEGY TO CREATE VALUE

QUALITY

• Skill• Knowlage• Trainning

LONG-TERM SHARE HOLDER VALUEGrowth Strategy

(tumbuh)Productivity Strategy

(bertahan)





QUALITY BRANDPRICE





InovationProcesses






A STRATEGY MAPS (HOW THE ORGANIZATION CREATE VALUE)


• Supply• Production• Distribution• Risk Management

• Selection• Acquisition• Retention• Growth

• Oppurtunity ID• R & D Portofolio• Design/Develop• Launch

• Enviroment• Safety and Health• Employment• Community

Human Capital

Information Capital

Organization Capital

Culture Leadership TeamworkAlignment

LONG-TERM SHAREHOLDER VALUEGrowth Strategy Productivity Strategy

Industry costLeader

New revenuesources

Increase shareOf Customer


Develop supplierrelations

DistributeTo customers

Manage Risk





OPERATION MANAGEMENT STRATEGY MAP TEMPLATE

Produce products andservices

• lower cost of ownership • Just in time delivery • High quality supply• supplier partnership

• Lower cost of production• continuous improvement• Process cycle time• Fixed asset utilization

• Lower cost to serve • Responsive delivery time • Enhance quality

• Financial risk • Operating risk • Technological risk

Perfect quality Competitive

pricesLow total cost

Speedy, Timelypurchase

ExellentSelection

Maximize use ofExisting asset

Information capitalHuman Capital Organization Capital

Skills in mgt. processimprovement

Technology that facilitatesProccess improvement

Culture for conntinuousimprovement

OBJECTIVES AND MEASURERS FOR MANAGING SUPPLIER RELATIONSHIP

OBYECTIVES

LOWER COST OF OWNERSHIP

MEASURES

• ACTIVITY-BASED COST OF ACQUIRING MATERIAL• 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

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

• NUMBER OF INOVATION FROM SUPPLIERS

• NUMBER OF SUPPLIERS PROVIDING SERVICES DIRECTLY TO CUST.

• NUMBER OF OUTSOURCING RELATIONSHIPS• BENCHMARKED PERFORMANCE OF OUTSOURCING PARTNERS

ACHIEVE JUST IN TIME SUPPLIERCAPABILITY

DEVELOP HIGH QUALITY SUPPLIERCAPABILITY

USE NEW IDEAS FROM SUPPLIERS

ACHIEVE SUPPLIER PARTNERSHIP

OUTSOURCE

OBJECTIVES AND MEASURERS FOR PROCESSES PRODUCTION OBYECTIVES

LOWER THE COST OF PRODUCINGPRODUCT/SERVICE

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)

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

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

• DAYS INVENTORY, INVENTORY TURNOVER• DAYS SALES IN RECEIVABLE• PERCENT OF STOCKOUTS• CASHTO-CASH CYCLE

CONTINUOUSLY IMPROVEPROCESSES

IMPROVE PROCESS RESPONSIVENESS

IMPROVE FIXED ASSETUTILIZATION

IMPROVE WORKING CAPITALEFFICIENCY

OBJECTIVES AND MEASURERS FOR DISTRIBUTE PRODUCTS AND SERVICES TO CUSTOMERS

OBYECTIVES

LOWER COST- TO - SERVE

MEASURES

• ABC COST OF STORAGE AND DELEVERY TO CUSTOMERS• PERCENT OF CUSTOMERS REACHED VIA LOW COST TO SERVE CHANNELS

• LEAD TIME, FROM ORDER TO DELEVERY • TIME FROM COMPLETION OF PRODUCT/SERVICE UNTIL READY FOR USE BY CUSTOMER• ON TIME DELEVERY PERCENTAGE

• PERCENT OF ITEM DELIVERED WITH NO DEFECT• NUMBER AND FRECWENCY OF CUSTOMER COMPLAINT

DELIVER RESPONSIVELYTO CUSTOMERS

ENHANCE QUALITY

OBJECTIVES AND MEASURERS FOR MANAGING RISK

OBYECTIVES

MANAGE FINANCIAL RISK/MAINTAIN HIGH CREDIT QUALITY

MEASURES

• BAD DEBT PERCENTAGE• 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

MANAGE OPERATING RISK

MANAGE TECHNOLOGICAL RISK

LINKAGE (DIRECT AND INDIRECT) TO FINANCIAL PERSPECTIVE OBJECTIVES

OBYECTIVES

BECOME THE INDUSTRY COSTLEADER

MEASURES

• COST PER UNIT, BENCHMARKED 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

• PERCENT OF GROWTH IN EXISTING CUSTOMERS’ BUSINESSES

• REVENUE FROM ACQUIRING NEW CUSTOMERS

MAXIMIZE USE OF EXISTING ASSETS

INCREASE ACCOUNT SHARE WITHEXIISTING CUSTOMERS

INCREASE REVENUE FROMNEW CUSTOMERS

LINKAGE TO LEARNING AND GROWTH PERSPECTIVE OBJECTIVES

OBYECTIVES

DEVELOP SKILLS IN QUALITYMANAGEMENT AND PROCESSIMPROVEMENT

MEASURES

• PERCENT OF EMPLOYEES TRAINED IN QUALITY 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

TECHNOLOGY THAT FACILITTATES PROCESS IMPROVEMENT ANDCUSTOMER SATISFACTION

CULTURE FOR CONTINNUOUS IMPROVEMENT






QUALITY BRANDPRICE





InovationProcesses






CUSTOMER MANAGEMENT STRATEGY MAP TEMPLATE






Human Capital

Information Capital




IMPROVE SALESPRODUCTIVITY



QUALITY BRANDPRICE

PARTNERSHIPSERVICEFUNTIONALLITYSELECTION

AVAILIBILITY



CUSTOMERRETENTION

CUSTOMER GROWTH




CUSTOMER MANAGEMENT STRATEGY MAP TEMPLATE

CUSTOMERSELECTION

CUSTOMERAQUISITION

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

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

• Premium Customer service• “Sole source” partnership• Service excellence• Lifetime customers

• Cross – Selling• Solution Selling• Partnering/integrated management• Customer education

OBJECTIVES AND MEASURERS FOR CUSTOMER SELECTION PROCESSES

OBYECTIVES

UNDERSTAND CUSTOMERSEGMENT

MEASURES

• PROFIT CONTRIBUTION BY SEGMENT• MARKET SHARE IN TARGETED SEGMENTS

• PERCENT OF UNPROFITABLE CUSTOMERS

• NUMBER OF STRATEGIC ACCOUNTS

• CUSTOMER SURVEY ON BRAND AWARENESS AND PREFERENCE

SCREEN UNPROFITABLECUSTOMERS

TARGET HIGH-VALUE CUSTOMERS

MANAGE THE BRAND

OBJECTIVES AND MEASURERS FOR CUSTOMER ACQUISITION PROCESSES

OBYECTIVES

COMUNICATED VALUE PROPOSITION

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

CUSTOMIZE MASS MARKETING

ACQUIRE NEW CUSTOMERS

DEVELOP DISTRIBITOR RELATIONSHIP

OBJECTIVES AND MEASURERS FOR CUSTOMER RETENTION PROCESSES

OBYECTIVES

PROVIDE PREMIUM CUSTOMERSERVICE

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

• PERCENT OF REVENUE FROM SOLE SOURCE CONTRACTS

• SERVICE LEVEL, BY CHANEL

• 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

CREATE VALUE-ADDED PARTNERSHIP

PROVIDE SERVICE EXCELLENCE

CREATE HIGHLY LOYAL CUSTOMERS

OBJECTIVES AND MEASURERS FOR CUSTOMER GROWTH PROCESSES

OBYECTIVES

CROSS-SELL 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

SOLUTION SELLING

PARTNER WITH CUSTOMERS

CUSTOMER PERSPECTIVE LINKAGES

OBYECTIVES

INCREASE CUSTOMER SATISFACTION THROUGH AN ATRACTIVE VALUE PROPOSITION

MEASURES

• PERCENT OF CUSTOMERS HIGHLY SATISFIED

• CUSTOMER RETENTION

• DEPTH OF RELATIONSHIP

• PERCENT OF BUSINESS FROM CUSTOMER REFERRALS

INCREASE CUSTOMER LOYALTY

CREATE RAVING FANS

FINANCIAL PERSPECTIVE LINKAGES

OBYECTIVES

CREATE NEW SOURCESOF REVENUE

MEASURES

• REVENUE FROM NEW CUSTOMER• REVENUE FROM NEW PRODUCT AND SERVICES

• ACCOUNT SHARE

• CUSTOMER PROFITABILITY (MEASURE BY ABC SYSTEM)• PERCENT OF UNPROFITABLE CUSTOMERS

• SALES EXPENSE/TOTAL REVENUE• COST PER SALE (BY CHANNEL)• PERCENT OF CUSTOMER TRANSACTION DONE ELECTRONICALLY

INCREASE REVENUE PERCUSTOMER

INCREASE CUSTOMER PROFITABILITY

IMPROVE SALES PRODUCTIVITY

LEARNING AND GROWTH LINKAGES TO CUSTOMER PERSPECTIVE

OBYECTIVES MEASURE PERSPEKTIF

HUMAN CAPITAL• DEVELOP STRATEGIC COMPETENCIES1

• ATTRACT AND RETAIN TOP TALENT

• DEVELOP PORTOFOLIO OF CUSTOMER MANAGEMENT INFORMATION SYSTEMS

• INCREASE KNOWLEDGE SHARING

• CREATE A CUSTOMER CENTRIC CULTURE

• CREATE PERSONAL GOAL ALIGMENT

INFORMATIONCAPITAL

INFORMATIONCAPITAL

• HUMAN CAPITAL READINESS

• TURN OFER OF KEY PERSONNEL

• CUSTOMER APPLICATION PORTOFOLIO READINESS

• EXTENT OF USAGE OF KNOWLEDGE MANAGEMENT SYSTEM

• EMPLOYEE CULTURE SURVEY

• PERCENT OF EMPLOYEE OBJECTIVE LINKAGE TO BSC CUSTOMER PROCESS AND OUTCOME MEASURES






QUALITYBRAND

PRICE

PARTNERSHIPSERVICE

FUNTIONALLITYSELECTIONAVAILIBILITY




InovationProcesses






A STRATEGY MAPS ( MANAGING INNOVATION )






Human Capital

Information Capital




IMPROVE SALESPRODUCTIVITY Enhance

Customer ValueExpand Revenue

Opportunities





INOVATION MANAGEMENT STRATEGY MAP TEMPLATE

IDENTIFY THEOPPORTUNITIES

Extend into new marketHigh-performance product First to market

MANAGE THEPORTOFOLIO

DESIGN AND DEVELOP

LAUNCH

• Anticipate customer needs• discover new opportunity

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

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

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

LEARNINGAND GROWTH PERSPECTIVE

Technology to explore, Integrate, and speed

To market

A cuklture or creativityAnd inovation

Multidisciplinary skill

HUMAN CAPITAL INFORMATION CAPITAL ORGANIZATION CAPITAL

LONG-TERM SHAREHOLDER VALUE Growth Strategy Productivity Strategy





QUALITY BRANDPRICE





InovationProcesses






A STRATEGY MAPS ( MANAGING REGULATORY AND SOCIAL PROCESSES )






Human Capital

Information Capital




Reduce risk ofDoing business Attract socially

customers





REGULATORY AND SOCIAL STRATEGY MAP TEMPLATE

Enviroment

Resposible cityzenParten in thecommunity

Safety and health Employment Community

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

• Safety• health

• Diversity• Employ the un unemployable

• Community programs• Aliances with non profits

LEARNINGAND GROWTH PERSPECTIVE Clean technologies

Culture of awareness andresponsibility

Invest in human capitalgrowth

HUMAN CAPITAL INFORMATION CAPITAL ORGANIZATION CAPITAL

(F-1) Tercapainya

Outstanding Financial return

(F-2) Bertumbuhnya

Pendapatan

FIN

AN

CIA

LP

ER

SP

EC

TIV

E

CU

ST

OM

ER

PE

RS

PE

CT

IVE

INT

ER

NA

LP

ER

SP

EC

TIV

EL

EA

RN

. & G

RO

WT

H P

ER

SP

EC

TIV

E

STRATEGY MAP

(C3) Meningkatnya

Kualitas hubunganDengan pelanggan

(C-2) Terbangunya Atribut produk

(C-1) Terbangunya

Citra perusahaan

(F-3) Berkurangnya

biaya

(I-1)Terbangunnya

Sistem adaptasi terhadapUU keselamatan, lingkungan

Serta proses sosial

(I-2)Meningkatnya

Kualitas proses pengelolaan pelanggan

(I-3)Tercapainya

Keunggulan bersaing Melalui proses inovasi

(I-4)Terwujudnya

Pengelolaan prosesOperasional unggul

(L-1)Tersedianya

Competensi untukMengimplementasi strategi

(L-2)Terbangunnya

Sistem informasi, dan infrastrukturIT terintegrasi`

(L-3)Terbangunya

Budaya perbaikan berkelanjutan

SASARAN STRATEGIKUkuran Hasil

(outcome measure, LAG Indicators)

Ukuran Pemicu Kinerja(performance

driver measure,LEAD Indicators)TARGET INISIATIF STRATEGI

BUSINESS SCORECARD

F-1 sustainable outstnding financial returns

F-2 bertumbuhnya pendapatan

Pangsa Pasar 5 customer baru/th

F-3 berkurangnya biaya Cost effectiveness procssReduksi biaya Operasi 4%/th

C-1 terbangunnya citra perusahaan

Customer satisfaction index

C-2 terbangunya atribut produk

C-3 meningkatnya kualitas hubungan dengan pelanggan

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

EVA (Economic Value added)

Tingkat pertumbuhan pendapatan

Penurunan biaya

I-1.1 Menyempurnakan sistem SHE

I-1.2 Membangun sistem mgt. lingkungan

I-1.3 Membangun CSR

Hak beroperasi

Tingkat kepatuhan pada keselamatan dan kesehatan

Tingkat kesadaran pada lingkungan

Kontribusi pemberdayaanmasyarakat

Kualifikasi hijauUntuk PROPER

(program peringkatKinerja perusahaan)

kepuasan pelanggan C-1.1 membangun citra dan nama baik

Pangsa Pasar Customer acquisition

Customer retention Customer profitability

C-2.1 Membangun atribut produk (segmentation customization)

Kepercayaanpelanggan Customer confidence index C-3.1 membangun

hubungan berkualitas dengan pelanggan

suatu nilaiF-1.1 Menaikan nilai investasi

MVA(Market Value added)

F-2.1 Menumbuhkan pangsa pasar

F-2.2 Meningkatrkan penjualan

F-3.1 Mengurangi biaya

Menambah (5%)Channel distribution

Meningkatkan(3%)Pangsa pasar

MeningkatkanJumlah pelanggan

(7%)



Ukuran Pemicu Kinerja(performance

driver measure,LEAD Indicators)TARGET INISIATIF STRATEGI

BUSINESS SCORECARD (lanjutan)

I-2 Meningkatnya kualitas proses pengelolaan pelanggan

Waktu dan kualitas respon Atas permintaan pelanggan

Ketersediaan databasepelanggan

Menurunkan waktu Layanan 8%

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

I-4 Terwujudnya pengelolaan proses operasional unggul

Efektifitas biaya operasi

Rendahnya biayaoperasi

I-4.1 Menurunkan total ownership cost

1-4.2 Mengurangi biaya proses produksi

1-4.3 Meningkatkan pemanfaatan aktiva tetap.

1-4.4 Mendistribusikan produk fokus pada kualitas dan biaya

I-3.1 Mengantisipasi kebutuhan pelanggan untuk masa y.a.d.

I-3.2 Memproduksi produk baru secara efektif

Menurunkan 5%Biaya operasi

Waktu yang dihabiskan Untuk mengetahui

Kebutuhan pelanggan

Prosentasi produk baruYang diproduksi

berdasarkanMasukan pelanggan

Menambah1 buah konsepDesain kualitas

produk baru



Ukuran Pemicu Kinerja(performance driver

measure,LEAD Indicators)TARGET INISIATIF STRATEGI

BUSINESS SCORECARD (lanjutan)

Tingkat keselarasan information capital Dengan strategi

(80%)

Produktivitaskaryawan

Ketersediaan Directory competencies

Strategic informationAvallable ratio

Tingkat kesiapanHuman kapitalMengeksekusiStrategi (80%)

L-1.1 Mendesain program pengembangan humancapital

L-1.2 Pengembangan shared database untuk information sharing

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

Information capitalreadiness

Keterpaduan antara on lineTransaction (OLTP) , analitytical Processing (OLAP) dan transformationalAplications OLTA)

Tingkat adaptasiTerhadap

Perubahan lingkungan bisnisDan lingkungan organisasi

L-3.1 Meningkatkan kemampuan organisasi untuk memanfaatkan pengetahuan.

L-3.2 Meningkatkan kemampuan organisasi untuk memiliki kapasitas berubah

Tingkat relaktansi Terhadapperubahan

(10%)

Gagasan senantiasa melakukan perbaikan berkelanjutan akanProses baru.

Perbaikan performansi terhadapSistem saran (reduksi biaya, Reduksi waktu proses, Peningkatan capasitas)

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

HRPHuman Resource Planning Model

DEMAND SUPPLY

External

`ANALYSIS

LABORMARKET

=

Short - range

Long – range

Internal

External

EXTERNALNEEDS

REPLACEMENTCHART

HUMANAUDIT

DE

MA

ND

CO

US

ES

`Organizational

Work Force

TE

CH

NIQ

UE

S FO

RC

AST

ING

Short and long rangeHUMAN RESOURCE PLAN

Internal Staffing Process

External Staffing Prcess

EMPLOYEE – RECRUITMENT - AND-SELECTION PROCESS

Step Activities Products

Job – analysis

Strategic Work Force Planning

Recruitment

Specification of people/Requirement of jobs

Specification of human resourcerequirements

Planning, Operations, Control

A pool of qualified candidates

Initial Screening Recommendations, application forms,

Interview A smaller pool of

qualified candidates

Selection

Orientation

Placement

Training

Performance management

Cognitive, situational test New Employee

Optimal match oh Employee tallentWith organization needs

Competence to perform present or Future job requirement

Understanding of company, policy,Procedures, and benefits

Feedback regarding past and Prsent job performance

chapter 1(6)

Documents

Transcript of chapter 1(6)