CUSTOMER VALUE MINDSET. Oleh: Mulyadi Universitas Gadjah Mada

CUSTOMER VALUE MINDSET

Oleh: Mulyadi Universitas Gadjah Mada [email protected]

Jogjakarta, September 2013

BAGAIMANA PENGETAHUAN MANAJEMEN DIBANGUN

MANAGEMENT KNOWLEDGE

CUSTOMER VALUE STRATEGY

CROSS-FUNCTIONAL TEAM CONTINUOUS IMPROVEMENT

EMPLOYEE EMPOWERMENT

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


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


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

Karakteristik

Syarat keberhasilan jangka panjang perusahaan di pasar

PASAR MODAL

Terdapat banyak perusahaan memperebutkan pilihan customer

Terdapat banyak perusahaan memperebutkan pilihan investor

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

Proses yang Produktif dan Cost Effective

Produk dan Jasa Unggul

RONA

WACC

EVA =

Revenues

-

Cost

-

Cost of Capital

RONA

WACC

Products/services gets cheaper faster

Distinctive Products/ Services

Rapid and continuous innovation

Cost Effective and Productive Processes

Cost cutting is the answer

Stakeholder yang menyebabkan suatu institusi ada dan memampukan institusi melakukan ekspansi

Stakeholder yang memacu suatu usaha self propelling

CUSTOMER

INVESTOR

(5) Investasi

Financial Returns

Pendapatan

(4)

(1)

(3)

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

(2) Biaya

Stakeholder yang menjadikan institusi sebagai wealth-creating institution

Produk dan Jasa

CUSTOMER DITEMPATKAN PADA PERINGKAT PERTAMA STAKEHOLDERS

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

Organizational System

Continuous Improvement

MENGAPA CUSTOMER VALUE?

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 support—relieving fear and anxiety 6. Involvement of family and friends



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

NEW RULES

Care is based primarily on visits

Care is based on continuous healing relationship

Professional autonomy drives variability

Care is customized according to patient needs and values

Professional control care

The patient is the source of control

Information is a record

Knowledge is shared and information flows freely

SIMPLE RULES OF THE 21st-CENTURY HEALTH CARE SYSTEM CURRENT APPROACH

NEW RULES

Decision making is based on training and experience

Decision making is on evidencebased

Do no harm is an individual responsibility

Safety is a system property

Secrecy is necessary

Transparency is necessary

The system react to needs

Needs are anticipated

Cost reduction is sought

Waste is continually decreased

Preference is given to professional roles over the system

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

DISPOSE OF Easy To Do Business With STOP

VendorManaged Inventory

To Be A Provider of Solution to Your Next Process

VALUE DARI SUDUT PANDANG CUSTOMER  Cost—cost to produce vs cost-in-use measure.  Speed—cycle time versus repair and return-to-service time.

 Service—ship-on-time index versus received-on-time index.

 Quality—defect-free product versus kualitas produk menurut persepsi customer.

 Innovation—jumlah 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

Learning Anticipating

Interactive Filtering Real Time

Anyplace

Customizing Upgrading

HUBUNGAN VERTIKAL

QUALITY RELATIONSHIP

Employee Empowerment

HUBUNGAN HORIZONTAL Cross-Functional Team/Organization

HUBUNGAN EKSTERNAL Partnered Relationship Network Organization

HUBUNGAN DENGAN CUSTOMER Customer Relationship Management

HUBUNGAN GEOGRAFIK On-line Information System, Internet

Customer Value



8. Closing remark

KEYAKINAN DAN NILAI DASAR UNTUK MEWUJUDKAN PARADIGMA CUSTOMER VALUE

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

Pemasok

Alternatif

Pesaing

Perusahaan

Pesaing

Alternatif

Customer

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 people’s aspirations and our shareholders’ expectations, and be a good corporate citizen.

The Tioxide Group Ltd.  Customers—customers are our first priority  People—people are our greatest strength

 Quality—quality is vital to our business  Innovation—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.

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

Tujuan Pekerjaan

Diri Sendiri

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 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 fee yang didasarkan pada pengurangan biaya yang dicapai.

 Rolls-Royce—mesin yang dipasang di pesawat disewakan berdasarkan jam mesin tersebut digunakan.

 Allegiance (distributor peralatan medik)—memperluas tanggung jawabnya dengan vendor-managed inventory (VMI)

 GE Medical—menjual ekuipmen medik dengan memasang alat untuk memonitor kinerja alat tersebut

 Otis Elevator—menjual elevator dengan memasang alat untuk mengirim data tentang jenis kerusakan elevator ke kantor Otis

 Bell Telephone Company—penanganan 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)

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

RUPS

Organization as a Pool of Shared Competencies and Resources

BOC

BOD

CEO

Komite Keperawatan

Komite Medik

CFO SPI ORGANISASI FUNGSIONAL PENDUKUNG

Keuangan

SDM

Akuntansi

Logistik

Umum

Pengendalian Mutu

COO ORGANISASI FUNGSIONAL UTAMA

ORGANISASI SISTEM

Medik

Keperawatan

Diagnostik

Farmasi

Sistem Pemasaran

Cross-Functional Team

Sistem Rawat Jalan


Sistem Rawat Inap Sistem Rawat Darurat

Gizi

Inst. Bedah Sentral



Sistem Rawat Intensif


Sistem Riset dan Pengembangan

Cross-Functional Team RUPS = Rapat Umum Pemegang Saham CEO = Chief Executive Officer BOC = Board of Commissioner BOD = Board of Directors

COO = Chief Operating Officer CFO = Chief Financial Officer

SYSTEM FOCUSED ON CUSTOMER Produksi Desain

Pemasaran

Akuntansi

Pengiriman

Customer A

Produksi Desain

Pemasaran

Akuntansi

Pengiriman

Customer B

SYSTEM FOCUSED ON PRODUCTS Cell B

Cell A

Mesin Bubut

Mesin Bubut

Mesin Potong

Mesin Las

Produk Jadi A

Mesin Potong

Mesin Las

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 STRATEGIKCUSTOMER VALUE MINDSET TERHADAP MANAJEMEN 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?

TANGIBLE ASSETS

CUSTOMER VALUE

VALUECREATING PROCESS

INTANGIBLE ASSETS

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

A strong financial base to sustain our mission and achieve our vision 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?

Managed growth

Cost-efficient care service

Maximum high margin market opportunities

PRIMARY CARE PATIENTS Excellent service

Personal relationship

Outstanding customer service

Easy access

On-time service

Friendly, attentive interactions

SPECIALTY CARE PATIENTS/REFERRING PHYSICIANS Leadingedge technology

Leadingedge expertise

PAYERS/EMPLOYERS

Continued Clinical Excellence

Developed leading-edge techniques and programs

Developed research opportunities alligned with targeted growth areas

PriceCompetitive Service

Innovative Programs

Operational Excellence

Clinical practice management

Optimized staff efficiency

Redesigned Operations for efficiency and effectiveness

Continually developed subspecialized clinical services

LEARNING & GROWTH PERSPECTIVE How we will sustain our ability to change and improve?

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

Developed leadership and management talent

Implemented technology and developed facilities and infrastructure to support internal process

ST. MARY’S DULUTH CLINIC HEALTH SYSTEM’S STRATEGY MAP

AMANCO STRATEGY MAP

Economic value sustainably in the long run

TRIPLE BOTTOM LINE Value generated through a system of corporate social responsibility

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

Value generated through environmental management

FINANCIAL DIMENSION Sustainable profitable growth

CUSTOMER DIMENSION

To be the best purchasing option for our customer Brand image

PROCESS TECHNOLOGY DIMENSION

Improved operating efficiency

Effective communication to selected targets

Innovative and high margin products

Effective research and introduction of new products

Implemented CRM and e-business

Customer satisfaction

Improved supply chain processes

Optimum transformation process

Risk Management

ENVIRONMENTAL DIMENSION

HUMAN RESOURCE DIMENSION

Compliance with the highest quality, health, and safety standards

Developed employees based on strategic competencies

Minimum environmental impact through eco-efficiency concept

Social impacts management systems

Consolidated internal 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 neighbor’s and our region’s quality of life

Growth Strategy

Productivity Strategy

Long-Term Shareholder Value

PERSPEKTIF KEUANGAN

Improved Cost Structure

PERSPEKTIF CUSTOMER

Expanded Revenue Opportunity

Increased Assets Utilization

CUSTOMER VALUE PREPOSITION Price

Quality

Availability Selection Functionality

Service

Product Attributes PERSPEKTIF PROSES

OPERATION MANAGEMENT PROCESS Inbound Production Outbound Risk mgmt

PERSPEKTIF PEMBELAJARAN DAN PERTUMBUHAN

Employee Capability

CUSTOMER MANAGEMENT PROCESS Selection Acquisition Retention Growth

Employee Commitment

Partnership

Relationship

Brand

Image

INNOVATION PROCESS

REGULATORY AND SOCIAL PROCESS

Opportunity ID R&D Portfolio Design/Develop Launch

Environment Safety & Health Employment Community

Information System

Organization Structure and Capability

CONTOH GENERIC STRATEGY MAP

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

A strong financial base to sustain our mission and achieve our vision 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?

Managed growth

Cost-efficient care service

Maximum high margin market opportunities

PRIMARY CARE PATIENTS Excellent service

Personal relationship

Outstanding customer service

Easy access

On-time service

Friendly, attentive interactions

SPECIALTY CARE PATIENTS/REFERRING PHYSICIANS Leadingedge technology

Leadingedge expertise

PAYERS/EMPLOYERS

Continued Clinical Excellence

Developed leading-edge techniques and programs

Developed research opportunities alligned with targeted growth areas

PriceCompetitive Service

Innovative Programs

Operational Excellence

Clinical practice management

Optimized staff efficiency

Redesigned Operations for efficiency and effectiveness

Continually developed subspecialized clinical services

LEARNING & GROWTH PERSPECTIVE How we will sustain our ability to change and improve?

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

Developed leadership and management talent

Implemented technology and developed facilities and infrastructure to support internal process

ST. MARY’S DULUTH CLINIC HEALTH SYSTEM’S STRATEGY MAP

FINANCIAL PERSPECTIVE To financially sustain our mission, what must we focus on?

Long-term shareholder value Revenue Growth

Increased productivity

Revenues from new customers

Become industry cost leader

Increased customers' account share

Maximum use of existing assets

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?

Offer products and services that are consistent, timely, and low cost Lowest-cost (highest-profit) supplier

Operation Management

Outstanding supplier relationship

Efficient, timely distribution

Customer Management

Produce goods and services: cost, quality, time

Manage risk

Speed purchase

Perfect quality

Provide convenient oder handling process Provide desired variety of products/ services

Inovation

Process innovation

Appropriate selection

Regulatory & Social Avoid environmental and safety accidents

Manage capital project

Provide ongoing service

Contribute to communities

A capable, motivated, and technologically enabled workforce LEARNING & GROWTH PERSPECTIVE How we will sustain our ability to change and improve?

Six Sigma/TQM process improvement capability

Electronic Supplier and Customer Relationship

Improved processes: better, faster, and cheaper

Fasilitated Knowledge Sharing and Replicated Best Practice

STRATEGY MAP TEMPLATE FOR COST LEADERSHIP STRATEGY

FINANCIAL PERSPECTIVE To financially sustain our mission, what must we focus on?

Long-term shareholder value Revenue Growth

Increased productivity

Revenues from new products

Managed total life-cycle product costs

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?

Gross margins: new product

Products and service that expand existing performance boundaries into the highly desirable High performance products: smaller, faster, lighter, cooler, more accurate, more storage, brighter...

First to market

Operation Management

Customer Management

Flexible robust processes

Rapid introduction of new products

Supply capacity for rapid growth

In-line experimentation and improvement

Educate customer about complex new products/ services Capture customer ideas for new product/ service

New customer segments

Inovation

Regulatory & Social

Diciplined, high-performance product development

Minized product liability & environmental impact

Product development time: from idea to market

Contribute to communities

Find, motivate, grow, and retain the best talented people A capable, motivated, and technologically enabled workforce LEARNING & GROWTH PERSPECTIVE How we will sustain our ability to change and improve?

Deep functional expertise

Creative, versatile employees; cross-functional teamwork

Virtual product prototyping and simulation

CAD/CAM

Creativity, innovation

STRATEGY MAP TEMPLATE FOR PRODUCT LEADERSHIP STRATEGY

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 activity-

based 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)

CUSTOMER VALUE MINDSET. Oleh: Mulyadi Universitas Gadjah Mada

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