CUSTOMER VALUE MINDSET

Oleh:
Mulyadi
Universitas Gadjah Mada
mulyadiugm@gmail.com

Jogjakarta, September 2013

BAGAIMANA PENGETAHUAN
MANAJEMEN
DIBANGU
N

MANAGEMENT
KNOWLEDGE

CUSTOMER
VALUE STRATEGY

CONTINUOUS
IMPROVEMENT
CROSS-
FUNCTION EMPLOYEE
AL TEAM 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
6. Customer value mindset
7. Perwujudan customer value mindset ke dalam sistem
manajemen
8. Closing remark
 SIAPA CUSTOMER?
External customers:
Customer adalah pembeli, end user
Customer adalah pemasok

Internal customer:
Customer adalah pemilik proses selanjutnya
 SIAPA CUSTOMER?

RS
Bank
Sekolah
Media massa (TV, Koran, Majalah,
Provider) Internet
Publishing company
Negara
 APA YANG AKAN KITA BAHAS
SEKARANG
?

1. Opening remark
2. Siapa customer itu?
3. Customer value strategy
4. Konsep customer value
5. Paradigma customer value
6. Customer value mindset
7. Perwujudan customer value mindset ke dalam sistem
manajemen
8. Closing remark
 CUSTOMER VALUE STRATEGY

Customer value strategy adalah

strategi penempatan customer pada
peringkat pertama dari keseluruhan
stakeholders
organisasi dan penyediaan the best value bagi
customer tersebut
 KARAKTERISTIK PASAR
PASAR KOMERSIAL PASAR MODAL

Karakteristik
Terdapat banyak perusahaan Terdapat banyak perusahaan
memperebutkan pilihan memperebutkan pilihan
customer investor

Syarat Kapabilitas manajemen Kapabilitas manajemen

keberhasilan dalam menyediakan produk dalam mengelola secara
jangka panjang dan jasa yang melampaui profitable dana investor
perusahaan di harapan customer
pasar
EVA = Pendapatan - Biaya Operasi - Biaya Modal Biaya Modal
EVA = Pendapatan - Biaya Operasi - Biaya Modal

Proses yang
Produk dan
Produktif dan
Jasa Unggul
Cost Effective

RONA WACC
 EVA = Revenues - Cost - Cost of Capital

RONA WACC

Products/services
gets cheaper faster

Distinctive Cost Effective

Products/ and Productive
Services Processes

Rapid and Cost cutting is

continuous the answer
innovation

Stakeholder yang institusi Stakeholder yang

menyebabkan suatu melakuka memacu suatu usaha
institusi ada dan n self propelling
memampukan ekspansi
 PERING RTA
CUSTOMER KAT MA
DITEMPATKAN P STAKEHO
PADA E LDERS
CUSTOMER
I
N
V
E
S
T
O
R

Finan Pendap (4
( cial atan )
5 Retu P
Inves (1 ) rns (3 r
tasi ) ) o
d
u
k

d
a
n

J
a
s
a

PERS (2)
ONE
L Biaya
Investasi
hanya
dilakukan
oleh
investor
jika suatu
usaha
memiliki
customer
yang
profitable

Stakeholder yang
menjadikan institusi
sebagai wealth-creating
institution
 APA YANG AKAN KITA BAHAS
SEKARANG
?
1. Opening remark
2. Siapa customer itu?
3. Customer value strategy
4. Konsep customer value
5. Paradigma customer value
6. Customer value mindset
7. Perwujudan customer value mindset ke dalam sistem
manajemen
8. Closing remark
 Kelangsungan Hidup dan
Pertumbuhan Perusahaan

MENGAPA
CUSTOME
Customer Value R VALUE?
Strategy

Organizational
System

Continuous
Improvement
 KONSEP CUSTOMER VALUE

Customer Value = (Benefit - Sacrifice) * Relationship

 VALUE

Value adalah hasil untuk customer, sebagai

fungsi pengorbanan yang dilakukan dan semua
manfaat yang diperoleh customer dalam
pemerolehan dan pemanfaatan produk atau
jasa.
Value = Manfaat Pengorbanan
Relationship merupakan pelipatganda
customer
value
 MANFAAT

Orang tidak membeli suatu produk/jasa karena

produk/jasa itu sendiri, namun karena manfaat
yang dapat diperoleh dari produk/jasa tersebut.
Tidak hanya dari atribut yang melekat pada
produk/jasa, namun dari keseluruhan proses
pemanfaatan produk dan jasa tersebut.
Produk dipandang sebagai a bundle of services
 PENGORBANAN
Uang yang dikeluarkan oleh
customer
Waktu
Energi
Kedamaian pikiran
Waktu tidur
PATIENT CENTERED CARE DIMENSIONS

1. Respect for patients values, preferences, and

expressed needs

2. Coordination and integration of care

3. Information, communication, and education
4. Physical comfort
5. Emotional supportrelieving fear and anxiety
6. Involvement of family and friends
 APA YANG AKAN KITA BAHAS
SEKARANG
?

1. Opening remark
2. Siapa customer itu?
3. Customer value strategy
4. Konsep customer value
5. Paradigma customer value
6. Customer value mindset
7. Perwujudan customer value mindset ke dalam sistem
manajemen
8. Closing remark
PENTINGNYA PARADIGMA
Watch your thoughts; they become words.
Watch your words; they become actions.
Watch your actions; they become habits.
Watch your habits; they become character.
Watch your character; it becomes destiny.
FRANK OUTLAW
 PARADIGMA CUSTOMER
VALUE
Kami menjual apa yang dapat kami buat. We sell
what
we produce (paradigma lama)

Kami membuat apa yang dibutuhkan oleh

customer.
What does the customer want to buy? (paradigma baru)

Paradigma customer value mengarahkan semua

proses bisnis dan organisasi untuk menghasilkan value
bagi customer.
 Customer value mengubah arah perhatian manajer,
dari fokus untuk memuasi kepentingan diri sendiri,
berbalik menuju ke pemuasan kebutuhan customer.
APA YANG DIHARAPKAN OLEH PASIEN
DARI PENYEDIA JASA LAYANAN
KESEHATAN?

Beyond patient visit

Individualism

Control

Information

Science

Safety

Transparency

Anticipation

Value

Cooperation
 SIMPLE RULES OF THE 21st-
CENTURY HEALTH CARE
SYSTEM

CURRENT APPROACH NEW RULES

Care is based primarily on Care is based on
visits continuous healing
relationship
Professional autonomy Care is customized
drives variability 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 Decision making is on evidence-

training and experience based
Do no harm is an individual Safety is a system property
responsibility
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 Cooperation among clinicians is a

roles over the system primary
 ORGANISASI SEBAGAI WEALTH
CREATING
INSTITUTIO
N

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
STOP
TRANSPORT
STORE

USE
DISPOSE
OF
..certainly never a traffic jam on
there is that extra mile
(Mary Kay Ash)
FIND
FATSUDS
ACQUIRE

Easy To Do
Business With
TRANSPORT

STORE

Vendor- To Be A Provider
More of Solution to
USE Value-Added Managed
Inventory Your Next
Process

DISPOSE OF

Easy To Do
Business With
STOP
VALUE DARI SUDUT PANDANG
CUSTOMER

Costcost to produce vs cost-in-use measure.

Speedcycle time versus repair and return-to-
service time.

Serviceship-on-time index versus received-on-

time index.

Qualitydefect-free product versus kualitas

produk menurut persepsi customer.

Innovationjumlah paten yang dimiliki oleh

perusahaaan versus persentase pendapatan yang
dihasilkan oleh produk yang diciptakan dalam lima tahun
terakhir.
 PRODUK ADALAH SATU IKAT JASA

Kebutuhan
Custome
r

Proses Cu s tom e Kepuasan

Pemanfaata r Customer
Desain dan
Produksi n V al u
e

Atribut
Produk

Kondisi Pemanf Konsekuensi

Sebelum aatan Pemanfaatan
Kondisi Setelah Pemanfaa
tan
 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
HUBUNGA
N
VERTIKA
L
QUALITY
RELATIONSHI
Employee
SPEED
E m po w e r m e n
t CONNECTIVITY INTANGIBLES
HUBUNGAN
HORIZONT
P
AL

Anytime Online Learning

C r o ss - Fun c t i on al
T ea m / O r g a n i z a t i on

HUBUNGA
Anticipating
N
EKSTERNA
Interactive
Customer Value

L Filtering
Partnered Relationship
Real Time
Network Organization
Anyplace Customizing
HUBUNGAN
DENGAN
CUSTOME
Upgrading
R

Customer
R ela t i on s h i
 p
Manageme
nt

HUBUNGA
N
GEOGRAF
IK

On-line
I n f o r m a t i on
System,
I nternet
 APA YANG AKAN KITA BAHAS
SEKARANG
?

1. Opening remark
2. Siapa customer itu?
3. Customer value strategy
4. Konsep customer value
5. Paradigma customer value
6. Customer value mindset
7. Perwujudan customer value mindset ke dalam sistem
manajemen
8. Closing remark
 KEYAKINAN DAN NILAI DASAR
UNTUK
MEWUJUDKAN PARADIGMA CUSTOMER
VALUE
 KEYAKINAN DASAR
Bisnis merupakan suatu mata rantai
yang menghubungkan pemasok dengan
customers
Customer merupakan tujuan pekerjaan
Sukses merupakan hasil
penilaian terhadap suara
customer.
 MATARANTAI
Pesaing
Alternatif Alternatif

Pemasok Perusahaan Customer

Alternatif Alternatif

Pesaing
 CONTOH KEYAKINAN
DASAR PERUSAHAAN
PELABUHAN

Contoh:Port of Singapore Authority (PSA)

Customer Focus
We believe that customer service and satisfaction are
fundamental to any successful long term partnership. We
shall provide our customers with service of the right quality
and at the right price.

Communication
We believe that open communication is essential to build
trust and understanding with our customers, our people,
our shareholders and the countries we serve. Only then can
we meet our customers needs, our peoples aspirations
and our shareholders expectations, and be a good
corporate
citizen.
 The Tioxide Group Ltd.

Customerscustomers are our first priority

Peoplepeople are our greatest strength
Qualityquality is vital to our business
Innovationcontinuous improvement by innovation
in our technology, marketing,and supporting services
is essential to our success.

Environmentwe wish to be welcomed and

respected
members of our communities.
 CONTOH CORE BELIEF SUATU
PERUSAHAAN
KONSULTANSI
The most important asset in our business is our
human
asset.
Our survival depend on our ability to maintain the
distinctiveness of our service perceived by customers.
Our distinctiveness comes from our ability to apply
knowledge to our works that benefit our
customer.

In a competitive and turbulent business

environment, organization survival depend on its
ability to make quantum-leap improvements.
 Appropriate management system is a major
determinant for organization to be a wealth-multiplying
institution.
TUJUAN PEKERJAAN

Boss Customer Diri Sendiri

Tujuan
Pekerjaan
 KEBERHASILAN PERUSAHAAN DARI
KEMAMPUAN
MENDENGARKAN SUARA
CUSTOMER

Bagaimana mempertahankan customer?

Pesaing berlomba melakukan improvement
terhadap value yang disediakan bagi customer.
Customer yang sulit justru memberikan peluang
untuk meningkatkan kualitas layanan.
 NILAI DASAR

Integritas
Kerendahan hati
Kesediaan untuk melayani
 INTEGRITAS
Berbagai komitmen dibuat
dalam berhubungan dengan
customer.
Integritas adalah kemampuan
seseorang untuk mewujudkan apa yang
telah dikatakan menjadi suatu realitas,
dalam situasi apa pun.
To walk the talk.
 KERENDAHAN HATI

Kerendahan hati menyebabkan sikap

terbuka, menerima, dan menghargai orang
lain.
Kerendahan hati merupakan dasar
untuk membangun quality relationship
dengan customers
Tinggi hati menyebabkan sikap tertutup,
menjaga jarak, dan cenderung merendahkan
orang lain.
 KESEDIAAN UNTUK MELAYANI

Ringan hati untuk memberikan

layanan bagi customer
Helpful, berinisiatif dalam memberikan
layanan kepada customer
Keyakinan bahwa the only reason we
are
in business is our customer.
 APA YANG AKAN KITA BAHAS
SEKARANG?
1. Opening remark
2. Siapa customer itu?
3. Customer value strategy
4. Konsep customer value
5. Paradigma customer value
6. Customer value mindset
7. Perwujudan customer value mindset ke dalam sistem
manajemen
8. Closing remark
 PERWUJUDAN CUSTOMER
VALUE
MINDSE
T
ETDBW, MVA,VMI
Perubahan pandangan terhadap organisasi
Jejaring informasi
Sistem penghargaan personel
Strategy formulation
Strategic planning
Budgeting
Implementasi
 Pengendalian
 ETDBW, MVA, AND VMI
Easy to do business with (ETDBW) continue to
give the customer what you always have but in
more convenient way.

More value-added (MVA)go beyond merely giving

the customer your products and services; you need to
help them solve the problems that motivate them to
ask
for your products or services in the first place.

Vendor-managed inventory (VMI)let your supplier

manage your inventory
 MVA
SOLUTION

The more help you provide your

customers to fill the gap, the
more value you add to them,
which, of course, differentiates
you from your competitors who
are still scrambling around at
the bottom of the ladder

PRODUCT
 MVA

Perusahaan bertindak sebagai main contractor yang

bertanggung jawab untuk mengintegrasikan berbagai
produk atau jasa yang dibutuhkan oleh customers
dalam menyelesaikan masalah yang dihadapi mereka.

Perusahaan memperluas tanggung jawab melampaui

produk dan jasa yang dibeli oleh customer, seperti
bertanggung jawab dalam perawatan, transportasi,
penyediaan data, pengendalian kas.
 MVA
Pacific Pridetidak hanya menjual bahan bakar mobil, tapi
menjual pengendalian uang muka bahan bakar yang dibayarkan
Enron Energy Servicetidak hanya menjual bahan bakar, tetapi
menjual sistem untuk mengendalikan biaya bahan bakar dengan fee yang
didasarkan pada pengurangan biaya yang dicapai.
Rolls-Roycemesin yang dipasang di pesawat disewakan berdasarkan
mesin tersebut digunakan.
Allegiance (distributor peralatan medik)memperluas tanggung
jawabnya dengan vendor-managed inventory (VMI)
 GE Medicalmenjual ekuipmen medik dengan memasang alat
untuk memonitor kinerja alat tersebut

Otis Elevatormenjual elevator dengan memasang alat untuk mengirim

data tentang jenis kerusakan elevator ke kantor Otis

Bell Telephone Companypenanganan kerusakan telpon oleh ahli

 PERGESERAN PARADIGMA
TERHADAP
ORGANISAS
I

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)

Jenjang atas
Direktur
Uta ma

I
I I I I
Direktur Direktur Direktur Direktur
Pemasaran Operasi Keuangan Umum

--------------------t-------------------------------------------------------------------------
Jenjang
menengah I I
Bagi an Bagian
Promosi Penjualan
 I
I
I I
Jenjang
bawah
Seksi Seksi
Penerimaan Pengiriman
Order
Implementing the . UIC/1tl Solution
 UPSIDE-DOWN
ORGANIZATION: FORT
RELEY, KANSAS, U.S.A.
R

BOC
Organizati
on as a
B Pool of
O
Shared
Competenc
ies and
Resources
Kom S CFO
Komi ite P
te Keperawa I
Med tan ORGANISASI FUNGSIONAL PENDUKUNG
ik

Keuan P
Akunt S Logistik
gan e
ansi D Umum
M n
g
e
n
d
a
 l a M
ut
i n u

COO ORGANISASI FUNGSIONAL UTAMA

Medik Keperaw Diagnostik Far m as i I

atan Gizi n
s
t
.

B
e
d
a
h
S
e
n
t
r
a
l

Sistem Cross-Functional T eam

Pe
ma
sar
an
ORGANISASI SISTEM

Sistem Sistem Rawat Intensif

Ra
wat
Jal
an

Sistem
Ra
wa
t
In
ap

Siste
m
Rawa
t
Darurat
C

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F T
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Sistem C
Riset
dan r
Penge o
m-
banga s
n
s
-
F
u
n
c
t
i
o
n
a
l

T
e
a
m

RUPS = Rapat Umum Pemegang Saham

CEO = Chief Executive O ff i ce r
BOC = Board of COO = Chief Operating O ff ice r
Com missioner
CFO = Chief Financial O ff ice r
BOD = Board of
D i r ec t o r s
SYSTEM FOCUSED ON
CUSTOMER

Produks Produksi
i
Desain
Akuntansi
Desain

Akuntansi

Pemasara Pengirima Pemasara Pengiriman

n n n

Customer B
Customer
A
SYSTEM FOCUSED ON PRODUCTS
Cell A Cell B

Mesin
Mesin Bubut
Bubut

Mesin Mesin Mesin

Poton Mesin Las
Poton
g Las
g

Produk Jadi A Produk Jadi

B
 DAMPAK CUSTOMER VALUE
MINDSET
TERHADAP JEJARING
INFORMASI

Jejaring informasi digunakan sebagai

enabler
untuk membangun trust-based relationship.
Trust-based relationship merupakan
komponen pelipatganda customer value
 DAMPAK CUSTOMER VALUE
MINDSET
TERHADAP SISTEM
PENGHARGAAN

Penghargaan didistribusikan berbasis

kinerja dalam menghasilkan value bagi
customer
 Pergeseran dari position-based reward ke
performance-based reward.
 Strategy Formulation Syst e St rat eg ic

Feedforward
DAMPAK CUSTOMER
VALUE MINDSET THD
Strategic Planning System SISTEM MANAJEMEN
STRATEGIK

Programming System

Budgeting System Tactical

Implement at ion System

Monitoring System
Operational

Feedback
 DAMPAK STRATEGIKCUSTOMER VALUE
MINDSET
TERHADAP
MANAJEMEN

TRADITIONAL CONTEMPORARY

Proses manajemen Bagaimana kita menuju ke

sana?
strategik mencoba
menjawab empat
pertanyaan utama berikut
ini:
Siapa kita?
Berada di mana kita
sekarang?
Kemana kita akan
menuju?
 Proses manajemen customer apa kita berbisnis?
strategik mencoba Bagaimana kita dapat
menjawab empat menyediakan value terbaik untuk
pertanyaan utama memuasi kebutuhan customers
berikut tersebut?
Untuk memenuhi Apa yang dapat kita peroleh
kebutuhan dari penyediaan value tersebut?
PERSPEKTIF
KEUANGAN TANGIBLE
ASSETS
PERSPEKTIF
CUSTOMER Customer Value Proposition CUSTOMER
(More Value-Added)
VALUE
-------------------------------
PERSPEKTIF
Operations Customer Regulatory and
PROSES Management Management Innovation
Processes Social
Processes Processes Processes VALUE-
Process that Process that Process that Process that CREATING
produce and create new improve
enhance
deliver customer
products and community PROCES
products and
services
value services and the
environment
S
 PERSPEKTIF
PEMBELAJARAN DAN
PERTUMBUHAN INTANGIBLE
ASSETS
Skills Systems Culture
Training Databases Leadership
Knowledge Networks Alignment
Teamwork

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
ST. MARYS
A strong financial base to sustain
DULUTH CLINIC
our mission and achieve our

FINANCIA
vision
HEALTH
SYSTEMS
L

PERSPECTIV Managed Cost-efficient

E To
financially
sustain our
mission, what
growth
care
ser v ice STRATEGY MAP
must we
focus on?
Maximum high
margin market
opportunities

PRIMARY SPECIALTY CARE PAYERS/EMPLOYERS

CARE PATIENTS/REFERRIN
CUSTOMER PATIENTS G PHYSICIANS
PERSPECTIV
E
To achieve our Leading- Leading-
Personal Innovativ Price-
vision, how Excellen edge edge Competiti
t relationshi e
should we p technolog expertis ve
ser v ic y e Program Service
appear e
to our s
customer?

PROCESS Outstanding Operational

PERSPECTIVE Clinical customer service Continued
Exce llence
To satisfy our Excell enc e
customer,
which
processes
must we excel
at?

On-time Friendly, Developed leading-edge techniques and programs

Easy ser v ic e attentive
acces interactions
s
Developed research opportunities alligned with targeted growth a r e a s
 C f management
l s efficiency
i
n t
i a
c f
a
l
Redesigned
p Operations
r
a for
c efficiency
t and
i effectivenes
c
e s
O
p
t
i
m Continually
i developed
z subspecialize
e d clinical
d serv ices

LEARNING & Clearly

GROWTH communicated
PERSPECTIVE expectations An environment Recruited and
How we will and to support retained
sustain our accountabilities employee qualified staff
ability to change aligned with engagement and
and improve? strategic committment to Implemente
priorities the mission d technology
and
developed
Developed facilities
leadership and and infrastructure
management to
talent
support
internal
proces
s
Economic value
sustainably in
the long run AMANCO STRATEGY MAP
TRIPLE
BOTTOM
LINE Value generated through
a system of corporate
social responsibility
Value
generated
through
To profitably
MISI:
environmental
management produce and sell
FINANCIA complete, innovative,
L
DIMENSIO
N
world-class
Sustainable
profitable
growth
Improved
operating
efficiency
solution for the
transportation and
CUSTOMER DIMENSION To be the best purchasing option for our customer
contr
ol of
fluids
.
Custome
Brand image Innovative and
high margin
products
r
satisfactio VISI: To be recognized as
n
a leading industrial group
Effective Effective Implemente Improved
PROCESS
TECHNOLO
communication
to selected
research and
introduction
of new
d
CRM and
supply
chain in Latin America,
targets processes
GY
operating in a
products e- Optimum
DIMENSION business transformati
on
process
framework
Risk
Management of ethics, eco-
ENVIRONMENTA Minimum
L DIMENSION Compliance with
the highest
quality, health,
Social
impacts
environmenta
l impact
through eco-
efficiency, and social
management
and safety
standards
systems efficiency
concept responsibility, that
generate economic
HUMAN value and improve our
neighbors and our
RESOURC Deployed
E
DIMENSIO
Developed
employees
based on
Consolidated
internal culture
on company's
scorecar
d regions quality of life
strategic values
N competencies

Productivity Strategy
Growth Strategy

PERSPEKTI Lo
F T
KEUANGAN
 Shareholde
CONTOH GENERIC STRATEGY MAP
Improved Cost Increased Assets Expanded Revenue
Structure Utilization Opportunity

CUSTOMER VALUE
PERSPEKTI
F PREPOSITION
CUSTOME
R

Price Quality Availability Selection Functionality Partnership Brand

Service

Product Attributes Relationship Image

PERSPEKTI
F PROSES OPERATION CUSTOMER REGULATORY AND
MANAGEMEN MANAGEMEN INNOVATIO SOCIAL PROCESS
T PROCESS T PROCESS N
PROCESS
Inbound Selection Environment
Production Acquisition Safety & Health
Outbound Retention Opportunity ID Employment
Risk mgmt Growth R&D Portfolio Community
Design/Develo
p Launch

PERSPEKTIF
PEMBELAJARAN
DAN Information Organization
PERTUMBUHAN Employee Employee System Structure and
Capability C o m m it m e n t Capability

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
ST. MARYS
A strong financial base to sustain
DULUTH CLINIC
our mission and achieve our

FINANCIA
vision
HEALTH
SYSTEMS
L
PERSPECTIV Managed Cost-efficient
E To
financially
sustain our
mission, what
growth
care
ser v ice STRATEGY MAP
must we
focus on?
Maximum high
margin market
opportunities

SPECIALTY CARE PAYERS/EMPLOYERS

PRIMARY
CARE PATIENTS/REFERRIN
CUSTOMER PATIENTS G PHYSICIANS
PERSPECTIV
E
To achieve our Leading- Leading-
Excellen Personal Innovativ Price-
vision, how relationshi edge edge Competiti
should we t technolog expertis e ve
ser v ic p
appear y e Program Service
e
to our s
customer?

PROCESS Outstanding Operational

PERSPECTIVE Clinical customer service Continued
Exce llence
To satisfy our Excell enc e
customer,
which
processes
must we excel
at?

On-time Developed Clinical practice Optimized

Easy ser v ic e leading-edge staff management
acces techniques efficiency
s and programs

Friendly,
attentive Developed Redesigned
interaction research Operations
s opportunities for
alligned with efficiency
targeted and
growth a r e a s effectivenes
s

Continually
developed
subspecialize
d clinical
serv ices

LEARNING & Clearly

GROWTH communicated
PERSPECTIVE expectations An environment Recruited and
How we will and to support retained
sustain our accountabilities employee qualified staff
ability to change aligned with engagement and
and improve? strategic committment to Implemente
priorities the mission d technology
and
developed
Developed facilities
leadership and and infrastructure
management to
talent
support
internal
proces
s
FINANCIAL Long-term shareholder value
PERSPECTIVE
To financially
sustain our
STRATEGY MAP
mission, what
must we focus
on?
Increased productivity
Growth
Revenue
TEMPLATE FOR
COST
Revenues from
LEADERSHIP
new customers
 Become industry cost
leader
Maximum use of
Increased
customers'
STRATEGY
existing assets account share

CUSTOMER Offer products and services that are consistent, timely, and low cost
PERSPECTIVE
To achieve our
vision, how
Lowest-cost Speed
should we appear (highest-profit) Perfect quality Appropriate
to our customer? purchase selection
supplier

PROCESS Operation Customer Regulatory &

PERSPECTIVE
To satisfy our Management Management Social
customer, which Inovation
processes must
we excel at? Avoid
Provide
convenient
Produce Process environmental
Outstanding oder handling
supplier goods and innovation and safety
services: process
relationship accidents
cost, quality,
time
Provide Manage
desired capital
variety of project
products/
Efficient, Manage se r v i ces Contribute to
timely risk communities
distribution Provide
ongoing
ser v ice

A capable, motivated, and technologically enabled workforce

LEARNING & Electronic Improved Fasilitated Knowledge
GROWTH Supplier and processes: Sharing and
PERSPECTIVE Six Sigma/TQM Customer Replicated Best
process better, faster, and
How we will Relationship cheaper Practice
sustain our improvement
ability to change capability
and improve?

Long-term shareholder value

FINANCIAL
PERSPECTIVE
STRATEGY MAP
To financially
sustain our
mission, what
must we focus
Increased productivity
Revenue Growth
TEMPLATE FOR
on?

Revenues from
PRODUCT
Managed total life- new products
LEADERSHIP
Gross margins:
cycle product costs
new product STRATEGY
CUSTOMER Products and service that expand existing performance boundaries into the
PERSPECTIVE highly desirable
To achieve our
vision, how
High performance products:
should we appear smaller, faster, lighter, cooler, more New customer
to our customer? First to market
accurate, more storage, brighter... segments

PROCESS
PERSPECTIVE To Operation Customer Regulatory &
satisfy our Management Management Inovation
customer, which Social
processes must
we excel at? Flexible Rapid Educate Diciplined, high- Minized product
robust introduction customer about perfor- mance liability &
processes of new complex new product environmental
products products/ develop- impact
s er v ices ment

Supply In-line
experimen- Capture customer Product
capacity for ideas for new Contribute to
tation and development
rapid product/ ser v ice time: from communities
growth improve-
ment idea to
market

Find, motivate, grow, and retain the best talented people

A capable, motivated, and technologically enabled workforce

LEARNING & Creative,
GROWTH versatile
PERSPECTIVE How Deep functional employees; Virtual product
expertise prototyping and CAD/CAM
we will sustain our cross-functional Creativity,
ability to change teamwork simulation innovation
and improve?
 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)