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)
Improve costStructure
Increase assetUtilization
EnhanceCustomer Value
Expand RevenueOpportunities
QUALITY BRANDPRICE
PARTNERSHIPSERVICEFUNTIONALLITYSELECTIONAVAILIBILITY
CUSTOMER VALUE PROPOSITION
Product/Service Atributes Relationship Image
Operation Management Processes
InovationProcesses
Regulatory & Social Processes
FINANCIAL PERSPECTIVE
CUSTOMER PERSPECTIVE
INTERNAL PERSPECTIVE
LEARNING & GROWTH PERSPECTIVE
A STRATEGY MAPS (HOW THE ORGANIZATION CREATE VALUE)
Customer Management Processes
• 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
CUSTOMER VALUE PROPOSITION
Develop supplierrelations
DistributeTo customers
Manage Risk
FINANCIAL PERSPECTIVE
CUSTOMER PERSPECTIVE
INTERNAL PERSPECTIVE
LEARNING & GROWTH PERSPECTIVE
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
LONG-TERM SHAREHOLDER VALUEGrowth Strategy Productivity Strategy
Improve costStructure
Increase assetUtilization
EnhanceCustomer Value
Expand RevenueOpportunities
QUALITY BRANDPRICE
PARTNERSHIPSERVICEFUNTIONALLITYSELECTIONAVAILIBILITY
CUSTOMER VALUE PROPOSITION
Product/Service Atributes Relationship Image
Operation Management Processes
InovationProcesses
Regulatory & Social Processes
FINANCIAL PERSPECTIVE
CUSTOMER PERSPECTIVE
INTERNAL PERSPECTIVE
LEARNING & GROWTH PERSPECTIVE
CUSTOMER MANAGEMENT STRATEGY MAP TEMPLATE
Customer Management Processes
• 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
IMPROVE SALESPRODUCTIVITY
EnhanceCustomer Value
Expand RevenueOpportunities
QUALITY BRANDPRICE
PARTNERSHIPSERVICEFUNTIONALLITYSELECTION
AVAILIBILITY
CUSTOMER VALUE PROPOSITION
Product/Service Atributes Relationship Image
CUSTOMERRETENTION
CUSTOMER GROWTH
FINANCIAL PERSPECTIVE
CUSTOMER PERSPECTIVE
INTERNAL PERSPECTIVE
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
LONG-TERM SHAREHOLDER VALUEGrowth Strategy Productivity Strategy
Improve costStructure
Increase assetUtilization
EnhanceCustomer Value
Expand RevenueOpportunities
QUALITYBRAND
PRICE
PARTNERSHIPSERVICE
FUNTIONALLITYSELECTIONAVAILIBILITY
CUSTOMER VALUE PROPOSITION
Product/Service Atributes Relationship Image
Operation Management Processes
InovationProcesses
Regulatory & Social Processes
FINANCIAL PERSPECTIVE
CUSTOMER PERSPECTIVE
INTERNAL PERSPECTIVE
LEARNING & GROWTH PERSPECTIVE
A STRATEGY MAPS ( MANAGING INNOVATION )
Customer Management Processes
• 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
IMPROVE SALESPRODUCTIVITY Enhance
Customer ValueExpand Revenue
Opportunities
CUSTOMER VALUE PROPOSITION
FINANCIAL PERSPECTIVE
CUSTOMER PERSPECTIVE
INTERNAL PERSPECTIVE
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
Improve costStructure
Increase assetUtilization
EnhanceCustomer Value
Expand RevenueOpportunities
QUALITY BRANDPRICE
PARTNERSHIPSERVICEFUNTIONALLITYSELECTIONAVAILIBILITY
CUSTOMER VALUE PROPOSITION
Product/Service Atributes Relationship Image
Operation Management Processes
InovationProcesses
Regulatory & Social Processes
FINANCIAL PERSPECTIVE
CUSTOMER PERSPECTIVE
INTERNAL PERSPECTIVE
LEARNING & GROWTH PERSPECTIVE
A STRATEGY MAPS ( MANAGING REGULATORY AND SOCIAL PROCESSES )
Customer Management Processes
• 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
Reduce risk ofDoing business Attract socially
customers
CUSTOMER VALUE PROPOSITION
FINANCIAL PERSPECTIVE
CUSTOMER PERSPECTIVE
INTERNAL PERSPECTIVE
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
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SP
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TIV
EL
EA
RN
. & G
RO
WT
H P
ER
SP
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TIV
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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%)
SASARAN STRATEGIKUkuran Hasil
(outcome measure, LAG Indicators)
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
SASARAN STRATEGIKUkuran Hasil
(outcome measure, LAG Indicators)
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