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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
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.
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
KARAKTERISTIK PASAR
PASAR KOMERSIAL PASAR MODAL
Karakteristik
Kapabilitas manajemen dalam menyediakan produk dan jasa yang melampaui harapan customer
Biaya Modal
RONA
WACC
EVA =
Revenues
Cost
RONA
Stakeholder yang menyebabkan suatu institusi ada dan memampukan institusi melakukan ekspansi
INVESTOR
CUSTOMER
Financial Returns
Pendapatan
PERSONEL Investasi hanya dilakukan oleh investor jika suatu usaha memiliki customer yang profitable
(2) Biaya
Organizational System
Continuous Improvement
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
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
PENTINGNYA PARADIGMA
Watch your thoughts; they become words.
FRANK OUTLAW
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
NEW RULE
Care is based on continuous healing relationship Care is customized according to patient needs and values The patient is the source of control Knowledge is shared and information flows freely
..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
VendorManaged Inventory
Kebutuhan Customer
Proses Pemanfaatan
Customer Value
Kepuasan Customer
Atribut Produk
Konsekuensi Pemanfaatan
ATTRIBUTES OF AN OFFER
SPEED CONNECTIVITY INTANGIBLES
Anytime
Online Interactive
Real Time
Anyplace
Customizing Upgrading
QUALITY RELATIONSHIP
Customer Value
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
KEYAK INAN DASAR: (1) bisnis me rupakan suatu mata rantai yang me nghubungkan pe mas ok de ngancustome rs, (2) custome rs me rupakan tujuan pe ke rjaan, (3) sukse s me rupak an hasil pe nilaian te r hadap sua ra customers NILAI DASAR: (1) inte gritas, (2) ke re ndahan hati, dan (3) ke se diaan untuk me layani. Paradigma Customer Value
KEYAKINAN DASAR
Bisnis merupakan suatu mata rantai yang menghubungkan pemasok dengan customers
MATARANTAI
Alternatif Pesaing Alternatif
Pemasok
Perusahaan
Customer
Alternatif
Pesaing
Alternatif
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.
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
NILAI DASAR
Integritas
Kerendahan hati
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.
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
Implementasi
Pengendalian
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 kepada sopir 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 jam 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
Direk si
Auditor Intern
Keuangan
SDM
Ak untansi
Umum
Mark eting
Operation
Engineering
Logistic
Utilities
Pemasaran
Pengiriman
Pemasaran
Pengiriman
Customer A
Customer B
M es in Bubut
M es in Bubut
M es in Potong
M es in Las
M es in Potong
Me sin Las
Produk Jadi A
Produk Jadi B
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.
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
PERSPEKTIF CUSTOM ER
CUSTOMER VALUE
Re gulatory and Social Proce sse s Proce ss that improv e community and the e nv ir onme nt
PERSPEKTIF PROSES
Ope rations M anage me nt Proce sse s Proce ss that produce and de liv e r products and se rv ice s
VALUECREATING PROCESS
Huma n Capital
Information Capital
Organization Capital
INTANGIBLE ASSETS
VISION: SMDC is a value-dr iven, integr ate d o rganiz ation w hich w ill be recognize d for excelle nce in custom er ser vice, quality patient car e, financial str ength, and supp ort o f co mm unity health
A str ong fin ancial base to sustain our m is sio n and achie ve our vision FINANC IAL PE RSPE CTIVE To financially sus tain our m is sio n, w hat m ust w e focus on? Managed gr ow th
CUST OME R PE RSPE CTIVE To achieve our vision, how sho uld w e ap pear to o ur cus tom er ? PROC E SS PE RSPE CTIVE To satisfy our cu stom er , w hich pr oces ses m ust w e excel at?
PRIMARY CARE PATIE NTS E xcelle nt ser vice Per sonal re lationsh ip
SPECIA LTY CARE PATIE NTS/RE FE RRING PHYSIC IANS Leadingedg e techno lo gy Leadingedg e expertise
E asy access
Developed re sear ch opp ortunities allign ed w ith targe ted g row th ar eas
LEARNING & GROWTH PE RSPE CTIVE How w e w ill sus tain our ability to chang e and imp rove?
Clear ly co mm unicated expectatio ns and accoun tab ilities aligned w ith strategic pr ior ities
An envir onm ent to sup port em plo yee eng agem ent and co mm ittm ent to the m is sio n
Recruited and re taine d q ualified staff Imp lem en ted techno lo gy and developed facilitie s an d infrastr ucture to sup port in ter nal pr oces s
To profitably produce and sell complete, innovative, world-class solution for the transportation and control of fluids.
MISI:
Com pliance w ith the highest quality, health, and safety standards
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 neighbors and our regions quality of life
Productivity Strategy
Growth Strategy
PERSPEKTIF KEUANGAN
Selection Functionality
Service
Partnership
Brand
Relationship
Image
REGULATORY AND SOCIAL PROCESS Environment Safety & Health Employment Community
Employee Capability
Employee Commitment
Information System
VISION: SMDC is a value-dr iven, integr ate d o rganiz ation w hich w ill be recognize d for excelle nce in custom er ser vice, quality patient car e, financial str ength, and supp ort o f co mm unity health
A str ong fin ancial base to sustain our m is sio n and achie ve our vision FINANC IAL PE RSPE CTIVE To financially sus tain our m is sio n, w hat m ust w e focus on? Managed gr ow th
CUST OME R PE RSPE CTIVE To achieve our vision, how sho uld w e ap pear to o ur cus tom er ? PROC E SS PE RSPE CTIVE To satisfy our cu stom er , w hich pr oces ses m ust w e excel at?
PRIMARY CARE PATIE NTS E xcelle nt ser vice Per sonal re lationsh ip
SPECIA LTY CARE PATIE NTS/RE FE RRING PHYSIC IANS Leadingedg e techno lo gy Leadingedg e expertise
E asy access
Developed re sear ch opp ortunities allign ed w ith targe ted g row th ar eas
LEARNING & GROWTH PE RSPE CTIVE How w e w ill sus tain our ability to chang e and imp rove?
Clear ly co mm unicated expectatio ns and accoun tab ilities aligned w ith strategic pr ior ities
An envir onm ent to sup port em plo yee eng agem ent and co mm ittm ent to the m is sio n
Recruited and re taine d q ualified staff Imp lem en ted techno lo gy and developed facilitie s an d infrastr ucture to sup port in ter nal pr oces s
FINANCIAL PE RSPE CTIVE To financially sus tain our m is sio n, w hat m ust w e focus on?
Revenue s fro m new cus tom er s Incr ease d cu stom er s' accoun t shar e
CUST OME R PE RSPE CTIVE To achieve our vision, how sho uld w e ap pear to o ur cus tom er ?
Offer p rod ucts and ser vices that are con sisten t, time ly, and low cost Low es t-cost (hig hest-p rofit) sup plier
Per fe ct qu ality
PROCE SS PE RSPE CTIVE To satisfy our cu stom er , w hich pr oces ses m ust w e excel at?
Custome r M anage me nt
Pr ovide co nvenien t ode r hand ling pr oces s Pr ovide des ir ed var ie ty of products/ ser vices Pr ovide ong oin g ser vice
Inov a tion
Pr oces s innovation
Manage risk
FINANCIAL PERSPECTIVE To financially sus tain our m is sio n, w hat m ust w e focus on?
CUST OMER PERSPECTIVE To achieve our vision, how sho uld w e ap pear to o ur cus tom er ?
Pr oducts and s ervice that expand existin g p erform an ce boun dar ies into the highly des ir able High per fo rm ance p rodu cts: sm aller, fas ter , lig hte r, cooler, mo re accur ate , m ore stor age, brighter ...
Firs t to m ar ket
PROCESS PERSPECTIVE To satisfy our cu stom er , w hich pr oces ses m ust w e excel at?
Custome r M anage me nt
Ed ucate cu stom er about co mplex n ew products/ ser vices
Inov a tion
Diciplin ed, high-perform ance p rodu ct developm ent
Contribu te to co mm unities
Find, motiv ate , grow, and r e tain the be st tale nte d pe ople A capable , motiv ate d, a nd tec hnologically e nable d wor kforc e
LEARNING & GROWTH PERSPECTIVE How w e w ill sus tain our ability to chang e and imp rove? Cr eative, ve rsatile em ploye es; cr oss-fu nctio nal team w ork
CAD/CAM
Cr eativity, innovation
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
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
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)