Iage 1

CUSTD|EF 7ALUE |N0SET

Dleh:
|ulyadI
UnIversItas Cadjah |ada
Jogjakarta, September 2006
UTIP-UTIP PENTINC
Dpenny remcrk
SIapa customer Itu:
Konsep customer vclue
ParadIgma customer vclue
Customer vclue mndset
Perwujudan customer vclue mndset ke dalam sIstem
manajemen
Closny remcrk
DPENNC FE|AFK
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.
Knowhow wIll surpass guesshow. And trust, not trIcks, wIll
keep our customer loyal.
|ary Kay Ash
ChaIrman EmerItus, |ary Kay CosmetIcs, nc.
Iage 2
8utIr PentIng ke1
SAPA C0STDMER TU:
SAPA C0STDMER:
Externcl customers:
Customer adalah pembelI, end user
Customer adalah pemasok
lnterncl customer:
Customer adalah pemIlIk proses selanjutnya
SAPA CUSTD|EF:
8ank
Sekolah
Hosptcl
|edIa massa (T7, Koran, |ajalah,
lnternet Provder)
Publshny compcny
Negara
Iage 3
8utIr PentIng ke2
PAFA0C|A C0STDMER
\AL0E STRATE6Y:
PAFA0C|A C0STDMER \AL0E
STRATE6Y
Customer vclue strcteyy adalah strategI
penempatan customer pada perIngkat
pertama darI keseluruhan stckeholders
organIsasI dan penyedIaan the best vclue bagI
customer tersebut
KAFAKTEFSTK PASAF
EVA = Pendapatan - Iaya DperasI - Iaya hodaI Iaya hodaI
PASAP hD0AL PASAP KDhEPSIAL
Terdapat banyak perusahaan
memperebutkan pIlIhan
Investor
Terdapat banyak perusahaan
memperebutkan pIlIhan
customer
KapabIlItas manajemen
dalam mengelola secara
pro]tcble dana Investor
KapabIlItas manajemen
dalam menyedIakan produk
dan jasa yang melampauI
harapan customer
KarakterIstIk
Syarat
keberhasIIan
jangka panjang
perusahaan dI
pasar
Iage 4
E7A = Pendapatan 8Iaya DperasI 8Iaya |odal
Produk dan
Jasa UngguI
Proses yang
ProduktIf dan
Cost Ejjectve
WACC PDNA
EVA = Pevenues - Cost - Cost of CapItaI
0IstInctIve
Productsl
ServIces
Cost EffectIve
and ProductIve
Processes
PDNA WACC
ProductslservIces
gets cheaper faster
Cost cuttIng Is
the answer
PapId and
contInuous
InnovatIon
CUST0MER
0ITEhPATKAN
PA0A PEPINCKAT
PEPTAhA
STAKEH0L0ERS
Stakeholder yang
memacu suatu usaha
selj roellny
CUST0MER
INVESTDP
PEPSDNEL
nvestasI
Fncnccl
Returns
Produk
dan Jasa
Pendapatan
8Iaya
Stakeholder yang
menyebabkan suatu InstItusI
ada dan memampukan InstItusI
meIakukan ekspansI
Stakeholder yang
menjadIkan InstItusI
sebagaI wealth-creatny
nsttuton
(1)
(2)
(4)
(5)
InvestasI hanya
dIIakukan oIeh
Investor jIka suatu
usaha memIIIkI
customer yang
rojtable
(3)
Iage 5
8utIr PentIng ke2
KDNSEP C0STDMER \AL0E
|ENCAPA
C0STDMER
\AL0E: Customer \clue Strcteyy
Contnuous
lmprovement
Kelangsungan HIdup dan
Pertumbuhan Perusahaan
Drycnzctoncl
System
KDNSEP CUST0MER VALUE
Customer Value = (Benefit - Sacrifice) * Relationship
Iage 6
VALUE
\clue adalah hasIl untuk customer, sebagaI
fungsI pengorbanan yang dIlakukan dan semua
manfaat yang dIperoleh customer dalam
pemerolehan dan pemanfaatan produk atau
jasa.
7alue = |anfaat - Pengorbanan
Relctonshp merupakan pelIpatganda
customer vclue
hANFAAT
Drang 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 c bundle o] servces
PENCDF8ANAN
Uang yang dIkeluarkan oleh customer
Waktu
EnergI
KedamaIan pIkIran
Waktu tIdur
Iage 7
8utIr PentIng keJ
PAFA0C|A C0STDMER \AL0E
PENTNCNYA PAFA0C|A
Wctch your thouyhts; they become words.
Wctch your words; they become cctons.
Wctch your cctons; they become hcbts.
Wctch your hcbts; they become chcrccter.
Wctch your chcrccter; t becomes destny.
FFANK DUTLAW
PAFA0C|A C0STDMER \AL0E
"KamI menjual apa yang dapat kamI buat." (paradIgma
lama)
"KamI membuat apa yang dIbutuhkan oleh customer."
(paradIgma baru)
ParadIgma customer vclue mengarahkan semua proses
bIsnIs dan organIsasI untuk menghasIlkan vclue bagI
customer.
Customer vclue mengubah arah perhatIan manajer, darI
fokus untuk memuasI kepentIngan dIrI sendIrI, berbalIk
menuju ke pemuasan kebutuhan customer.
Iage 8
DFCANSAS SE8ACA WEALTH
CREATlN6 lNSTlT0TlDN
|endesaIn produk dan jasa yang menghasIlkan
vclue bagI customer.
|emproduksI produk dan jasa tersebut serta
mendIstrIbusIkannya ke customer dengan
proses operasI yang cost e]]ectve.
|emasarkan dan menjual produk dan jasa
tersebut secara efektIf kepada customer.
THE ENTFE USE PFDCESS
ParadIgma customer vclue mengubah
pandangan produser terhadap kualItas
produk.
FN0
ACQUFE
TFANSPDFT
STDFE
USE
0SPDSE DF
STDP
..certainly there is
never a traffic jam on
that extra mile
(Mary Kay Ash)
THE 8UYEF
EXPEFENCE
CYCLE
FIN0
ACUIPE
TPANSPDPT
STDPE
USE,
SUPPLEhENTS,
AN0
hAINTENANCE
0ISPDSE DF
STDP
THE UYEP EXPEPIENCE CYCLE
How Iong does It take to fInd the product you need!
Is the pIace of purchase attractIve and accessIbIe!
How secure Is the transactIon envIronment!
How rapIdIy can you make a purchase!
How Iong does It take to get the product deIIvered!
How dIffIcuIt Is It to unpack and InstII the new product!
0o buyers have to arrange deIIvery themseIves! If yes, how costIy and
dIffIcuIt Is thIs!
0oes the product requIre
traInIng or expert asssIstance!
0oes the product
requIre externaI
maIntenance!
How easy Is It to
maIntaIn and
upograde the
product!
Is the product easy to store
when not In use!
How effectIve are the product's
features and functIons!
0oes the product or servIce
deIIver far more power or
optIons than requIred by the
average user! Is It overcharged
wIth beIIs and whIstIes!
USE SUPPLEhENTS hAINTENANCE
0o you need other
products and
servIces to make
thIs product work!
If so how costIy are
they!
How much tIme do
they take!
How much paIn do
they cause!
How easy are the to
obtaIn!
How costIy Is
maIntenance!
0oes use of the product create waste Items!
How easy Is It to dIspose of the product!
Are there IegaI or envIronmentaI Issues In dIsposIng of the product safety!
How costIy Is dIsposaIs!
How costIy Is stopIng the product or servIce subscIptIon!
0oes the product requIre storage before It Is used!
How costIy Is storage of the product!
Iage 9
FATSU0S
FIN0
ACUIPE
TPANSPDPT
More
Value-Added
Vendor-
Manayed
lnventory
To e A Provder
oj Soluton to
Your Next
Process
STDPE
USE
0ISPDSE DF
STDP
Easy To 0o
usness Wth
Easy To 0o
usness Wth
7ALUE 0AF SU0UT PAN0ANC C0STDMER
Cost-cost to produce vs costnuse mecsure.
Speed-cycle tme versus repcr cnd returnto
servce tme.
Servce-shpontme ndex versus recevedon
tme ndex.
Quclty-de]ect]ree product versus kualItas produk
menurut persepsI customer.
lnnovcton-jumlah paten yang dImIlIkI oleh
perusahaaan versus persentase pendapatan yang
dIhasIlkan oleh produk yang dIcIptakan dalam lIma
tahun terakhIr.
PPD0UK A0ALAH SATU IKAT JASA
Kebutuhan
Customer
Desain dan
Produksi
Atribut
Produk
Proses
Pemanfaatan
Customer
Value
Kepuasan
Customer
Kondisi Sebelum
Pemanfaatan
Kondisi Setelah
Pemanfaatan
Konsekuensi
Pemanfaatan
Iage 1O
PFD0UK LE8H 0AF SEKA0AF SATU
KAT JASA
8atas antara produk dan jasa telah hIlang
Produser produk dan jasa menyedIakan suatu
tawaran (o]]er) kepada customer.
AtrIbut yang melekat pada tawaran adalah:
Kecepatan (speed)
KeterkaItan (connectvty)
KetIdaktampakan (ntcnyble)
ATTF8UTES DF AN DFFEF
SPEED CONNECTIVITY INTANGIBLES
Anytime
Real Time
Online
Interactive
Anyplace
Learning
Anticipating
Filtering
Customizing
Upgrading
Q0ALlTY
RELATlDNSHlP
Employee
Empowerment
Cross-Functional
Team/Organization
Partnered Relationship
Network Organization
Customer
Relationship
Management
Customer Value
HUBUNGAN
VERTIKAL
HUBUNGAN
HORIZONTAL
HUBUNGAN
EKSTERNAL
HUBUNGAN DENGAN
CUSTOMER
On-line Information
System, Internet
HUBUNGAN
GEOGRAFIK
Iage 11
8utIr PentIng ke4
C0STDMER \AL0E MlN0SET
KEYAKNAN 0AN NLA 0ASAF UNTUK |EWUJU0KAN
PAFA0C|A CUSTD|EF 7ALUE
Paradigma Customer Value
KEYAKINAN DASAR: (1) bisnis merupakan
suatu mata rantai yang menghubungkan pemasok
dengan customers, (2) customers merupakan tujuan
pekerjaan, (3) sukses merupakan hasil penilaian
terhadap suara customers

NILAI DASAR: (1) integritas, (2) kerendahan hati, dan (3)

kesediaan untuk melayani.
Pengetahuan
Manajemen
Tampak Luar
Mindsetyang
Melandasi
Perilaku Bisnis
KEYAKNAN 0ASAF
8IsnIs merupakan suatu mata rantaI
yang menghubungkan pemasok dengan
customers
Customer merupakan tujuan pekerjaan
Sukses merupakan hasIl penIlaIan
terhadap suara customer.
Iage 12
hATAPANTAI
Customer
Perusahaan
Pemasok
PesaIng
PesaIng
AIternatIf
AIternatIf
AIternatIf
AIternatIf
CDNTDH KEYAKNAN 0ASAF
PEFUSAHAAN PELA8UHAN
Contoh:Port of SIngapore AuthorIty (PSA)
Customer Focus
We beleve thct customer servce cnd scts]ccton cre
]undcmentcl to cny success]ul lony term pcrtnershp. We shcll
provde our customers wth servce o] the ryht quclty cnd ct the
ryht prce.
Communccton
We beleve thct open communccton s essentcl to buld trust
cnd understcndny wth our customers, our people, our
shcreholders cnd the countres we serve. Dnly then ccn we meet
our customers' needs, our people's csprctons cnd our
shcreholders' expectctons, cnd be c yood corporcte ctzen.
The TIoxIde Croup Ltd.
Customers-customers are our fIrst prIorIty
People-people are our greatest strength
QualIty-qualIty Is vItal to our busIness
nnovatIon-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.
Iage 13
CDNTDH CDRE 8ELlEF SUATU PEFUSAHAAN
KDNSULTANS
The most mportcnt csset n our busness s our humcn
csset.
Dur survvcl depend on our cblty to mcntcn the dstnctveness
o] our servce perceved by customers.
Dur dstnctveness comes ]rom our cblty to cpply knowledye to
our works thct bene]t our customer.
ln c compettve cnd turbulent busness envronment,
orycnzcton survvcl depend on ts cblty to mcke
qucntumlecp mprovements.
Approprcte mcncyement system s c mc]or determncnt
]or orycnzcton to be c weclthmultplyny nsttuton.
TUJUAN PEKEFJAAN
Customer
Tujuan
Pekerjaan
oss 0IrI SendIrI
KE8EFHASLAN PEFUSAHAAN 0AF KE|A|PUAN
|EN0ENCAFKAN SUAFA C0STDMER
8agaImana mempertahankan customer:
PesaIng berlomba melakukan mprovement
terhadap vclue yang dIsedIakan bagI customer.
Customer yang sulIt justru memberIkan peluang
untuk menIngkatkan kualItas layanan.
Iage 14
NLA 0ASAF
ntegrItas
Kerendahan hatI
KesedIaan untuk melayanI
NTECFTAS
8erbagaI komItmen dIbuat dalam
berhubungan dengan customer.
ntegrItas adalah kemampuan seseorang
untuk mewujudkan apa yang telah
dIkatakan menjadI suatu realItas, dalam
sItuasI apa pun.
To wclk the tclk.
KEFEN0AHAN HAT
Kerendahan hatI menyebabkan sIkap terbuka,
menerIma, dan menghargaI orang laIn.
Kerendahan hatI merupakan dasar untuk
membangun quclty relctonshp dengan
customers
TInggI hatI menyebabkan sIkap tertutup,
menjaga jarak, dan cenderung merendahkan
orang laIn.
Iage 15
KESE0AAN UNTUK |ELAYAN
FIngan hatI untuk memberIkan layanan
bagI customer
Help]ul, berInIsIatIf dalam memberIkan
layanan kepada customer
KeyakInan bahwa "the only recson we
cre n busness s our customer."
8utIr PentIng ke5
PEFWUJU0AN C0STDMER \AL0E MlN0SET
PEFWUJU0AN C0STDMER \AL0E
MlN0SET
ET08W, |7A,7|
Perubahan pandangan terhadap organIsasI
JejarIng InformasI
SIstem penghargaan personel
Strcteyy ]ormulcton
Strcteyc plcnnny
8udyetny
mplementasI
PengendalIan
Iage 16
ET08W, |7A, AN0 7|
Ecsy to do busness wth (ET08W) -contnue to yve
the customer whct you clwcys hcve but n more
convenent wcy.
More vcluecdded (M\A)-yo beyond merely yvny the
customer your products cnd servces; you need to help
them solve the problems thct motvcte them to csk
]or your products or servces n the ]rst plcce.
\endormcncyed nventory (\Ml)-let your suppler
mcncye your nventory
|7A
SDL0TlDN
PRD00CT
The more help you provde your
customers to ]ll the ycp, the
more vclue you cdd to them,
whch, o] course, d]]erentctes
you ]rom your compettors who
cre stll scrcmblny cround ct
the bottom o] the lcdder
hVA
Perusahaan bertIndak sebagaI mcn contrcctor 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.
Iage 17
|7A
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 ]ee yang
dIdasarkan pada pengurangan bIaya yang dIcapaI.
FollsFoyce-mesIn yang dIpasang dI pesawat dIsewakan berdasarkan
jam mesIn tersebut dIgunakan.
AllegIance (dIstrIbutor peralatan medIk)-memperluas tanggung
jawabnya dengan vendormanaged Inventory (7|)
CE |edIcal-menjual ekuIpmen medIk dengan memasang alat untuk
memonItor kInerja alat tersebut
DtIs Elevator-menjual elevator dengan memasang alat untuk mengIrIm
data tentang jenIs kerusakan elevator ke kantor DtIs
8ell Telephone Company-penanganan kerusakan telpon oleh ahlI
PEFCESEFAN PAFA0C|A
TEFHA0AP DFCANSAS
ParadIgma lama terhadap
organIsasI:orycnzcton cs c collecton o]
]unctoncl boxes.
ParadIgma baru organIsasI: orycnzcton cs c
pool o] shcred competences cnd resources.
DFCANZATDN AS A CDLLECTDN DF FUNCTDNAL
8DXES (TRA0lTlDNAL DR6ANlZATlDN)
Direktur
Utama
Direktur
Pemasaran
Direktur
Operasi
Direktur
Keuangan
Direktur
Umum
Bagian
Promosi
Bagian
Penjualan
Seksi
Penerimaan
Order
Seksi
Pengiriman
Jenjang
menengah
Jenjang
bawah
Iage 18
Iage 19
UPS0E0DWN DFCANZATDN: FDFT FELEY,
KANSAS, U.S.A.
DrganIzatIon as
a PooI of
Shared
CompetencIes
and Pesources
Direksi
Order Getting
System
Order Filling
System
After Sales
Service
System
SDM Akuntansi
Operation
Planning &
Control
Operation Engineering Utilities
ORGANISASI FUNGSIONAL UTAMA
ORGANISASI FUNGSIONAL
PENDUKUNG
Logistic
Cross-Functional Team
Cross-Functional Team
Cross-Functional Team
Auditor
Intern
Keuangan
Marketing
Umum
ORGANISASI
SISTEM
Iage 2O
SYSTE| FDCUSE0 DN CUSTD|EF
Pemasaran
Desain
Akuntansi
Pengiriman
Produksi
Customer A
Customer B
Pemasaran
Desain
Akuntansi
Pengiriman
Produksi
SYSTE| FDCUSE0 DN PFD0UCTS
Mesin
Potong
Produk Jadi A
Cell A
Mesin
Bubut

Mesin
Las
Mesin
Potong
Produk Jadi B
Cell B
Mesin
Bubut
Mesin
Las
0A|PAK C0STDMER \AL0E MlN0SET
TEFHA0AP JEJAFNC NFDF|AS
JejarIng InformasI dIgunakan sebagaI encbler
untuk membangun trustbcsed relctonshp.
Trustbcsed relctonshp merupakan
komponen pelIpatganda customer vclue
Iage 21
0A|PAK C0STDMER \AL0E MlN0SET
TEFHA0AP SSTE| PENCHAFCAAN
Penghargaan dIdIstrIbusIkan berbasIs
kInerja dalam menghasIlkan vclue bagI
customer
Pergeseran darI postonbcsed rewcrd ke
per]ormcncebcsed rewcrd.
0AhPAK CUST0MER
VALUE hIN0SET TH0
SISTEh hANAJEhEN
STPATECIK
Monitoring System
Implementation System
Budgeting System
Programming System
Strategic Planning System
Strategy Formulation System
Tactical
Strategic
Operational
Feedback
Feedforward
0AhPAK CUST0MER VALUE MlN0SET
TEPHA0AP hANAJEhEN STPATECIK
Proses manajemen strategIk
mencoba menjawab empat
pertanyaan utama berIkut
InI:
SIapa kIta:
8erada dI mana kIta
sekarang:
Kemana kIta akan menuju:
8agaImana kIta menuju ke
sana:
Proses manajemen strategIk
mencoba menjawab empat
pertanyaan utama berIkut
Untuk memenuhI kebutuhan
customer apa kIta berbIsnIs:
8agaImana kIta dapat
menyedIakan vclue terbaIk untuk
memuasI kebutuhan customers
tersebut:
Apa yang dapat kIta peroleh darI
penyedIaan vclue tersebut:
TPA0ITIDNAL CDNTEhPDPAPY
Iage 22
7ALUE
CFEATNC
PFDCESS
TANC8LE
ASSETS
NTANC8LE
ASSETS
CUSTD|EF
7ALUE
PERSPEKTIF
KEUANGAN
PERSPEKTIF
CUSTOMER
PERSPEKTIF
PROSES
PERSPEKTIF
PEMBELAJARAN DAN
PERTUMBUHAN
Human Capital
Information
Capital
Organization
Capital
Operations
Management
Processes
Customer
Management
Processes
Innovation
Processes
Regulatory and
Social
Processes
Customer Value Proposition
(More Value-Added)
Long-Term Shareholder Value
Process that
produce and
deliver
products and
services
Process that
enhance
customer
value
Process that
create new
products and
services
Process that
improve
community
and the
environment
Skills
Training
Knowledge
Systems
Databases
Networks
Culture
Leadership
Alignment
Teamwork
ST. |AFY'S
0ULUTH CLNC
HEALTH SYSTE|'S
STFATECY |AP
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
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?
LEARNING &
GROWTH
PERSPECTIVE
How we will
sustain our ability
to change and
improve?
A strong financial base to sustain our
mission and achieve our vision
Cost-efficient care
service
Managed growth
Maximumhigh margin
market opportunities
PRIMARY CARE
PATIENTS
SPECIALTY CARE
PATIENTS/REFERRING
PHYSICIANS
PAYERS/EMPLOYERS
Excellent
service
Personal
relationship
Leading-
edge
technology
Innovative
Programs
Price-
Competitive
Service
Leading-
edge
expertise
Outstanding
customer service
Continued Clinical
Excellence
Operational
Excellence
Easy
access
On-time
service
Friendly,
attentive
interactions
Developed
leading-edge
techniques and
programs
Developed
research
opportunities
alligned with
targeted growth
areas
Continually
developed
subspecialized
clinical services
Clinical practice
management
Optimized staff
efficiency
Redesigned
Operations for
efficiency and
effectiveness
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
Implemented
technology and
developed facilities
and infrastructure to
support internal
process
Developed
leadership and
management talent
FINANCIAL
DIMENSION
TRIPLE
BOTTOM LINE
CUSTOMER
DIMENSION
PROCESS
TECHNOLOGY
DIMENSION
ENVIRONMENTAL
DIMENSION
HUMAN
RESOURCE
DIMENSION
Economic value
sustainably in the
long run
Value generated through a
systemof corporate social
responsibility
Value generated
through
environmental
management
Sustainable profitable
growth
Improved operating
efficiency
To be the best purchasing option for our customer
Brand image Innovative and high
margin products
Customer
satisfaction
Effective
communication to
selected targets
Effective
research and
introduction of
new products
Implemented
CRM and
e-business
Improved
supply chain
processes Optimum
transformation
process
Compliance with
the highest quality,
health, and safety
standards
Social impacts
management
systems
Minimum
environmental
impact through
eco-efficiency
concept
Developed
employees based
on strategic
competencies
Consolidated
internal culture on
company's values
Deployed
scorecard
Risk Management
A|ANCD STFATECY |AP
|S: To profItably
produce and sell
complete, InnovatIve,
worldclass solutIon for
the transportatIon and
control of fluIds.
7S: To be recognIzed as
a leadIng IndustrIal group
In LatIn AmerIca,
operatIng In a framework
of ethIcs, ecoeffIcIency,
and socIal responsIbIlIty,
that generate economIc
value and Improve our
neIghbor's and our
regIon's qualIty of lIfe
Iage 23
CDNTDH
CENEFC
STFATECY
|AP
PERSPEKTIF
KEUANGAN
PERSPEKTIF
CUSTOMER
PERSPEKTIF
PROSES
PERSPEKTIF
PEMBELAJARAN
DAN PERTUMBUHAN
Productivity Strategy Growth Strategy
Long-Term
Shareholder Value
Expanded Revenue
Opportunity
Improved Cost
Structure
Increased Assets
Utilization
CUSTOMER VALUE PREPOSITION
Price Quality Availability Selection Functionality Service Brand
Relationship Product Attributes
Partnership
Image
OPERATION
MANAGEMENT
PROCESS
CUSTOMER
MANAGEMENT
PROCESS
INNOVATION
PROCESS
REGULATORY AND
SOCIAL PROCESS
Inbound
Production
Outbound
Risk mgmt
Selection
Acquisition
Retention
Growth
Opportunity ID
R&D Portfolio
Design/Develop
Launch
Environment
Safety & Health
Employment
Community
Organization
Structure and
Capability
Information
System
Employee
Capability
Employee
Commitment
ST. |AFY'S
0ULUTH CLNC
HEALTH SYSTE|'S
STFATECY |AP
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
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?
LEARNING &
GROWTH
PERSPECTIVE
How we will
sustain our ability
to change and
improve?
A strong financial base to sustain our
mission and achieve our vision
Cost-efficient care
service
Managed growth
Maximumhigh margin
market opportunities
PRIMARY CARE
PATIENTS
SPECIALTY CARE
PATIENTS/REFERRING
PHYSICIANS
PAYERS/EMPLOYERS
Excellent
service
Personal
relationship
Leading-
edge
technology
Innovative
Programs
Price-
Competitive
Service
Leading-
edge
expertise
Outstanding
customer service
Continued Clinical
Excellence
Operational
Excellence
Easy
access
On-time
service
Friendly,
attentive
interactions
Developed
leading-edge
techniques and
programs
Developed
research
opportunities
alligned with
targeted growth
areas
Continually
developed
subspecialized
clinical services
Clinical practice
management
Optimized staff
efficiency
Redesigned
Operations for
efficiency and
effectiveness
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
Implemented
technology and
developed facilities
and infrastructure to
support internal
process
Developed
leadership and
management talent
STFATECY |AP
TE|PLATE FDF
CDST
LEA0EFSHP
STFATECY
Long-termshareholder value
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?
LEARNING &
GROWTH
PERSPECTIVE
How we will
sustain our ability
to change and
improve?
Revenues from
new customers
Become industry cost
leader
Maximum use of
existing assets
Lowest-cost
(highest-profit)
supplier
Perfect quality Appropriate
selection
Speed
purchase
Six Sigma/TQM
process
improvement
capability
Increased productivity
Revenue Growth
Increased
customers'
account share
Offer products and services that are consistent, timely, and low cost
A capable, motivated, and technologically enabled workforce
Operation
Management
Customer
Management Inovation
Regulatory &
Social
Outstanding
supplier
relationship
Efficient,
timely
distribution
Produce
goods and
services:
cost, quality,
time
Manage
risk Provide
ongoing
service
Provide
convenient
oder handling
process
Provide
desired variety
of products/
services
Process
innovation
Manage
capital
project
Avoid
environmental
and safety
accidents
Contribute to
communities
Electronic
Supplier and
Customer
Relationship
Improved
processes:
better, faster, and
cheaper
Fasilitated
Knowledge Sharing
and Replicated Best
Practice
Iage 24
Long-term shareholder value
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?
LEARNING &
GROWTH
PERSPECTIVE
How we will
sustain our ability
to change and
improve?
Revenues from
new products Managed total
life-cycle product
costs
First to market
High performance products:
smaller, faster, lighter, cooler, more
accurate, more storage, brighter...
New customer
segments
Deep functional
expertise
Increased productivity
Revenue Growth
Gross margins:
new product
Products and service that expand existing performance boundaries into the
highly desirable
A capable, motivated, and technologically enabled workforce
Operation
Management
Customer
Management Inovation
Regulatory &
Social
Flexible
robust
processes
Supply
capacity for
rapid
growth
Rapid
introduction
of new
products
In-line
experimen-
tation and
improve-
ment
Educate
customer about
complex new
products/
services
Capture
customer ideas
for new product/
service
Diciplined,
high-perfor-
mance product
develop-
ment
Product
development
time: from
idea to
market
Minized
product
liability &
environmental
impact
Contribute to
communities
Creative,
versatile
employees;
cross-functional
teamwork
Virtual product
prototyping and
simulation
Creativity,
innovation
CAD/CAM
Find, motivate, grow, and retain the best talented people
STFATECY |AP
TE|PLATE FDF
PFD0UCT
LEA0EFSHP
STFATECY
0A|PAK C0STDMER \AL0E MlN0SET
TEFHA0AP 8006ETlN6
Perubahan darI resourcebcsed budyetny ke
cctvtybcsed budyetny
Perubahan darI ]unctonclbcsed mcncyement
ke cctvtybcsed mcncyement
Actvtybcsed mcncyement dan cctvty
bcsed budyetny dIlandasI oleh semangat
untuk melaksanakan contnuous mprovement
terhadap sIstem dan proses yang dIgunakan
untuk menghasIlkan vclue bagI customers
0AhPAK CUST0MER VALUE MlN0SET
TEPHA0AP SISTEh hANAJEhEN
Pergeseran darI ]unctonclbcsed mcncyement
ke cctvtybcsed mcncyement.
Actvtybcsed mcncyement berfokus ke
mprovement berkelanjutan terhadap sIstem
dan proses melaluI pengurangan dan
penghIlangan nonvcluecdded cctvtes
Iage 25
0AhPAK SASAPAN STPATECIK 0I PEPSPEKTIF
CUST0MER TEPHA0AP SISTEh PEhANTAUAN
AkuntansI bIaya menghubungkan konsumsI sumber daya dengan aktIvItas
yang dIgunakan untuk menghasIlkan vclue bagI customer
Feedbcck dIhasIlkan cctvtybcsed cost system untuk memotIvasI manajer
dan karyawan dalam melakukan mprovement berkelanjutan terhadap
sIstem proses yang dIgunakan untuk menghasIlkan vclue bagI customer.
AkuntansI bIaya dIdesaIn untuk semua jenIs perusahaan; tIdak hanya
dIdesaIn untuk perusahaan manufaktur
AkuntansI bIaya menghasIlkan cctvtybcsed process costny bagI
manajemen dan karyawan, untuk memberdayakan mereka dalam
mprovement berkelanjutan terhadap sIstem dan proses.
Actvtybcsed cost system menghasIlkan ob]ect cost yang jauh lebIh
akurat dIbandIngkan dengan product cost yang dIhasIlkan oleh trcdtoncl
cost cccountny.
KESE|8ANCAN (8ALANCE)
Fokus ke customer perlu dIImbangI dengan
fokus ke noncustomer.
1umlch noncustomer lebh bcnyck dcr
]umlch customer.
Noncustomer merupakan peluang yang
belum dIeksplorasI
8utIr PentIng ke6
CLDSlN6 REMARK
Iage 26
CLDSNC FE|AFK
|achInes too complex to understand, network too
complex to manage, organIzatIon too demandIng to
lead, customers too demandIng to satIsfy
(Wolfgang Crulke)