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Metrik Keusahawanan
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Metrik Keusahawanan

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Satu pendekatan baru dalam latihan keusahawanan diMalaysia. …

Satu pendekatan baru dalam latihan keusahawanan diMalaysia.

Pendekatan ini lebih kuantitatif lagi strategik.

Kemenangan dapat dipertingkatkan dalam pasaran bersaing sekarang.

Published in: Business, Technology

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  • 1. Metrik Keusahawanan Peningkatan prestasi dan perlaksanaan strategi © Arriffin Mansor 012-2786282
  • 2. Apa kelebihan metrik?• Ukuran prestasi disemua peringkat• Cantuman dan hubungan diantara satu metrik dengan yang lain.• Ukuran prestasi untuk ganjaran• Membolehkan benchmarkings dan perbandingan• Kaizen atau continous improvement atau penambah baikan berterusan
  • 3. Pengurusan Metrik• Matlamat yang Jelas• Punca Prestasi Utama• Pertanda Prestasi utama• Tandaaras prestasi
  • 4. Langkah utama metrik Petunjuk PrestasiMatlamat Hasil Punca utama Utama Integrated dan cascaded dgn Sasaran pemetaan strategi
  • 5. Asas Keusahawanan Kepuasan Pelanggan Keberkesanan Kecekapan KreatifCompetitiveAdvantage
  • 6. Competitive Advantage Kreativiti dan Branding BenchmarkingBest Practices
  • 7. Matlamat dikaskadkan utg PTJ jualan Utg PTE PTA Aset Aset GE Ekuiti
  • 8. Pulangan terhadap Ekuiti PA/tahun•Untg •Aset•Jualan •Jualan •Ekuiti •Aset Gandaan PTJ Hutang 8
  • 9. Struktur Pengurusan Metrik Matlamat Kewangan Hubungan Pelanggan Proses Dalaman Pengurusan Manusia
  • 10. Latihan berasaskan SpreadsheetFAEDAH FAEDAH JENTERA PERTUMBUHAN• CEKAP - KERANA TEMPLATES DAN MODEL TERSEDIA SCENARIO• BERKESAN - KERANA APLIKASI SEGERA SENSITIVITY• LATIHAN YANG SAMA ANALYSIS • SIMULATIONS SEPERTI KERJA PROJECTIONS• FIKIRAN STRATEGIK • CASH FLOW• LATIHAN MENYELURUH PROJECTIONS
  • 11. Latihan dengan bantuan komputer• Excel based• Templates and models• Menitik beratkan strategi• Meningkat prestasi• Lebih cekap dan berkesan
  • 12. Module dan templates1. Corporate • Analisis kos, volum dan2. Pemasaran untung3. Operasi • Modal kerja4. Kaki Tangan • Modal tetap5. Kewangan • Ekuiti dan pinjaman • PTE dan carta • Aliran Tunai • Penyata Kewangan
  • 13. Faedah dimanfaatkan• Prestasi dapat dinilai dan ditingkatkan• Strategi dapat diterjemahkan• Proses pembelajaran• Penilaian dan keputusan yang objektif sebagai ukuran pengurusan modal insan.
  • 14. Kekuatan dan kelemahan• Outstanding • Critical performance performance strength. gaps
  • 15. Program latihan• Metrik Perniagaan• Laksanakan Strategi• Rancangan perniagaan bermetrik – Rancangan pemasaran – Rancangan operasi – Rancangan manusia – Rancangan kewangan
  • 16. Pengurusan bermetrik Sasaran prestasi Petunjuk prestasi Punca utama prestasi utamaMatlamat
  • 17. METODOLOGI LATIHAN Sasaran Kompetensi • Pada penghujung sesi,Metodologi latihan pelatih akan diuja secara • Power point presentations kumpulan untuk • Excel based exercises membangunkan model perniagaan yang sihat. • Case Analysis Contoh model perniagaan • Group Dynamics ialah rancangan • Model building pemasaran, racangan • Q&A interactions operasi, rancangan modal insan dan rancangan kewangan.
  • 18. Sebagai pembelajaranSOKONGAN WEB lanjutan, kamiKami akan menyediakan bahanmenyediakan bahanrujukan yang termasuk rujukan.templates dan modelyang dimuatnaikkelamanweb.
  • 19. Hasil Latihan Keusahawanan ala metrik Ukuran prestasi, Boleh dorongan dan diperturunkan pampasan “cascading” Ulangi corak kejayaan Model Perniagaan
  • 20. Belajar melalui aplikasi Piawai professional kemahiranilmu
  • 21. PERFORMANCE IMPROVEMENT Business objectives Critical Success Change Factors Clarify Objectives OutcomesPerformance Key Result Scope Areas Actuals Timeframes Collect documents Communicate Strategic Gather input Performance initiatives Indicators ROA, ROC, IRR ROI, Performance standards EVA 21
  • 22. 8 steps in Training Need Analysis Critical Performane Gaps New corporatie Training Needs directions Learning & Best Practices Growth Crtical Job Benchmarking Holders Competency Gaps© Arriffin 012-2786282
  • 23. KEY Result AreasPunca Hasil Utama Rancangan Perniagaan Strategi Kewangan Strategi Operasi Strategi Pemasaran •This is an example text. •This is an example text. •This is an example text. •This is an example text. •This is an example text. •This is an example text.Titik Pulang Kos Modal Kerja Modal Tetap Modal Ekuiti•This is an example text. •This is an example text. •This is an example text. •This is an example text.•This is an example text. •This is an example text. •This is an example text. •This is an example text. Stok Aliran Tunai •This is an example text. •This is an example text. •This is an example text. •This is an example text.
  • 24. Metrik Pengurusan Pemasaran Pengankutan Pembelian This is an example text. Ketua Operasi / Research dan Eksekutif/ Pengeluaran development Usahawan . . Stok . Akauntan dan Pengangkutan Perjawatan & Pembahagian
  • 25. FINANCIAL KPIsINPUT PROCESS OUTPUT OUTCOMEMaterial variancesLabourOverhead Efficiency No Average cost ratios produced per transactionResearch Productivity Value ROIdev expense ratios producedInventory Average RETURN ONturnover lead time EQUITY Waste Reduction 25
  • 26. MARKETINGINPUT PROCESS OUTPUT OUTCOMEMaterial Response rate No of customersLabour Marketing costs % Sales volumeOverhead Efficiency ratios Customers ProfitabilityResearch Productivity Product ROA marketingdev expense ratios profitability Average cost per Customer acquisition Return on Sales transactionInventory Average lead time Customer retentionturnoverPrice rel to comp Waste Reduction Revenue growth Delivery Channel 26
  • 27. HRM KPIsINPUT PROCESS OUTPUT OUTCOMEIncentives variances Turnover ratioHours Efficiency No Profit per employee ratios producedTraining Productivity Value ROI ratios producedSalary Average Turnover Revenue per lead time employeeSkill Waste Reduction Employee Value added percompetency productivity employee 27
  • 28. INTERNAL PROCESSINPUT PROCESS OUTPUT OUTCOMEMaterial variancesLabourOverhead Efficiency Quantity Average cost ratios produced per transactionResearch Productivity Value ROIdev expense ratios producedInventory Averageturnover lead time Waste Reduction 28
  • 29. Vision and StrategyFinancial Customer Process L and G Objectives Measures Strategy- Translation Process Targets Initiatives
  • 30. Komponen Balanced Scorecard: Strategy Map TO BECOME MALAYSIA’S LEADING INFORMATION AND COMMUNICATIONS SERVICES Alignment to PIPV2.0 PROVIDER F1. Increase Shareholder Value Key Initiatives Perspectives 1Profitable Revenue Growth 2 Effective Cost Management Commercial Financial Excellence F2. Higher Operational F3. Healthy F4. Cost TM Cash Flow Excellence Profitability Efficiency HSBB/NGN Implementation 3 Delight The Customers And Create Synergy With Partners Customers: Consumer & Business, Enterprise & Government, Partners: (Reseller,Vendor,Govt Agency) Relevant Customer SME/Corp.Govt, OLOS, Global Players Subsidiaries Rationalisation C1. Innovative C3. Effective C2. Reliable Supply Chain and C4. Good Products and High Corporate Create One Valued Solutions Services Partner Relationship Management Citizen Company Mindset 4Innovation & Service Excellence Cut Across All PIP IBP1. Drive IBP2. Achieve IBP3. Successfully IBP4. Accelerate Commercial Operational Implement Relevant Subsidiaries Internal Business Excellence Excellence HSBB Rationalisation IBP5. Effective risk IBP6. Optimise Process and regulatory Manpower & management Productivity 5 Create One Company Mindset Org. Growth Learning & OLG1. Develop Strategic Skills OLG2. Ensure Org. and Competencies Effectiveness
  • 31. What is KPI in graphic?Input KPI KPI2AfterBefore Before After Output 31 31
  • 32. Framework KeusahawananAsas Strategi Prestasi• risiko • Pemetaan • Ukuran• Kreatif • cascading • nilaian• Leverage • ganjaran• Produk
  • 33. Kelebihan metrik• Keputusan • Pemetaan • Penilaian dan dan strategi Peningkatan rancangan prestasi Pengurusan yang integrasi danBerfikir dengan angka saintifik dengan kemampuan bersaing komunikasi yang tepat
  • 34. Terima Kasih Soalan Soalan