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Effective SELLING & MARKETING
BPR BANGUNARTA
Hotel DIAMOND - Subang,
12 - 13 Desember 2015
1
By : Kanaidi, SE., M.Si , cSA...
“Pelatihan SALES PLANNING & MARKETING”
Bagi Karyawan BPR BANGUNARTA
di Hotel DIAMOND-Subang, 12 - 13 Desember 2015
Para Peserta secara serius mengikuti Materi
“Pelatihan SALES PLANNING & MARKETING”
Bagi Karyawan BPR BANGUNARTA
di Hotel D...
Para Peserta secara serius mengikuti Materi
“Pelatihan SALES PLANNING & MARKETING”
Bagi Karyawan BPR BANGUNARTA
di Hotel D...
DR. Dwi Suryanto, Ph.D (sebagai Pemateri) dalam
“Pelatihan SALES PLANNING & MARKETING”
Bagi Karyawan BPR BANGUNARTA
di Hot...
Sales Planning & Process
Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si, cSAP
kanaidi@yahoo.com - 08122353284
Pahami
Moment of Truth
Kesan pertama yang timbul akan
berdampak pada masa yang akan
datang
Coffee Stain
Kesan yang buruk a...
Bagaimana caranya supaya
orang dapat bercakap-cakap
dengan baik? Atau menjadi
teman bicara yang
menyenangkan?
Ada orang ya...
Moment of Truth
By : Kanaidi, SE., M.Si, cSAP
kanaidi@yahoo.com ... 08122353284
In this chapter we will discuss:
• The importance of sales planning
• Sales manager as planner and administrator
• The sal...
Introduction
• What for planning?
• What does sales planning do?
• What a sales plan is?
• What is planning process?
The Importance of Sales Planning
1. Better implementation of corporate plans
2. Provide a sense of direction
3. Focus on r...
Sales Manager as Planner
and Administrator
• Transformation in the role of sales manager
from aggressive selling person to...
Sales Manager as Planner
1. Sales forecasting
2. Developing objectives
3. Developing the sales organization
4. Formulating...
Sales Manager as Administrator
• Supervision
• Delegation
• Coordination
• Motivation
• Ethical approach
• Routing, schedu...
The Sales Planning Process
1. Setting objectives
– Internal situation analysis
– External environment audit
2. Determining...
Causes of
unsuccessful sales planning
1. Lack of awareness or understanding of
important aspects
2. Absence of proper plan...
Accuracy of Sales Planning
• Accuracy is of utmost importance and it depends
on time frame
• Plans are more accurate when ...
Continued ……
• Large organizations are more accurate
than smaller ones
• Top management involvement increases
accuracy
• B...
Siklus Sales Order Management
Sales order
Availability
check
Outbound delivery
TransportationPicking
Goods
issue
Billing
P...
Sales Order Process
• Monitor sales transaction
• Check for availability
• Transfer requirements to material requirements ...
Availability check
• Availability check is an integral part of the
business process that determines if the required
delive...
Outbound delivery
In shipping processing, all delivery procedure
decisions can be made at the start of the
process by:
• T...
Shipping Function
The range of functions includes, but is not limited to:
• Deadline monitoring for reference documents du...
The picking process
• The picking process involves taking goods from a
storage location and staging the goods in a
picking...
Goods issue posting functions
The outbound delivery forms the basis of goods issue
posting.
When you post goods issue for ...
Billing functions
• Billing represents the final processing stage for
a business transaction.
Billing functions include:
•...
Steps in the Personal Selling
Process
• Prospecting
and
Qualifying
• Preapproach
• Approach
• Presentation and
Demonstrati...
Relationship Selling
A sales practice that involves building,
maintaining, and enhancing interactions with
customers in or...
Relationship Selling
Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
 The easiest sale is
following...
Relationship Selling
vs. Traditional Selling
Sell advice, assistance, counselSell products
Traditional
Personal Selling
Fo...
Focus on Selling
Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
Sales Person (SP) yang sukses memil...
Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
1. Membangun relationship baru
2. Merubah relationsh...
Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
 Philosophy-nya adalah
melayani konsumen
sebagai ko...
Value of Personal Selling
Increases . . .
 As the number of customers decreases
 As the complexity of the product increa...
What makes customers MAD!
• You don’t deliver what
you promised
• You disappear after
the sale
• Changes in
salespeople
• ...
KEEPING CLIENTS
• Keeping clients is the key
to growth.
• Satisfying customers is the
key to keeping them.
• Servicing the...
The 80/20 RULE
80%
of your growth
will come from
20%
of your customers
Ω Problem Statement Ω Strategic Direction ►►► Concl...
Be pro-active
in developing relationships
• Thank you notes, event tickets, cards
• Advice on buying other media
• Use the...
• Handle billing, production, co/op, posts
• Commercial script ideas, promotions
• Bring ideas to enhance their business
•...
Like in all relationships,
let them know that ...
• you appreciate
them
• they’re doing the
right thing in being
with you
...
The Partnering
• The relationship is built on shared value
• Everyone needs to clearly understand the
purpose of the partn...
Self-Image
• Citra diri adalah proses pemikiran
yang mempengaruhi arah kehidupan
kita
• Apakah citra diri dapat diubah?
Ω ...
Meningkatkan citra diri positif
Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
 Focus on future an...
Double win
WIN LOSE PEOPLE
 Selalu melihat
masalah dalam setiap
solusi
 Mengatasi tuduhan/
kesalahan
 Menerima nasib
 ...
Handling Objections
• 2 Types of Objections
– Misunderstanding
– Valid Objection
• An objection is simply a
request for mo...
Valid Objections
• A valid objection is triggered
by fear of making a wrong
decision
– Typically the last step in the
buyi...
Handling Objections
• Common Objections
– “Not enough time”
– “Don’t have any money”
– “I want to think about this”
– “I n...
Welcome Objections
• Objections are way for a
prospect to express their
desires
• Turn an objection into a
objective
– Res...
Objection/Objective Example
• “It takes too long to get the product”
• “So, our objective is to get you the products
when ...
Objection/Objective Example
• “I don’t have enough time”
• “So, you want to make sure your time is used
wisely, in a way t...
We believe that objections are
requests for more information.
• Encourage objections, especially the hidden
or unspoken on...
If a person doesn’t
buy or enroll then ask:
• “Is there anything else
that concerns you?”
• “What else may be
stopping you...
Handling Objections
1. Listen to the objection.
2. Clarify it: “As I understand, you do like the
marketing plan and you th...
Handling Objections
• Communication is 55% body language
– LISTEN!
• Your prospect believes he is right.
• Understand his ...
Mengatasi keberatan pembeli
• Penjual harus mengetahui lebih dulu, berupa
apa saja keberatan yang diajukan
• Dengarkan bai...
Metode-metode Khusus
Menanggapi Keberatan
• Metode “Ya - tetapi” (yes – but methods)
• Metode meluruskan keberatan (superi...
Close
• Close Quickly
• Confirm their pain and the
intensity
• Review benefits
– Freedom
– work less-earn more
– save pict...
SWOT Analysis
• The SWOT Analysis framework is a very
important and useful tool to use in
marketing Management and other
b...
• A scan of the internal and external environment
is an important part of the strategic planning
process.
• Environmental ...
A planning exercise in which managers identify:
– Internal organizational strengths and
weaknesses.
• Strengths (e.g., sup...
SWOT Analysis
• Strengths – identifying existing organisational
strengths
• Weaknesses – identifying existing organisation...
The SWOT Matrix
Analysing a company’s:
• STRENGTHS
• WEAKNESSES
• OPPORTUNITIES
• THREATS
SWOT Analysis
A strength can be a competitive
advantage like…
- Superior product
quality
- Lowest price
- Best expertise
- Location
A weakness can be a disadvantage such
as…
- A tired brand
- Inferior location
- High overheads
- A lack of R&D
An opportunity can be…
- A regulatory or tax change
- A high-profile event
(marketing opportunity)
- An untapped market
- ...
A threat can be…
- Unfavourable regulation
changes
- A new entrant into the
market
- Problems with the
economy
- Market sh...
Helpful Harmful
InternalOrigin
Strengths
 Marketing/Community
Marketed at technical level of institutions well
Word of mo...
TOWS Matrix
(from SWOT Analysis)
© Prentice Hall, 2006
Strategies that can come from SWOT Analysis…
S-O
W-O
S-T
W-T
TOWS Matrix
(from SWOT Analysis)
SWOT Interactions
Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si, cSAP
kanaidi@yahoo.com ... 08122353284
Market Analysis
Dimensions of a Market Analysis:
• Market size (current and future)
• Market growth rate
• Market profitability
• Industry...
Market Size
The size of the market can be evaluated
based on present sales and on potential sales
if the use of the produc...
Market Growth Rate
• A simple means of forecasting the market growth
rate is to extrapolate historical data into the
futur...
Market Profitability
• While different firms in a market will have different
levels of profitability, the average profit p...
Five Forces Analysis
Industry Cost Structure
• The cost structure is important for identifying
key factors for success.
• The cost structure al...
Distribution Channels
The following aspects of the distribution system are
useful in a market analysis:
• Existing distrib...
Market Trends
• Changes in the market are important because
they often are the source of new
opportunities and threats.
• ...
Key Success Factors
The key success factors are those elements that are
necessary in order for the firm to achieve its mar...
TIGA KOMPONEN
KREATIVITAS
By : Kanaidi, SE., M.Si
kanaidi@yahoo.com
MENINGKATKAN KREATIVITAS DALAM
PENGAMBILAN KEPUTUSAN
KREATIVITAS merupakan kemampuan
menghasilkan gagasan gagasan baru dan...
TIGA KOMPONEN KREATIVITAS
KEAHLIHAN KETRAMPILAN
KREATIVITAS
MOTIVASI
TUGAS
KREATIVITAS
Ini gambar APA……..?
How many Creature ?
Ini gambar APA……..?
Training
SELLING PLANING
Subang, 12 - 13 Desember 2015 By : Kanaidi, SE., M.Si
kanaidi@yahoo.com
The Brain’s Association &...
Association Area
Motor Area
Sensory Area
Sensory area for
impulses from eyes
The Areas can be split into 3 groups
Cerebrum/Cerebral hemispheres
• Sensory areas of the cerebral hemispheres receive
impulses from sense organs and transmit ...
Association Areas
• Are used to compare sensory input with previous
experiences, and make decisions
• These areas are invo...
98
99
BAGAIMANA MENJADI
KREATIF & INOVATIF ?
1. B3 (Bebas Batas Berpikir)
2. Berpikir Aktif
3. Berlatih dan Berlatih
(IMLEMENTAT...
7 INGAT
bahwa Kreativitas :
1. bukan kemampuan yang luar biasa.
2. bukan obat mujarab untuk semua penyakit.
3. bukan mode....
Tragedi Terbesar
Matinya POTENSI yang belum
dimanfaatkan atau dilepaskan
Padahal setiap individu adalah sebuah
Peti HARTA ...
Kepribadian Sanguinis Populer
Ekstrovert Pembicara Optimis
• Emosi Sanguinis Populer Kepribadian yang menarik,
Suka bicara...
Sanguinis Populer sebagai Teman
Mudah berteman
Mencintai orang
Suka dipuji
Tampak menyenangkan
Dicemburui orang lain
Bukan...
Kepribadian Melankolis
Sempurna
• Emosi Melankolis Sempurna
• mendalam dan penuh pikiran
• analitis
• serius dan tekun
• c...
Melankolis Sempurna sebagai Teman
hati-hati dalam berteman
puas tinggal di latar belakang
menghindari perhatian
setia dan ...
Kepribadian Koleris Kuat
• Emosi Koleris Kuat : berbakat memimpin dinamis
dan aktif, sangat memerlukan perubahan harus
mem...
Koleris Kuat sebagai Teman
tidak terlalu perlu teman,
mau bekerja untuk kegiatan,
mau memimpin dan
mengorganisasi,
biasany...
Kepribadian Flegmatis Damai
• Emosi Flegmatis
• kepribadian rendah hati
• mudah bergaul dan santai
• diam, tenang dan mamp...
Flegmatis Damai sebagai Teman
mudah diajak bergaul
menyenangkan
tidak suka menyinggung
pendengar yang baik
selera humor ya...
Metoda Mega Creativity
Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si., cSAP
kanaidi@yahoo.com .. 08122353284
Mega Creativity
• MegaCreativity is about how to get ideas - great ideas,
more of them, and fast.
• “Think outside the box...
Genius is in all of us
• These instruction and exercises are infused
with a powerfully positive tone that inspires
us to r...
Genius is in all of us . . . . . .
Beberapa yang dapat dijadikan contoh seperti :
• Ketika Wright Bersaudara berhasil mene...
Mega Creativity : 5 Langkah Berpikir Jenius
Step
One
Quit Quitting
1. Open Your Mind
2. Understand the Nature of Genius
3....
Mega Creativity : .........
Step
Four
MegaValue People
1. From Single Perception
to MegaCreativity
2. Be open and MegaOpen...
Quit Quitting
• Genius is a strategic advantage (like Enstein)
• Genius is the savior (like Archimedes)
• Genius is the fu...
By : Kanaidi, SE., M.Si., cSAP
kanaidi@yahoo.com
Show your spirit and
intrinsic motivation
MOTIVATION
What is motivation?
MOTIVATION = Value of outcome x expectation of
achieving it
Motivation is a desire to achie...
Motivation is everything. You can do the work of
two people, but you can't be two people. Instead,
you have to inspire the...
Relationship
Extrinsic & Intrinsic Motivation
1. Cultivate meaning awareness
Positive work environment, vision, purpose, relevance, wholeness of tasks
2. Develop a sens...
Model of Intrinsic Motivation
- Ken Thomas
Employees are intrinsically motivated when rewards an
employee gets from work r...
WHAT MOTIVATES PEOPLE
External Rewards
• Salary
• Working conditions
• Benefits
• Environment
Internal Rewards
• Achieveme...
Kanaidi, SE., M.Si, cSAP
kanaidi@yahoo.com
3. Decision
Making Process
4. Decision Making
Tools
1. What is
Decision Making?
2. Barriers to Good
Decision Making
What is Decision Making?
Please write a One Sentence
Definition of
DECISION MAKING
Making Effective Decisions
 Perception.
 Priority.
 Acceptability.
 Risk.
 Resources.
Factors:
 Goals.
 Values.
 D...
Six C's of Decision Making (1 of 3)
1. Construct
2. Compile
3. Collect
4. Compare
5. Consider
6. Commit
1. Construct
PENGAMBILAN KEPUTUSAN RASIONALITAS TERBATAS
Individu membuat keputusan dengan membangun model yang di
sederhanakan, dengan...
Barriers to Good Decision
Making
“Successful leaders have the courage to take
action while others hesitate.”
- John C. Max...
Barriers to Good Decision Making
 Hasty - Making quick decisions without having much
thought.
 Narrow - Decision making ...
Hambatan dalam Proses Pengambilan
Keputusan
• Kegagalan di masa lalu
• Konsultasi yang berlebihan
• Faktor ketidakpastian
...
The Decision-Making Process
“Making good decisions is a crucial skill
at every level”
- Peter Drucker
What is the process
• Identify the problem
• Gather information and
list possible alternatives
• Consider consequences of ...
Decision Making Process
Steps Tips
1. Define the decision clearly.  A lot of decision making goes wrong at the starting
p...
List your priorities and
How to perform
By : Kanaidi, SE., M.Si, cSAP
kanaidi@yahoo.com
Five Principles for Task Management
Generate a Return On your Time (ROT)
Principles Question ?
Maximise ROT How could you ...
Maxwell’s Three R’s
 What is required ? Your list of priorities
must always begin with what is required of
you.
 What gi...
How do we best use TIME
 Setting Priorities
– The Big Rocks of Life (a brief illustration)
 Taking Action
Ω Problem Stat...
• What is a priority?
– The condition of being regarded as more important
– A thing regarded as more important than others...
SKALA PRIORITAS
Mana yang Anda prioritaskan?
– Yang menyenangkan ATAU
– Yang menguntungkan
Laksanakan kegiatan berdasark...
I
• Crises
• Pressing Problems
• Deadline
II
• Prevention
• Planning
• Recognize new
opportunities
III
• Interruptions
• S...
PRIORITAS
G e n t i n g Tidak G e n t i n g
I (suka menunda-nunda) II (menentukan prioritas)
P
e Aktivitas: Aktivitas:
n -...
Suatu aktifitas adalah penting jika secara
pribadi Anda menganggapnya berharga yaitu
mendukung misi, nilai-nilai, dan tuju...
Mengapa suka menunda
pekerjaan/tugas ?
 Waktunya masih cukup lama
 Tugas terlalu banyak
 Pekerjaan terlalu sulit
 Meng...
MENGATASI PENUNDAAN
 Seorang ayah meminta putranya untuk mematahkan
sapu lidi. Tapi putranya tidak berhasil. Sang ayah
me...
Takut GAGAL atau SUKSES
 Kita menunda karena kita takut GAGAL.
– Lebih mudah mengatakan gagal dengan alasan kita
belum se...
Pacing
Atlet punya rahasia :
BERLARI DENGAN
SEORANG LAWAN
DAPAT MEMPERCEPAT
WAKTU BERLARINYA.
Efek yang sama dapat
dicapai...
 Perkirakan waktu yang diperlukan untuk
menyelesaikan suatu tugas tertentu.
 Tambahkan 15% dari perkiraan tersebut.
 Te...
Menggunakan rencana dengan
efektif
 Pada awal periode
(bulanan/semester),
catat kapan Anda akan
dievaluasi dan apa
tugas-...
 Buat jadwal yang
realistis.
 Realistis sesuai dengan
kemampuan Anda.
 Hindari membuat
jadwal yang super
ketat.
 Berki...
QUIZ ?
 Berapa banyak batu yang
dapat Anda masukkan ke
dalam Kaleng ini ?
Contact Us :
Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
154
Kanaidi, SE., M.Si (Trainer & Dosen, Pe...
Materi Pelatihan  SALES PLANNING & MARKETING - BPR Pemanukan BANGUNARTA di Hotel DIAMOND Subang-Kanaidi, SE., M.Si., cSAP ...
Materi Pelatihan  SALES PLANNING & MARKETING - BPR Pemanukan BANGUNARTA di Hotel DIAMOND Subang-Kanaidi, SE., M.Si., cSAP ...
Materi Pelatihan  SALES PLANNING & MARKETING - BPR Pemanukan BANGUNARTA di Hotel DIAMOND Subang-Kanaidi, SE., M.Si., cSAP ...
Materi Pelatihan  SALES PLANNING & MARKETING - BPR Pemanukan BANGUNARTA di Hotel DIAMOND Subang-Kanaidi, SE., M.Si., cSAP ...
Materi Pelatihan  SALES PLANNING & MARKETING - BPR Pemanukan BANGUNARTA di Hotel DIAMOND Subang-Kanaidi, SE., M.Si., cSAP ...
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Materi Pelatihan SALES PLANNING & MARKETING - BPR Pemanukan BANGUNARTA di Hotel DIAMOND Subang-Kanaidi, SE., M.Si., cSAP (sebagai Pembicara/Pemateri)

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Materi Pelatihan SALES PLANNING & MARKETING - BPR Pemanukan BANGUNARTA di Hotel DIAMOND Subang-Kanaidi, SE., M.Si., cSAP (sebagai Pembicara/Pemateri)

  1. 1. Effective SELLING & MARKETING BPR BANGUNARTA Hotel DIAMOND - Subang, 12 - 13 Desember 2015 1 By : Kanaidi, SE., M.Si , cSAP kanaidi963@gmail.com ..0812 2353 284 SELAMAT DATANG di
  2. 2. “Pelatihan SALES PLANNING & MARKETING” Bagi Karyawan BPR BANGUNARTA di Hotel DIAMOND-Subang, 12 - 13 Desember 2015
  3. 3. Para Peserta secara serius mengikuti Materi “Pelatihan SALES PLANNING & MARKETING” Bagi Karyawan BPR BANGUNARTA di Hotel DIAMOND-Subang, 12 - 13 Desember 2015
  4. 4. Para Peserta secara serius mengikuti Materi “Pelatihan SALES PLANNING & MARKETING” Bagi Karyawan BPR BANGUNARTA di Hotel DIAMOND-Subang, 12 - 13 Desember 2015
  5. 5. DR. Dwi Suryanto, Ph.D (sebagai Pemateri) dalam “Pelatihan SALES PLANNING & MARKETING” Bagi Karyawan BPR BANGUNARTA di Hotel DIAMOND-Subang, 12 - 13 Desember 2015
  6. 6. Sales Planning & Process Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si, cSAP kanaidi@yahoo.com - 08122353284
  7. 7. Pahami Moment of Truth Kesan pertama yang timbul akan berdampak pada masa yang akan datang Coffee Stain Kesan yang buruk adalah noda yang tidak dapat ditarik/diubah kembali ...... HelloEffect
  8. 8. Bagaimana caranya supaya orang dapat bercakap-cakap dengan baik? Atau menjadi teman bicara yang menyenangkan? Ada orang yang dengan mudahnya dapat mengobrol dengan siapa saja, tetapi ada juga yang sering harus memaksakan diri supaya jangan tampak terlalu angker. KESAN PERTAMA BEGITU MENGGODA …... SELANJUTNYA………..
  9. 9. Moment of Truth By : Kanaidi, SE., M.Si, cSAP kanaidi@yahoo.com ... 08122353284
  10. 10. In this chapter we will discuss: • The importance of sales planning • Sales manager as planner and administrator • The sales planning process • Causes of unsuccessful sales planning • Accuracy of sales planning
  11. 11. Introduction • What for planning? • What does sales planning do? • What a sales plan is? • What is planning process?
  12. 12. The Importance of Sales Planning 1. Better implementation of corporate plans 2. Provide a sense of direction 3. Focus on realistic objectives 4. Improve coordination 5. Facilitate control 6. Ensure healthy interpersonal relationships 7. Reduce uncertainty and risk
  13. 13. Sales Manager as Planner and Administrator • Transformation in the role of sales manager from aggressive selling person to planner & administrator, who require more of human and conceptual skills • Differences between selling and managing • What organization expects from sales managers?
  14. 14. Sales Manager as Planner 1. Sales forecasting 2. Developing objectives 3. Developing the sales organization 4. Formulating policies and procedures 5. Preparing the budget
  15. 15. Sales Manager as Administrator • Supervision • Delegation • Coordination • Motivation • Ethical approach • Routing, scheduling, staffing & training
  16. 16. The Sales Planning Process 1. Setting objectives – Internal situation analysis – External environment audit 2. Determining operations to meet objectives – Build, Hold, Harvest, Divest 3. Organizing for action 4. Implementing – Developing strategies – Coaching 5. Measuring results against standards 6. Revaluating & control
  17. 17. Causes of unsuccessful sales planning 1. Lack of awareness or understanding of important aspects 2. Absence of proper planning 3. Lack of systematic communication 4. Absence of sales force involvement
  18. 18. Accuracy of Sales Planning • Accuracy is of utmost importance and it depends on time frame • Plans are more accurate when the gap between the plan & its implementation is shorter. • Organizations that have higher rate of profits tend to have less plan accuracy as they are too optimistic Penetapan Plan/Standar Pengukuran prestasi kerja Tidak berbuat apa - apa Membetulkan penyimpangan Apakah prestasi sdh sesuai dengan Plan/standar? 1 2 3 4 Ya Tidak
  19. 19. Continued …… • Large organizations are more accurate than smaller ones • Top management involvement increases accuracy • Bottom up approach is more accurate than top down • Extent of communication of planning elements also influences accuracy
  20. 20. Siklus Sales Order Management Sales order Availability check Outbound delivery TransportationPicking Goods issue Billing Payment processing 1 2 3 4 5 6 7 8
  21. 21. Sales Order Process • Monitor sales transaction • Check for availability • Transfer requirements to material requirements planning (MRP) • Schedule delivery • Calculate pricing and taxes • Check credit limits • Create printed or electronically transmitted documents 1
  22. 22. Availability check • Availability check is an integral part of the business process that determines if the required delivery quantity can be met on a required delivery date. • For this purpose the system takes into account pre-delivery activities such as scheduling for picking or packing times and the time taken to produce or obtain the material. • It also performs several background functions such as : Backorder processing, rescheduling and ATP quantities 2
  23. 23. Outbound delivery In shipping processing, all delivery procedure decisions can be made at the start of the process by: • Taking into account general business agreements with your customer • Recording special material requests • Defining shipping conditions in the sales order 3
  24. 24. Shipping Function The range of functions includes, but is not limited to: • Deadline monitoring for reference documents due for shipment (sales orders and purchase orders, for instance) • Creating and processing of outbound deliveries • Packing deliveries • Information support for transportation planning • Supporting foreign trade requirements • Printing and transmitting shipping documents • Processing goods issue • Monitor deliveries currently in process • Keep track of activities that are still to be carried out • Identifying possible bottlenecks 4
  25. 25. The picking process • The picking process involves taking goods from a storage location and staging the goods in a picking area where the goods will be prepared for shipping. System settings will allow picking to be carried out: • Automatically (during outbound delivery creation) • Routinely (at certain times) • Manually (via an employee request) 5
  26. 26. Goods issue posting functions The outbound delivery forms the basis of goods issue posting. When you post goods issue for an outbound delivery, the following functions are carried out: • Warehouse stock of the material is reduced by the delivery quantity. • Value changes are posted to the balance sheet account in inventory accounting. • Requirements are reduced by the delivery quantity. • The serial number status is updated. • Goods issue posting is automatically recorded in the document flow. • Stock determination is executed for the vendors consignment stock. • A worklist for the proof of delivery is generated. 6
  27. 27. Billing functions • Billing represents the final processing stage for a business transaction. Billing functions include: • Creating invoices based on deliveries or services • Issuing credit and debit memos and pro forma invoices • Cancelling billing transactions • Comprehensive pricing functions • Issuing rebates • Transferring billing data to financial accounting. 7
  28. 28. Steps in the Personal Selling Process • Prospecting and Qualifying • Preapproach • Approach • Presentation and Demonstration • Handling Objections • Closing • Follow-up
  29. 29. Relationship Selling A sales practice that involves building, maintaining, and enhancing interactions with customers in order to develop long-term satisfaction through mutually beneficial partnerships. Click Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
  30. 30. Relationship Selling Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution  The easiest sale is following up with an existing satisfied customer.  Most sellers fall short after the sale - not during the sales process.
  31. 31. Relationship Selling vs. Traditional Selling Sell advice, assistance, counselSell products Traditional Personal Selling Focus on closing sales Limited sales planning Discuss product Assess “Product-specific” needs “Lone wolf” approach Pricing/product focus Short-term sales follow-up Focus on customer’s bottom line Sales planning is top priority Build problem-solving environment Conduct discovery in scope of operations Team approach Profit impact and strategic benefit focus Long-term sales follow-up Relationship Selling Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
  32. 32. Focus on Selling Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution Sales Person (SP) yang sukses memiliki interpersonal intelligence yang tinggi. Interpersonal Inteligence adalah kemampuan untuk merasakan dan merespon atas moods, motivasi, temperamen, dan keinginan dari orang lain. Interpesonal intelligence dapat ditingkatkan melalui berbagai tindakan pengembangan diri. . . .
  33. 33. Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution 1. Membangun relationship baru 2. Merubah relationship personal ke hubungan bisnis 3. Mengelola hubungan dgn 4 kelompok kunci : Tiga TANTANGAN UTAMA dalam Selling a. Pelanggan (customer) b. Secondary decision maker (recepsionist, sekretaris/asisten, atau pengguna) c. Dukungan staff (company support staff) d. Management personal
  34. 34. Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution  Philosophy-nya adalah melayani konsumen sebagai konsultan, bukan sebagai seorang penjual.  Customer puas akan merekomendasikan kepada prospek lain  Tidak puas dapat menyampaikan kekecewaannya kepada orang lain. Focus to Selling Makes VALUE
  35. 35. Value of Personal Selling Increases . . .  As the number of customers decreases  As the complexity of the product increases  As the value of the product increases Remember ! Of unhappy customers .... 91% will never buy again from that company They will tell at least 9 other people that your product or service is awful Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
  36. 36. What makes customers MAD! • You don’t deliver what you promised • You disappear after the sale • Changes in salespeople • Ignoring details Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
  37. 37. KEEPING CLIENTS • Keeping clients is the key to growth. • Satisfying customers is the key to keeping them. • Servicing them above expectations is the key to satisfying them. Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
  38. 38. The 80/20 RULE 80% of your growth will come from 20% of your customers Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
  39. 39. Be pro-active in developing relationships • Thank you notes, event tickets, cards • Advice on buying other media • Use the customer’s product • Give your customer sales leads • Do research for them focus groups, quality of service check, success in other local businesses • Fax them times their spots will run
  40. 40. • Handle billing, production, co/op, posts • Commercial script ideas, promotions • Bring ideas to enhance their business • Send clippings about their interests • Give them your home/cell numbers • Tell them positive/negatives at station • Keep in touch with brief calls - not just when you want something • Don’t waste time or drop by with no reason Be pro-active in developing relationships . . . .
  41. 41. Like in all relationships, let them know that ... • you appreciate them • they’re doing the right thing in being with you Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
  42. 42. The Partnering • The relationship is built on shared value • Everyone needs to clearly understand the purpose of the partnership • The role of the salesperson must move from selling to supporting Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution Didefinisikan sebagai pengembangan secara strategis, kualitas tinggi, dan jangka panjang yang menekankan pada pemecahan masalah-masalah yang dihadapi konsumen 3 hal pokok utk hubungan Partnering :
  43. 43. Self-Image • Citra diri adalah proses pemikiran yang mempengaruhi arah kehidupan kita • Apakah citra diri dapat diubah? Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution dibentuk oleh pendapat, sikap dan perasaan (feelings) serta hal-hal lain yang dimiliki seseorang tentang dirinya sendiri yang mempengaruhi cara- cara kita berhubungan dengan orang lain
  44. 44. Meningkatkan citra diri positif Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution  Focus on future and stop being overly concerned with past mistakes or failures  Develop expertise in selected areas  Learn to develop a positive mental attitude  Set and achive goals
  45. 45. Double win WIN LOSE PEOPLE  Selalu melihat masalah dalam setiap solusi  Mengatasi tuduhan/ kesalahan  Menerima nasib  Hidup di masa lalu  Membuat janji tidak pernah ditepati WIN-WIN PEOPLE  Membantu memecahkan masalah konsumen  Menyelesaikan penyebab masalah  Membuat hidup menyenangkan bagi mereka dan orang lain  Belajar dari kemarin, hidup hari ini dan menetapkan tujuan untuk hari esok  Buat dan pegang teguh komitmen untuk mereka dan orang lain Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
  46. 46. Handling Objections • 2 Types of Objections – Misunderstanding – Valid Objection • An objection is simply a request for more information. – Do not be afraid of the objection!
  47. 47. Valid Objections • A valid objection is triggered by fear of making a wrong decision – Typically the last step in the buying process – Welcome them as a sign that they are getting ready to decide to move forward.
  48. 48. Handling Objections • Common Objections – “Not enough time” – “Don’t have any money” – “I want to think about this” – “I need to talk this over with my spouse” • People will always have concerns before they buy product or enroll. • Concerns vary from person to person – “I don’t like to sell” – “I don’t have enough time”
  49. 49. Welcome Objections • Objections are way for a prospect to express their desires • Turn an objection into a objective – Restate, in a question form, the objection in the form of an objective.
  50. 50. Objection/Objective Example • “It takes too long to get the product” • “So, our objective is to get you the products when you want them, correct?” • “Your prices are too high.” • “So, you want to get proper value for your money, right?”
  51. 51. Objection/Objective Example • “I don’t have enough time” • “So, you want to make sure your time is used wisely, in a way that you get the best return on investment of your time, correct?” • “I don’t want to sell to my family and friends.” • “So, you want to maintain your relationships, correct?” • “Yes” • “If you commit today, we can make sure you learn how to maintain your relationships and build a business that enhances the relationships. That’s reasonable isn’t it?”
  52. 52. We believe that objections are requests for more information. • Encourage objections, especially the hidden or unspoken ones • A person will not buy or enroll until the his concerns are satisfactorily handled.
  53. 53. If a person doesn’t buy or enroll then ask: • “Is there anything else that concerns you?” • “What else may be stopping you from moving ahead?”
  54. 54. Handling Objections 1. Listen to the objection. 2. Clarify it: “As I understand, you do like the marketing plan and you think the products are great, so it’s the money that would keep you from starting right now?” 3. Identify with them: “I know how you feel…” 4. Never argue 5. Explain your answer 6. Verify you cleared every objection thoroughly. “Does this answer your question?” or “Does this take care of it?” 7. Close
  55. 55. Handling Objections • Communication is 55% body language – LISTEN! • Your prospect believes he is right. • Understand his point of view so you can overcome objection. – PROVIDE PROOF! • Deliver strong proof in a way that does not discredit the prospect in the process – Tell a story – offer testimonial – do a demo – use data, ie average incomes.
  56. 56. Mengatasi keberatan pembeli • Penjual harus mengetahui lebih dulu, berupa apa saja keberatan yang diajukan • Dengarkan baik-baik segala keberatan yang diajukan • Jangan memotong pembicaraan calon pembeli • Ulangi kebaratan yang dikemukakan calon pembeli secara pelan-pelan, tetapi yakin bahwa segala keberatan itu dapat diatasi.
  57. 57. Metode-metode Khusus Menanggapi Keberatan • Metode “Ya - tetapi” (yes – but methods) • Metode meluruskan keberatan (superior-point method) • Metode penjelasan (explanation method) • Metode pertanyaan (question method) • Metode demonstrasi (demonstration method) • Metode pihak ketiga (third party method) atau sering disebut dengan testimoni • Penjualan percobaan (trial offer) • Metode bantahan langsung (direct denial method)
  58. 58. Close • Close Quickly • Confirm their pain and the intensity • Review benefits – Freedom – work less-earn more – save pictures forever • Primitive brain remembers beginning and end. • Ask for feedback. – What do you think?
  59. 59. SWOT Analysis • The SWOT Analysis framework is a very important and useful tool to use in marketing Management and other business applications. • As a basic tool its mastery is a fundamental requirement for the marketer, entrepreneur or business person. • A clear understanding of SWOT is required for business majors.
  60. 60. • A scan of the internal and external environment is an important part of the strategic planning process. • Environmental factors internal to the firm usually can be classified as strengths (S) or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T). • Such an analysis of the strategic environment is referred to as a SWOT analysis. What is a SWOT Analysis?
  61. 61. A planning exercise in which managers identify: – Internal organizational strengths and weaknesses. • Strengths (e.g., superior marketing skills) • Weaknesses (e.g., outdated production facilities) – External opportunities and threats. • Opportunities (e.g., entry into new related markets). • Threats (increased competition) What is a SWOT Analysis?
  62. 62. SWOT Analysis • Strengths – identifying existing organisational strengths • Weaknesses – identifying existing organisational weaknesses • Opportunities – what market opportunities might there be for the organisation to exploit? • Threats – where might the threats to the future success come from?
  63. 63. The SWOT Matrix
  64. 64. Analysing a company’s: • STRENGTHS • WEAKNESSES • OPPORTUNITIES • THREATS SWOT Analysis
  65. 65. A strength can be a competitive advantage like… - Superior product quality - Lowest price - Best expertise - Location
  66. 66. A weakness can be a disadvantage such as… - A tired brand - Inferior location - High overheads - A lack of R&D
  67. 67. An opportunity can be… - A regulatory or tax change - A high-profile event (marketing opportunity) - An untapped market - A gap left by a failed competitor
  68. 68. A threat can be… - Unfavourable regulation changes - A new entrant into the market - Problems with the economy - Market shrinkage
  69. 69. Helpful Harmful InternalOrigin Strengths  Marketing/Community Marketed at technical level of institutions well Word of mouth marketing currently is good Strong, open, transparent community Community-based governance is perceived as strength Lower cost for maintenance of system  Technical Capabilities Good capabilities for web services Easier to configure than alternatives Sakai has a development roadmap to a very flexible, adaptable Sakai has learned from mistakes and is capable of re-engineering High degree of flexibility  Functional Capabilities  Designed to service at an enterprise level  Not “just a silo’ed CMS” - it’s designed to be support a broad base of functions and services  Large number of contributions and tools  Multiple frameworks available  Performance Sakai is very scalable Easier to measure performance and report on metrics, to drive continuous performance JIRA – transparent Ability to measure quality Weaknesses  Marketing/Community  Sakai not marketed at all currently  Sakai not visible at education conferences  Role of CEO and Board not clear  Diverse community that has sometimes divergent objectives. Consensus is hard to arrive at  Contributions, tools not documented consistently  Tools silo/lack of workflow capability  Perception of need to put a lot resources into Sakai if adopted by an institution  Perception of high Total Cost of Ownership of Sakai  Perception of lack of no “assurance” of system similar to commercial product  Technical Capabilities  Sakai is difficult to install, hard for newcomers to get started  Lack of ability to integrate with blogs, wikis and other Web 2.0  Less workflow capabilities  Lack of consistency in approaches to functions within Sakai  Functional Capabilities Sakai administrative interface is very weak compared to Blackboard’s Generally, the interface is not “attractive”, poor User Interface, poor HCI – human computer interface There are gaps in functionality for fully-online courses Lack of consistency in user interface (e.g. drag and drop) and tools Hard to get a lecturer’s perspective within Sakai, no opportunity to create a “narrative” similar to what is available in Moodle for the course site  Performance  Stack traces – perception of major meltdown ExternalOrigin Opportunities  Marketing/Community  Good marketing would help increase adoption  Many institutions would be happy to/are planning to migrate from Blackboard/WebCT  Commercial partners/consultants could help with marketing  High degree of confidence and clarity about future capabilities and roadmap  Create a community of “experts” in various functional areas  Technical Capabilities Enabling work in the roadmap – CARET/K2/Sakai 3.0 Interoperability with other LMS/CMS’s, e.g. Moodle, Blackboard Developing a set of tools Integration with LAMS/RAMS for research and learning Migration tools to/from versions/products Create easy integration with Sakai T-Shines!  Functional Capabilities  Sakai taking advantage of/participating in cloud computing  Providing backwards compatibility for versions, e.g V3.0 to V2.x  Emerging User Interface initiative with Fluid is strong  Binary tools, demo installers  Potential innovative functionality  Need to look at Sakai from a lecturer’s point of view  Enhance  Performance  Transparent knowledge of system, performance – low cost support for the users and community Threats  Marketing/Community  Sharepoint is viewed as  Moodle marketing at a faculty level, very easy to install  Google is emerging as a perceived alternative to ANY LMS. ”Why not just use Google”  Technical Capabilities  Potential instability of Sakai 3.0  Difficult for new developers to get up to speed  CM functionality  Functional Capabilities Expectations rising by users (e.g. Web 2.0, Google)  Performance
  70. 70. TOWS Matrix (from SWOT Analysis) © Prentice Hall, 2006
  71. 71. Strategies that can come from SWOT Analysis… S-O W-O S-T W-T TOWS Matrix (from SWOT Analysis)
  72. 72. SWOT Interactions
  73. 73. Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si, cSAP kanaidi@yahoo.com ... 08122353284 Market Analysis
  74. 74. Dimensions of a Market Analysis: • Market size (current and future) • Market growth rate • Market profitability • Industry cost structure • Distribution channels • Market trends • Key success factors
  75. 75. Market Size The size of the market can be evaluated based on present sales and on potential sales if the use of the product were expanded. The following are some information sources for determining market size: • government data • trade associations • financial data from major players • customer surveys
  76. 76. Market Growth Rate • A simple means of forecasting the market growth rate is to extrapolate historical data into the future. • While this method may provide a first-order estimate, it does not predict important turning points. • A better method is to study growth drivers such as demographic information and sales growth in complementary products. Such drivers serve as leading indicators that are more accurate than simply extrapolating historical data.
  77. 77. Market Profitability • While different firms in a market will have different levels of profitability, the average profit potential for a market can be used as a guideline for knowing how difficult it is to make money in the market. • Michael Porter devised a useful framework for evaluating the attractiveness of an industry or market. This framework, known as Porter's five forces, identifies five factors that influence the market profitability: • Buyer power • Supplier power • Barriers to entry • Threat of substitute products • Rivalry among firms in the industry
  78. 78. Five Forces Analysis
  79. 79. Industry Cost Structure • The cost structure is important for identifying key factors for success. • The cost structure also is helpful for formulating strategies to develop a competitive advantage. ] • For example, in some environments the experience curve effect can be used to develop a cost advantage over competitors.
  80. 80. Distribution Channels The following aspects of the distribution system are useful in a market analysis: • Existing distribution channels - can be described by how direct they are to the customer. • Trends and emerging channels - new channels can offer the opportunity to develop a competitive advantage. • Channel power structure - for example, in the case of a product having little brand equity, retailers have negotiating power over manufacturers and can capture more margin.
  81. 81. Market Trends • Changes in the market are important because they often are the source of new opportunities and threats. • The relevant trends are industry-dependent, but some examples include changes in price sensitivity, demand for variety, and level of emphasis on service and support. Regional trends also may be relevant.
  82. 82. Key Success Factors The key success factors are those elements that are necessary in order for the firm to achieve its marketing objectives. A few examples of such factors include: • Access to essential unique resources • Ability to achieve economies of scale • Access to distribution channels • Technological progress • It is important to consider that key success factors may change over time, especially as the product progresses through its life cycle.
  83. 83. TIGA KOMPONEN KREATIVITAS By : Kanaidi, SE., M.Si kanaidi@yahoo.com
  84. 84. MENINGKATKAN KREATIVITAS DALAM PENGAMBILAN KEPUTUSAN KREATIVITAS merupakan kemampuan menghasilkan gagasan gagasan baru dan bermanfaat. a. POTENSI KREATIF, memberdayakan potensi untuk keluar dari tekanan masalah yang dihadapinya b. MODEL KREATIVITAS-TIGA KOMPONEN, kreativitas individu pada hakekatnya menuntut adanya: ■ KEAHLIHAN ■ KETERAMPILAN BERPIKIR ■ MOTIVASI TUGAS INTRINSIK
  85. 85. TIGA KOMPONEN KREATIVITAS KEAHLIHAN KETRAMPILAN KREATIVITAS MOTIVASI TUGAS KREATIVITAS
  86. 86. Ini gambar APA……..?
  87. 87. How many Creature ?
  88. 88. Ini gambar APA……..?
  89. 89. Training SELLING PLANING Subang, 12 - 13 Desember 2015 By : Kanaidi, SE., M.Si kanaidi@yahoo.com The Brain’s Association & How to Increase them....CREATIVE
  90. 90. Association Area Motor Area Sensory Area Sensory area for impulses from eyes The Areas can be split into 3 groups
  91. 91. Cerebrum/Cerebral hemispheres • Sensory areas of the cerebral hemispheres receive impulses from sense organs and transmit them to the association areas • The association areas of the cerebral hemispheres receive impulses - interpret them in the light of similar past experiences and transmit impulses to motor areas • The motor areas transmit impulses to the effectors The left and right cerebral hemispheres control the opposite sides of the body
  92. 92. Association Areas • Are used to compare sensory input with previous experiences, and make decisions • These areas are involved in speech, understanding and memory retrieval • The frontal lobes are large in humans and it is thought that they responsible for higher functions like abstract thought, personality & emotion.
  93. 93. 98
  94. 94. 99
  95. 95. BAGAIMANA MENJADI KREATIF & INOVATIF ? 1. B3 (Bebas Batas Berpikir) 2. Berpikir Aktif 3. Berlatih dan Berlatih (IMLEMENTATIF DAN SOLUTIF)
  96. 96. 7 INGAT bahwa Kreativitas : 1. bukan kemampuan yang luar biasa. 2. bukan obat mujarab untuk semua penyakit. 3. bukan mode. 4. tidak harus orisinal. 5. bukan gaya berpikir (Pemikiran kritis, analisis, & logis sama pentingnya). 6. bukan proses bawah sadar, tapi pemikiran biasa (bukan mistis, fantastis, atau misterius). 7. Kreativitas tidak terlepas dari nilai-nilai moral (bukan sikap semau gue)
  97. 97. Tragedi Terbesar Matinya POTENSI yang belum dimanfaatkan atau dilepaskan Padahal setiap individu adalah sebuah Peti HARTA KARUN KEHIDUPAN, Masing-masing manusia adalah sebuah produk baru dengan merk baru, yang dirancang khusus oleh Sang Pencipta
  98. 98. Kepribadian Sanguinis Populer Ekstrovert Pembicara Optimis • Emosi Sanguinis Populer Kepribadian yang menarik, Suka bicara, suka berbicara,Menghidupkan pesta, Rasa humor yang hebat, Ingatan kuat untuk warna, Secara fisik memukau pendengar, Emosional dan demonstratif, Antusias dan ekspresif, Periang dan penuh semangat, Penuh rasa ingin tahu, Baik di panggung, Lugu dan polos, Hidup di masa sekarang, Mudah diubah, Berhati tulus, Selalu kekanak- kanakan, Sanguinis Populer sebagai Orang Tua, Membuat rumah menyenangkan, Disukai teman anak-anak, Mengubah bencana menjadi humor, Merupakan pemimpin sirkus
  99. 99. Sanguinis Populer sebagai Teman Mudah berteman Mencintai orang Suka dipuji Tampak menyenangkan Dicemburui orang lain Bukan pendendam Cepat minta maaf Mencegah saat membosankan Suka kegiatan spontan
  100. 100. Kepribadian Melankolis Sempurna • Emosi Melankolis Sempurna • mendalam dan penuh pikiran • analitis • serius dan tekun • cenderung jenius • berbakat dan kreatif • artistik dan musikal • filosofis dan puitis • menghargai keindahan • perasa terhadap orang lain • suka berkorban • penuh kesadaran • idealis
  101. 101. Melankolis Sempurna sebagai Teman hati-hati dalam berteman puas tinggal di latar belakang menghindari perhatian setia dan berbakti mau mendengarkan keluhan bisa memecahkan masalah orang lain sangat memperhatikan orang lain terharu oleh air mata belas kasihan mencari teman hidup ideal
  102. 102. Kepribadian Koleris Kuat • Emosi Koleris Kuat : berbakat memimpin dinamis dan aktif, sangat memerlukan perubahan harus memperbaiki kesalahan, berkemauan kuat dan tegas, tidak emosional, bertindak tidak mudah patah semangat, bebas dan mandiri, memancarkan keyakinan, bisa menjalankan apa saja, Koleris Kuat sebagai Orang Tua : memberikan kepemimpinan, kuat menetapkan tujuan, memotivasi keluarga utk kelompok, tahu jawaban yang benar mengorganisasi rumah tangga
  103. 103. Koleris Kuat sebagai Teman tidak terlalu perlu teman, mau bekerja untuk kegiatan, mau memimpin dan mengorganisasi, biasanya selalu benar, unggul dalam keadaan darurat
  104. 104. Kepribadian Flegmatis Damai • Emosi Flegmatis • kepribadian rendah hati • mudah bergaul dan santai • diam, tenang dan mampu • sabar, baik keseimbangannya • hidup konsisten • tenang tetapi cerdas • simpatik dan baik hati • menyembunyikan emosi • bahagia menerima kehidupan • serba guna
  105. 105. Flegmatis Damai sebagai Teman mudah diajak bergaul menyenangkan tidak suka menyinggung pendengar yang baik selera humor yang menggigit suka mengawasi orang punya banyak teman punya belas kasihan dan perhatian
  106. 106. Metoda Mega Creativity Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si., cSAP kanaidi@yahoo.com .. 08122353284
  107. 107. Mega Creativity • MegaCreativity is about how to get ideas - great ideas, more of them, and fast. • “Think outside the box“. It's about how to break out faster, with more ideas and more innovation. • MegaCreativity opens new paths of creativity that can be followed by anyone. People in the fields of art, writing, business, and education or anyone simply hoping to lead a more creative life can use the tools of MegaCreativity to more fully realize their true potential. • If a genius is defined as someone who can see things in new ways and can create many ideas in minutes, then anyone, with the use of MegaCreativity, can be a genius.
  108. 108. Genius is in all of us • These instruction and exercises are infused with a powerfully positive tone that inspires us to reach levels of insight, expression, and creativity they never thought possible. • Impossible is Nothing! (tidak ada sesuatu yang tidak mungkin). • Semua hasil penemuan manusia yang pernah ada di bumi ini dapat dipastikan berasal dari mimpi dan imajinasi tanpa batas yang kreatif.
  109. 109. Genius is in all of us . . . . . . Beberapa yang dapat dijadikan contoh seperti : • Ketika Wright Bersaudara berhasil menerbangkan pesawat terbang berat • Thomas Alva Edison berhasil menyalakan bola lampu listrik. Mereka mengawali dengan mimpi yang kemudian ditulis dalam sebuah catatan kecil. Ini adalah Kreatifitas tanpa Batas (Mega Creativity). Bukankah Wright Bersaudara telah kenyang dengan olok- olokan ketika dia menceritakan mimpi dan idenya yang akan membuat benda seberat 5 kereta kuda dapat terbang?.
  110. 110. Mega Creativity : 5 Langkah Berpikir Jenius Step One Quit Quitting 1. Open Your Mind 2. Understand the Nature of Genius 3. Discover Your Genius in Your Inner Child Step Two Why Not Every (K)not? 1. Say “YES” to Possibility and Impossibility 2. Launch to MegaCreativity 3. Find the Essence Step Three Go for a Million 1. Inovative 2. MegaInovative 3. Get Out of the System
  111. 111. Mega Creativity : ......... Step Four MegaValue People 1. From Single Perception to MegaCreativity 2. Be open and MegaOpen 3. Employ Mega Powerful Tools Step Five Launch to the Gunies Orbit 1. Master the Methods of Genius 2. Determine Your Next Move 3. Accelerate Your Innovational Genius
  112. 112. Quit Quitting • Genius is a strategic advantage (like Enstein) • Genius is the savior (like Archimedes) • Genius is the future (like Edison) • Genius is the glory for the Country (like Alexander the Great) • Genius is the resource bigger than oil and gas resource because genius can discover that oil and gas are not needed (like Roentgen) • Genius is forever (like Socrates) http://www.amazon.com/MegaCreativity-Steps-Thinking-Like-Genius/dp/1582971501
  113. 113. By : Kanaidi, SE., M.Si., cSAP kanaidi@yahoo.com Show your spirit and intrinsic motivation
  114. 114. MOTIVATION What is motivation? MOTIVATION = Value of outcome x expectation of achieving it Motivation is a desire to achieve a goal, combined with the energy to work towards that goal.  Motivasi merupakan satu penggerak dari dalam diri seseorang untuk melakukan atau mencapai sesuatu tujuan  Motivasi adalah kekuatan pendorong yg akan mewujudkan suatu perilaku guna mencapai tujuan kepuasan dirinya  Motivasi adalah proses yang menjelaskan intensitas, arah, dan ketekunan seorang individu untuk mencapai tujuan tertentu
  115. 115. Motivation is everything. You can do the work of two people, but you can't be two people. Instead, you have to inspire the next guy down the line and get him to inspire his people. Motivation is the art of getting people to do what you want them to do because they want to do it.
  116. 116. Relationship Extrinsic & Intrinsic Motivation
  117. 117. 1. Cultivate meaning awareness Positive work environment, vision, purpose, relevance, wholeness of tasks 2. Develop a sense of choice Delegated authority, trust, security, clarity, information 3. Develop a sense of competence Knowledge, positive feedback, skill recognition, challenge, standards 4. Develop a sense of progress Collaboration, milestones, celebrations, access to customers, improvement measures Intrinsic Motivation Four Building Blocks Intrinsic more powerful and readily available – Growth opportunities, meaningful work, teamwork, positive work environment.
  118. 118. Model of Intrinsic Motivation - Ken Thomas Employees are intrinsically motivated when rewards an employee gets from work result from:  Choice – the ability to freely self-select and perform task activities.  Competence – the sense of accomplishment from skillfully performing chosen tasks/activities.  Meaningfulness – pursuing a task that matters in the larger scheme of things.  Progress – the feeling of significant advancement in achieving the task’s purpose.
  119. 119. WHAT MOTIVATES PEOPLE External Rewards • Salary • Working conditions • Benefits • Environment Internal Rewards • Achievement • Responsibility • Recognition • Feedback • Learning and growth
  120. 120. Kanaidi, SE., M.Si, cSAP kanaidi@yahoo.com
  121. 121. 3. Decision Making Process 4. Decision Making Tools 1. What is Decision Making? 2. Barriers to Good Decision Making
  122. 122. What is Decision Making? Please write a One Sentence Definition of DECISION MAKING
  123. 123. Making Effective Decisions  Perception.  Priority.  Acceptability.  Risk.  Resources. Factors:  Goals.  Values.  Demands.  Style.  Judgement.
  124. 124. Six C's of Decision Making (1 of 3) 1. Construct 2. Compile 3. Collect 4. Compare 5. Consider 6. Commit 1. Construct
  125. 125. PENGAMBILAN KEPUTUSAN RASIONALITAS TERBATAS Individu membuat keputusan dengan membangun model yang di sederhanakan, dengan menyaring berbagai fitur fitur esensial dari masalah tanpa menangkap semua kerumitannya. (mengeleminasi tingkat kerumitan yang ada) KEAHLIHAN KETRAMPILAN KREATIVITAS MOTIVASI TUGAS KREATIVITAS TIGA KOMPONEN KREATIVITAS
  126. 126. Barriers to Good Decision Making “Successful leaders have the courage to take action while others hesitate.” - John C. Maxwell
  127. 127. Barriers to Good Decision Making  Hasty - Making quick decisions without having much thought.  Narrow - Decision making is based on very limited information.  Scattered - Our thoughts in making decisions are disconnected or disorganized.  Fuzzy - Sometimes, the lack of clarity on important aspects of a decision causes us to overlook certain important considerations.
  128. 128. Hambatan dalam Proses Pengambilan Keputusan • Kegagalan di masa lalu • Konsultasi yang berlebihan • Faktor ketidakpastian • Pemahaman yang tidak tepat tentang peranan informasi
  129. 129. The Decision-Making Process “Making good decisions is a crucial skill at every level” - Peter Drucker
  130. 130. What is the process • Identify the problem • Gather information and list possible alternatives • Consider consequences of each alternative • Select the best course of action • Evaluate the results of the Decision-Making ?
  131. 131. Decision Making Process Steps Tips 1. Define the decision clearly.  A lot of decision making goes wrong at the starting point.  the more specific your definition of the decision is to made, the clearer will be your analysis and the likelihood of success. 2. Consider all the possible choices.  Successful decision makers explore all of the possible choices of the situation.  In fact many of the less obvious choices turn out to be the most effective ones. 3. Gather all relevant information and evaluate all the pros and cons of each possible choice.  In many cases, we may lack sufficient information to make an informed decision.  Analyze the advantages and disadvantages of each choice 4. Select the choice that seems to best meet the needs of the situation.  Synthesize all what you learned in previous steps and make a conclusion that you believe to be your “best” choice. 5. Implement a plan of action and then monitor the results, making necessary adjustments.  Once you have selected your best choice, you need to develop and implement a specific and concrete plan of action.  As you begin taking the steps in your plan, you will discover that adjustments need to be made.
  132. 132. List your priorities and How to perform By : Kanaidi, SE., M.Si, cSAP kanaidi@yahoo.com
  133. 133. Five Principles for Task Management Generate a Return On your Time (ROT) Principles Question ? Maximise ROT How could you do this? Know what time it is How much effective time do you really have? Manage your time Do you get paid for managing time? Challenge yourself Is this the best use on my time? Use Kuta task tools How can this become behaviour?
  134. 134. Maxwell’s Three R’s  What is required ? Your list of priorities must always begin with what is required of you.  What gives the greatest return ? Spend most of your time working in your areas of greatest strength.  What brings the greatest reward ? The things that bring the greatest reward are the fire lighters in a leader’s life. Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  135. 135. How do we best use TIME  Setting Priorities – The Big Rocks of Life (a brief illustration)  Taking Action Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  136. 136. • What is a priority? – The condition of being regarded as more important – A thing regarded as more important than others (Oxford) – Status established in order of importance or urgency (Webster) • Notions of priority – Benefit – Value / Importance – Urgency PRIORITY
  137. 137. SKALA PRIORITAS Mana yang Anda prioritaskan? – Yang menyenangkan ATAU – Yang menguntungkan Laksanakan kegiatan berdasarkan urutan prioritasnya Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  138. 138. I • Crises • Pressing Problems • Deadline II • Prevention • Planning • Recognize new opportunities III • Interruptions • Some mail • Some calls • Some reports and meeting IV • Trivia • Some mail • Some calls • Time wasters Urgent Important PRIORITYNot Important Not Urgent Covey’s Quadrants
  139. 139. PRIORITAS G e n t i n g Tidak G e n t i n g I (suka menunda-nunda) II (menentukan prioritas) P e Aktivitas: Aktivitas: n - Terlambat ke kantor - Merencanakan,menetapkan sasarn t - Masalah yang mendesak - Membina hubungan i - Proyek yg hrs diselesaikan hr ini - Pekerjaan yg hrs selesai mg ini n - Teman terluka - Rekreasi g - Mobil mogok - Olahraga III ('yes Man') IV (pemalas) T Aktivitas: Aktivitas: d - Interupsi - Hal-hal sepele k - Telepon yang tidak penting - Ngobrol tiada habisnya di telepon - Masalah kecil orang lain - Nonton TV berlebihan P - Hal yg penting bagi org lain, - Pemboros waktu (game komputer) t tidak penting untuk diri sendiri - Aktivitas menyenangkan g
  140. 140. Suatu aktifitas adalah penting jika secara pribadi Anda menganggapnya berharga yaitu mendukung misi, nilai-nilai, dan tujuan Anda yang tinggi prioritasnya. Penting Suatu aktifitas adalah genting jika Anda atau orang lain merasa bahwa itu menuntut perhatian segera. Genting
  141. 141. Mengapa suka menunda pekerjaan/tugas ?  Waktunya masih cukup lama  Tugas terlalu banyak  Pekerjaan terlalu sulit  Mengejar kesenangan  Takut gagal atau sukses  Faktor mood yang mengganggu  Tidak memiliki misi dan tujuan hidup yang jelas Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  142. 142. MENGATASI PENUNDAAN  Seorang ayah meminta putranya untuk mematahkan sapu lidi. Tapi putranya tidak berhasil. Sang ayah mengambil sapu lidi tersebut, menguraikannya dan mematahkan satu per satu.  Kita biasanya menunda karena suatu pekerjaan terlalu lama atau terlalu sulit. – Bagi pekerjaan/ tugas-tugas Anda menjadi pekerjaan-pekerjaan kecil sehingga kelihatan mudah untuk diselesaikan. – Contoh : Bagi 40 halaman buku Anda menjadi beberapa sesi (misalnya 10 sesi). – Beri hadiah untuk diri sendiri setelah menyelesaikan satu atau beberapa sesi/ bagian. Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  143. 143. Takut GAGAL atau SUKSES  Kita menunda karena kita takut GAGAL. – Lebih mudah mengatakan gagal dengan alasan kita belum sempat mengerjakannya.  Kita menunda karena kita takut SUKSES. – Jika Anda memperoleh nilai “BAIK” pada semester ini, kawan2 Anda akan menilai Anda hebat, dan ini berarti Anda punya target lebih besar karena harapan kawan2 dan keluarga Anda. – Jika saya berhasil mengerjakan suatu tugas dari Atasan, pastilah akan ada tugas-tugas lain karena Anda dinilai mampu/ bisa menyelesaikannya. Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  144. 144. Pacing Atlet punya rahasia : BERLARI DENGAN SEORANG LAWAN DAPAT MEMPERCEPAT WAKTU BERLARINYA. Efek yang sama dapat dicapai dalam kegiatan mengerjakan tugas- tugas dan belajar. Ibarat PISAU yang sering dipakai, suatu saat perlu diasah
  145. 145.  Perkirakan waktu yang diperlukan untuk menyelesaikan suatu tugas tertentu.  Tambahkan 15% dari perkiraan tersebut.  Tetapkan target (timer) untuk menyelesaikannya. Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion MEMBUAT PACING
  146. 146. Menggunakan rencana dengan efektif  Pada awal periode (bulanan/semester), catat kapan Anda akan dievaluasi dan apa tugas-tugas yang harus Anda kerjakan.  Gunakan pensil jika memang ada perubahan rencana  Buat komitmen pada rencana Anda.  Buat sebuah rencana yang menantang. Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  147. 147.  Buat jadwal yang realistis.  Realistis sesuai dengan kemampuan Anda.  Hindari membuat jadwal yang super ketat.  Berkipikirlah berhasil, bukan ‘berpikir gagal’. Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion Be Realistic in your Expectations
  148. 148. QUIZ ?  Berapa banyak batu yang dapat Anda masukkan ke dalam Kaleng ini ?
  149. 149. Contact Us : Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion 154 Kanaidi, SE., M.Si (Trainer & Dosen, Penulis, Peneliti, dan PeBisnis) e-mail : kana_ati@yahoo.com atau kanaidi@yahoo.com Telp : 022-2005972 Fax : 022-4267749 HP. 0812 2353 284 Pin BBm : 27CBC148 087822984716 Facebook : Kanaidi Ken & Kanaidi Ken Part II www.ken-kanaidi.blogspot.com www.ken-sukses.blogspot.com www.pemimpin.unggul.com www.google.com “Pemateri Training” www.formulabisnis.com/?id=ken_kanaidi

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