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Konsep Balanced Score Card
Dokumen ini membahas teknik dan proses balanced scorecard untuk meningkatkan kinerja organisasi dengan fokus pada penjualan, kinerja produk, dan kepuasan pelanggan. Selain itu, ini juga menjelaskan pentingnya pengukuran dalam mengelola kinerja melalui ukuran keuangan dan non-keuangan yang terintegrasi, serta strategi untuk mencapai tujuan dengan memperbaiki pelayanan dan profesionalisme. Rencana pemasaran ditargetkan untuk meningkatkan kinerja penjualan hingga mencapai Rp 1,5 miliar per bulan pada tahun 2004 dengan berbagai indikator kinerja yang terukur.
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Konsep Balanced Score Card
- 1. BALANCED SCORE CARD Technique& Process for Better Performance
- 2. Saya mesti apa? PENYEBABPENYEBAB Pesaing X Daya beli menurun X Musim X Harga mahal V Mutu V Pelayanan jelek V Kurang profesional V Pasokan terlambat X Promosi V After sales service V M: Penjualan tidak memenuhi target : Mengapa?
- 3. AGF Consulting Apa yangbisa saya lakukan? AGF- COMPETENCE (Achievement Generating Factor) V SGF- COMPETENCE (Support Generating Factor) X KEPUTUSAN FOKUS SARAN SINERGI KINERJAFIT
- 4. Saya mesti apa? M:Penjualan tidak memenuhi target : Mengapa? KINERJA PENJUALAN MUTU PRODUK DAYA SAING HARGA PROMOSI KOMPETENSI MENJUAL
- 5. Scorecard Score Measures Target Weight If youcan measure it you can manage it, if you can manage it you can achieve it (Kaplan dan Norton)
- 6. Definisi Sistem pengelolaan Stratejikyang mengkombinasi ukuran-ukuran keuangan dan non keuangan. •KEUANGAN •PELANGGAN •PROSES INTERNAL •PERTUMBUHAN DAN INOVASI
- 7. Objectives Measures Targets Objectives Measures Targets Objectives Measures Targets Balanced Scorecard PlanningProcess Vision / Mission Objectives Measures Targets Initiatives Apa yang Akan menjadi progress Menuju visi kita Apa Langkah untuk mencapai visi kita?
- 8. Balanced Scorecard danStrategi Artikulasi Komunikasi Penyesuaian
- 9. Financial? •Pertumbuhan Pendapatan •Reduksi Biaya •UtilisasiSumber Daya •Surplus Untuk sukses secara finansial, apa yang harus nampak dimata anggota kita?
- 10. Pelanggan? Untuk mencapai visi kita,apa yang harus nampak dimata pelanggan kita? Apa yang sangat penting bagi pelanggan kita Loyalitas Anggota Retensi Anggota Kemanfaatan Anggota Kepuasan Anggota Akuisisi Anggota • Atribut Produk • Customer Relationship • Image dan Reputasi Siapa saja dalam dan diluar organisasi kita adalah pelanggan kita
- 11. Proses Pengelolaan Internal? • PerbaikanMutu • Perpendek Waktu Pelayanan • Efisiensi Internal • Efektivitas Proses • Reduksi Biaya PUAS LAYANI ANGGOTA Indentifikasi Kebutuhan Anggota Ciptakan pelayanan yang baik KEMBANGKAN JENIS PELAYANAN DELIVER PELAYANAN Proses Inovasi Proses Operasi Pelayanan Pelanggan Untuk memuaskan semua fihak, khususnya anggota kita, proses internal mana yang kita unggul Kompetensi Inti
- 12. Pembelajaran dan Inovasi? • ProfesionalismePelaksana • Kehandalan Sistem Informasi • Pemberdayaan • Organisasi Pembelajaran • Pembelajaran Organisasional Bagaimana kemampuan berobah dan memperbaiki kinerja Litbang Internal & ExternalPerhatikan gap kemampuan pelayanan kita
- 13. Vision & Strategy Vision & Strategy CUSTOMER CUSTOMER “To achieve our vision,how should we appear to our member?” Objectives Measures Targets Initiatives FINANCIAL FINANCIAL “To succeed financially, how should we appear to our member?” Objectives Measures Targets Initiatives INTERNAL BUSINESS PROCESSES INTERNAL BUSINESS PROCESSES “To satisfy our member, what processes must we excel at?” Objectives Measures Targets Initiatives INNOVATION AND LEARNING INNOVATION AND LEARNING “To achieve our vision, how will we sustain our ability to change and improve?” Objectives Measures Targets Initiatives Hubungan Kausal
- 14. Menentukan Objectives Pecific -Jelas easurable – Bisa diukur chievable – Bisa dicapai ealistic- Realistis angible &Timeliness– ada buktinya dgn rentang waktu jelas
- 15. Cascading Kembangkan proses dimana setiaporang tahu bagaimana organisasi akan bergerak, apa yang dituju dan bagaimana mencapainya OBJECTIVES pada semua level harus disajikan dalam 4 perspektif Keuangan Pelanggan Proses Internal Pembelajaran dan Innovasi Business Unit Mission and Strategy Strategic Objectives and Measures Departmental Plans Team Plans Individual Performance Measures
- 16. CONTOH CASCADING PENGEMBANGANSCORECARD RENCANA DARI KANTOR PUSAT SCORECARD RSM 1 SCORECARD RSM 2 SCORECARD RSM 2 SCORECARD DM 1 DM 2 SCORECARDS .SUP 1 SC . SUP 2 SCORECARDS Salesman 1 SC S 2 SC S 3 SC S 4 SC S 5 SC S 6
- 17. Penting!!! “Plan is nothing,planning is everything “ “If you can measure it, you can manage it, if you can manage it, you can achieve it “
- 18. ARTIKULASI STRATEGI PASTIKAN JOB LOGIC RANTAINILAI AGF RANTAI LEADING RANTAI LAGGING PLAN SCORECARD DEFINISI KINERJA AUDIT KINERJA NERACA KINERJA
- 19. ARTIKULASI STRATEGI GRAND STRATEGY STRATEGIC OBJECTIVES (Tujuan Stratejik) SUB STRATEG Y SUB STRATEG Y SUB STRATEG Y STRATEGIC OBJECTIVES (TujuanStratejik) STRATEGIC OBJECTIVES (Tujuan Stratejik)
- 20.
- 21. ARTIKULASI STRATEGI (1) STRATEG I*INVEST *KONSOLIDASI *DIVESTASI STRATEGI KEUANGA N STRATEGI PRODUKSI & OPERASI STRATEGI PEMASARA N STRATEGI SDM STRATEGI PRODUK STRATEGI MARKET ENTRY STRATEGI HARGA STRATEGI PROMOSI STRATEGI PENJUALAN STRATEGI PENGELOLAAN PELANGGAN STRATEGI SELLING- IN STRATEGI SELLING- OUT STRATEGI SALES VALUE STRATEGI SALES TERRITORY STRATEGI SALES FORCE STRATEGI CUSTOMER RELATIONSHIP
- 22.
- 23. CONTOH: ARTIKULASI SUBSTRATEGI PENJUALAN RUMUSAN STRATEGI: MENINGKATKAN KINERJA PENJUALAN MENJADI Rp. 18 MILIAR PERTAHUN DI TAHUN 2004 atau Rp.1,5 MILIAR PERBULAN STRATEGIC OBJECTIVES (Tujuan Stratejik)
- 24. RINCIAN TUJUAN STRATEJIKDARI RUMUSAN STRATEGI YANG DIBUAT TUJUAN STRATEJIK MENINGKATKAN NILAI PENJUALAN BULANAN MENATA TERITORI PENJUALAN (TERRITORY ALIGNMENT) UNTUK MENJAMIN MERATANYA KETERSEDIAAN PRODUK DI PASAR MENINGKATKAN PROFESIONALISME TENAGA PENJUALAN (HARD WORKING & SMART WORKING MODE) MEMELIHARA HUBUNGAN PELANGGAN YANG ERAT UNTUK MENJAMIN KESETIAAN OUTLET MENJUAL PRODUK PERUSAHAAN
- 25.
- 26. PASTIKAN JOB LOGICUNTUK STRATEGI YANG DIBUAT HARGA JUAL JUMLAH RETUR UNIT PENJUALAN NILAI PENJUALAN
- 27. PASTIKAN JOB LOGICUNTUK STRATEGI YANG DIBUAT MANAJEMEN TERITORI POTENSI WILAYAH ACCOUNT RECRUITMENT PROGRAM OUTLET SHARE OUTLET COVERAGE
- 28. PASTIKAN JOB LOGICUNTUK STRATEGI YANG DIBUAT PROFESIONALISME SALESFORCE DIKLATMAN ORIENTASI KERJA KERAS (HARD-WORKING) ORIENTASI KERJA CERDAS (Smart Working) ORIENTASI HASIL (Standard;Target)
- 29. PASTIKAN JOB LOGICUNTUK STRATEGI YANG DIBUAT MEMBANGUN HUBUNGAN PELANGGAN MUTU HUBUNGAN PEMASARAN TRANSAKSIONAL KOMITMEN PADA KONSENSUS MUTU PELAYANAN MUTU HUBUNGAN PEMASARAN RELASIONAL
- 30. AGF CHAIN-RANTAI NILAI SELLING-IN HARGA JUAL JUMLAH RETUR UNIT PENJUALAN NILAI PENJUALAN MANAJEMEN TERITORI POTENSI WILAYAH ACCOUNT RECRUITMENT PROGRAM OUTLET SHARE OUTLET COVERAGE PROFESIONALISME SALESFORCE DIKLATMANORIENTASI KERJA KERAS (HARD-WORKING) ORIENTASI KERJA CERDAS (Smart Working) ORIENTASI HASIL (Standard;Target) MEMBANGUNHUBUNGANPELANGGAN MUTUHUBUNGANPEMASARANTRANSAKSIONAL KOMITMEN PADA KONSENSUS MUTUPELAYANANMUTUHUBUNGANPEMASARANRELASIONAL
- 31. AGF Consulting SCORECARD RENCANAPEMASARAN Sasaran: Meningkatkan kinerja penjualan hingga mencapai Rp. 1.5 m per bulan di tahun 2004 Strategic Objective Lagging Performance Leading Performance M T M T 1. Meningkatkan penjualan Sales value 1,5 M ΣBox Sales 7.500 Σ Outlet Harga Khusus ≤ 10% Outlet Σ Retur ≤ 5%
- 32. AGF Consulting SCORECARD RENCANAPEMASARAN Sasaran: Meningkatkan kinerja penjualan hingga mencapai Rp. 1.5 m per bulan di tahun 2004 Strategic Objective Lagging Performance Leading Performance M T M T 2. Menata teritori penjualan untuk menjamin luas availability produk di pasar %OS 14% Σ Outlet Putus ≤ 10% Outlet %OC 65%= 3.000 Outlet Aktif Σ Outlet Baru ≥20% Outlet Σ Survey Outlet Industri 12 kali
- 33. SCORECARD RENCANA PEMASARAN Sasaran:Meningkatkan kinerja penjualan hingga mencapai Rp. 1.5 m per bulan di tahun 2004 Strategic Objective Lagging Performance Leading Performance M T M T 3. Meningkatkan profesionalisme tenaga penjualan % SF Target 100% 90% Σ Training 12 kali % Quota Ratio 100% %RCP ≥100% %ECP ≥80% % Sales Mix ≥ 8 Jenis Item ≥70% Faktur
- 34. SCORECARD RENCANA PEMASARAN Sasaran:Meningkatkan kinerja penjualan hingga mencapai Rp. 1.5 m per bulan di tahun 2004 Strategic Objective Lagging Performance Leading Performance M T M T 4. Membangun & memelihara hubungan jangka panjang dengan outlet Σ Outlet Pindah Pemasok 0% Σ Delivery tepat waktu 100 % Σ Outlet Aktif 3000 Σ Kesalahan Item yang dikirim 0% Σ Missionary Call 1/bln/ outlet Rationale: Dengan 3000 outlet aktif sebagai hasil dari 80% ECP dengan rata rata potensi 250 box @ Rp.20.000, diharapkan menghasilkan value penjualan Rp.1.5 miliar per bulan
- 35. INDIKATOR KINERJA Target SB (5) B (4) S (3) K (2) SK (1) Sales Value1.5 M 1.5 1.25 1.1 0.9 0.75 Outlet Share 14% 14 13 12 11 10 Outlet Coverage 65% >65 65 50 45 <45 %SF mencapai target 100% 90% 86% 83% 80% 75% 70% Quota Ratio 100% 95% 90% 85% 83% 80% Outlet Buy 3000 >3000 3000 2750 2500 <2500 Σ Outlet Pindah Pemasok 0% 2% 4% 6% >6% >10% SCORECARD DEFINISI KINERJA LAGGING PERFORMANCE INDICATOR KINERJA PENJUALAN MANAJEMEN TERRITORI MANAJEMEN SALESFORCE MANAJEMEN HUBUNGAN PELANGGAN
- 36. INDIKATOR KINERJA TargetSB (5) B (4) S (3) K (2) SK (1) Σ Box Sales 7.500 Σ Outlet Harga Khusus ≤ 10% Outlet Σ Retur ≤ 5% Σ Outlet Putus ≤ 10% Outlet Σ Outlet Baru ≥20% Outlet Σ Survey Outlet Industri 12 kali Σ Training 12 kali %RCP ≥100% %ECP ≥80% % Sales Mix ≥ 8 Jenis Item ≥70% Faktur Σ Delivery tepat waktu 100 % Σ Kesalahan Item yang dikirim 0% Σ Missionary Call 1/bln/ outlet SCORECARD DEFINISI KINERJA LEADING PERFORMANCE INDICATOR KINERJA PENJUALAN MANAJEMEN TERRITORI MANAJEMEN SALESFORCE MANAJEMEN HUBUNGAN PELANGGAN
- 37. INDIKATOR KINERJA BOBOTKINER- JA INDEX KINERJA KINERJA PUNCAK GAP Sales Value 0.20 5 1.00 1.00 0 Outlet Share 0.05 4 0.20 0.25 -20% Outlet Coverage 0.1 3 0.30 0.50 -40% %SF mencapai 100% 0.075 3 0.23 0.375 -40% Quota Ratio 0.25 5 1.25 1.25 0% Outlet Buy 0.15 3 0.45 0.75 -40% Σ Outlet Pindah Pemasok 0.175 5 0.88 0.88 0% TOTAL 1.0 4.3 5.0 DOCS ( Degree of Compliance to Standard) 86% SCORECARD AUDIT KINERJA LAGGING PERFORMANCE INDICATOR KINERJA PENJUALAN MANAJEMEN TERRITORI MANAJEMEN SALESFORCE MANAJEMEN HUBUNGAN PELANGGAN
- 38. INDIKATOR KINERJA BOBOTKINERJA I.K K.P GAP Σ Box Sales Σ Outlet Harga Khusus Σ Retur Σ Outlet Putus Σ Outlet Baru Σ Survey Outlet Industri Σ Training %RCP %ECP % Sales Mix ≥ 8 Jenis Item Σ Delivery tepat waktu Σ Kesalahan Item yang dikirim Σ Missionary Call TOTAL 1.0 2.6 5.0 DOCS ( Degree of Compliance to Standard 52% SCORECARD AUDIT KINERJA LEADINGKINERJA PENJUALAN MANAJEMEN TERRITORI MANAJEMEN SALESFORCEMANAJEMEN HUBUNGAN PELANGGAN
- 39. NERACA KINERJA LAG 86% LEAD 52% Apa maknadan implikasinya? KINERJA PENJUALAN MANAJEMEN TERRITORI MANAJEMEN SALESFORCE MANAJEMEN HUBUNGAN PELANGGAN Target terlalu rendah Windfall performance
Editor's Notes
- #2 Session objectives: To ensure alignment and commitment to the balanced scorecard and remove any conceptual theoretical understanding issues. To gain an understanding of what we will have to do if we are to succeed. To agree to following a balanced scorecard based approach to structure the 2 day planning session.
- #3 Words to emphasis:erlambaX Strategic Measurement and Management - its is about making it happen, not just measuring its progress.
- #4 Words to emphasis: Strategic Measurement and Management - its is about making it happen, not just measuring its progress.
- #5 Words to emphasis:erlambaX Strategic Measurement and Management - its is about making it happen, not just measuring its progress.
- #7 Words to emphasis: Strategic Measurement and Management - its is about making it happen, not just measuring its progress.
- #8 It is important to do the Vision / Mission first, and the initiatives last. The vision / mission provides the unifying themes of purpose in the Balanced Scorecard Strategy. The initiatives should be designed so that a few carefully selected initiatives synergistically tackle multiple objectives in a co-ordinated fashion. You can then do all the objectives, all the measures, all the targets, etc. or the objectives, measures and targets for each perspective in turn. Typically, the Vision and Mission and Objectives are set top-down, while the measures, targets and initiatives have more of a bottom up contribution. Ultimately, we must aim for total buy-in into the strategy.
- #9 The use of SMART objectives, measures, targets and initiatives provides a vehicle for articulating the strategy in a very tangible manner. It is therefore easier to communicate throughout the organisation, and people will better be able to align their efforts with the strategy. This is the real benefit that a Balanced Scorecard offers.
- #10 At individual sub-unit level, your shareholder may be your management structure. Example Issue: What kind of a balance sheet do we want to have?
- #12 Don’t ask “How can we improve our existing processes?” ask “What processes do we need to excel at?” “Process” Oriented Organisation ABC, etc.
- #13 This is where we can introduce concepts like the Learning Organisation and Knowledge Management, and Intrapreneurship. We can also develop measures of the appropriateness and level of skills, and identify and fill any gaps. % sales from new products Skills / Vancancies
- #14 It is important to identify few, but unified themes, rather than have 16 odd unconnected measures.
- #15 Specific: Not: “We want people to like us” But: “We want our clients to rate us as the most customer friendly organisation in the country” Measurable” Not: “To have the smartest employees” But: “For each employee to spend 12 days a year on formal training” Achievable: Not:”To achieve sub 1 second response on the Internet Site all the time” But: “To achieve a less than 8 second response on the Internet site, 80% of the time”. Realistic Not: “For all our competitors customers to switch to us” But: “To capture a 1% market share by December 2000” Tangible: Not: “For everyone to feel warm and fuzzy about what they do” But: “To score over 7 on the employee satisfaction index”
- #16 For each Balanced Scorecard (I.e. for each employee or role) you need to do a visioning and strategy exercise as part of the exercise this must drive the construction of the Balanced Scorecard.