Materi Pelatihan SALES PLANNING & MARKETING - BPR Pemanukan BANGUNARTA di Ho...Kanaidi ken
The document summarizes materials from a sales planning and marketing training for employees of BPR BANGUNARTA bank held on December 12-13, 2015 at the DIAMOND Hotel in Subang. It includes an agenda, presentations on topics like the sales planning process, relationship selling versus traditional selling, and the value of personal selling. The training was led by a speaker and aimed to help employees improve their sales skills and focus on building long-term customer relationships.
Dokumen tersebut memberikan ringkasan singkat tentang 17 teknik closing yang dapat digunakan untuk meningkatkan tingkat konversi penjualan. Beberapa teknik utama yang disebutkan antara lain mengarahkan calon pelanggan untuk menjawab 'ya', menanggapi keberatan dengan pertanyaan balik, memberikan 3 keuntungan dalam satu penawaran, serta menekankan pentingnya membuat keputusan pembelian saat itu juga.
24 teknik dalam melakukan penutupan penjualan, yang saya adopsi dan sadur dari karangan Brian Tracy.
24 closing techniques that are effective in the sales that I adapted from the article Brian Tracy
Buku ini membahas tiga faktor penting untuk kesuksesan yaitu sikap, keahlian, dan pengetahuan. Sikap adalah fondasi utama karena mempengaruhi cara berpikir, bicara, dan bertindak seseorang. Keahlian dapat dipelajari melalui latihan, sedangkan pengetahuan diperoleh dari pembelajaran berkelanjutan. Buku ini juga menjelaskan proses penjualan dan teknik-teknik penting seperti memb
Materi Pelatihan SALES PLANNING & MARKETING - BPR Pemanukan BANGUNARTA di Ho...Kanaidi ken
The document summarizes materials from a sales planning and marketing training for employees of BPR BANGUNARTA bank held on December 12-13, 2015 at the DIAMOND Hotel in Subang. It includes an agenda, presentations on topics like the sales planning process, relationship selling versus traditional selling, and the value of personal selling. The training was led by a speaker and aimed to help employees improve their sales skills and focus on building long-term customer relationships.
Dokumen tersebut memberikan ringkasan singkat tentang 17 teknik closing yang dapat digunakan untuk meningkatkan tingkat konversi penjualan. Beberapa teknik utama yang disebutkan antara lain mengarahkan calon pelanggan untuk menjawab 'ya', menanggapi keberatan dengan pertanyaan balik, memberikan 3 keuntungan dalam satu penawaran, serta menekankan pentingnya membuat keputusan pembelian saat itu juga.
24 teknik dalam melakukan penutupan penjualan, yang saya adopsi dan sadur dari karangan Brian Tracy.
24 closing techniques that are effective in the sales that I adapted from the article Brian Tracy
Buku ini membahas tiga faktor penting untuk kesuksesan yaitu sikap, keahlian, dan pengetahuan. Sikap adalah fondasi utama karena mempengaruhi cara berpikir, bicara, dan bertindak seseorang. Keahlian dapat dipelajari melalui latihan, sedangkan pengetahuan diperoleh dari pembelajaran berkelanjutan. Buku ini juga menjelaskan proses penjualan dan teknik-teknik penting seperti memb
Dokumen tersebut membahas empat disiplin utama dalam mencapai tujuan (WIG), yaitu: (1) fokus pada WIG, (2) bertindak pada ukuran awal (lead measure), (3) membuat papan skor yang menggugah, dan (4) membangun aliran akuntabilitas. Dokumen ini juga menjelaskan pentingnya mengukur dan memantau ukuran awal untuk memprediksi pencapaian WIG.
Teks tersebut membahas empat topik utama yaitu gaya berbicara, ekspresi wajah, sikap tubuh, dan gerakan tangan yang dapat memberi kesan positif kepada orang lain. Gaya berbicara yang efektif dan efisien serta menggunakan kata-kata yang tepat dianjurkan, sementara ekspresi wajah dan sikap tubuh perlu dikendalikan untuk menunjukkan emosi yang tepat.
Dokumen tersebut membahas tentang jurnal umum dan buku besar perusahaan laundry bernama "Kinclong Laundry". Terdapat beberapa transaksi selama bulan Januari seperti setoran modal, pembelian peralatan, penerimaan pendapatan, pembayaran beban dan lainnya. Transaksi-transaksi tersebut dicatat dalam jurnal umum dan kemudian dipindahkan ke dalam buku besar.
Dokumen tersebut membahas tentang manajemen rantai pasokan (supply chain management) dengan fokus pada pentingnya manajemen rantai pasokan yang efektif, strategi-strategi manajemen rantai pasokan, dan pengukuran kinerja manajemen rantai pasokan.
Ringkasan dari dokumen tersebut adalah:
1. Bab 3 membahas pengumpulan informasi dan peramalan permintaan, termasuk sistem informasi pemasaran dan komponennya.
2. Bab 4 membahas penelitian pemasaran, termasuk definisi, jenis penelitian, dan proses penelitian pemasaran.
3. Dokumen tersebut memberikan gambaran mengenai pentingnya informasi dan penelitian bagi pengambilan keputusan pemasaran.
Dokumen tersebut membahas strategi koleksi yang efektif yang bergantung pada tiga faktor utama: sumber daya manusia, produk, dan kebijakan. Faktor-faktor kunci mencakup kualifikasi kolektor, manajemen kolektor, tanggung jawab kolektor, dan tips untuk kolektor berhasil menagih hutang. Dokumen ini juga membahas produk pinjaman dan kondisi umum konsumen serta kebijakan koleksi.
SATU ATURAN DALAM MENJUAL ADALAH
BUYERS/RETAILERS/TOKO AKAN MEMBELI (MEMBELANJAKAN ATAU MENGINVESTASIKAN UANGNYA) HANYA JIKA MEREKA PERCAYA AKAN MENDAPATKAN APA YANG MEREKA INGINKAN ATAU MEREKA BUTUHKAN
Dokumen tersebut menjelaskan berbagai jenis bukti transaksi keuangan seperti kwitansi, faktur, nota debet, nota kredit, cek, bilyet giro, rekening koran, nota kontan, bukti kas masuk, bukti pengeluaran kas, dan bukti setoran bank.
Aplikasi pengendalian bertujuan untuk memastikan bahwa hanya data yang lengkap, akurat, dan valid yang diinput dan diupdate ke sistem komputer, pemrosesan dilakukan dengan benar, dan hasil pemrosesan memenuhi kebutuhan pengguna serta data telah terlindungi. Pengendalian mencakup input controls, process controls, dan output controls.
Dokumen tersebut membahas paradigma baru dalam pelayanan kesehatan yaitu pelayanan prima. Pelayanan prima berfokus pada kepuasan pelanggan dengan memberikan layanan yang melebihi harapan pelanggan melalui sikap ramah, cepat, dan peduli. Dokumen ini juga menjelaskan empat langkah pelayanan prima yaitu menyampaikan sikap positif, mengenal kebutuhan pelanggan, memenuhi kebutuhan pelanggan, dan memastikan pelanggan kemb
Pasar dan Pemasaran dalam KewirausahaanVivin Najihah
Dokumen tersebut membahas berbagai konsep pemasaran mulai dari definisi pemasaran, manajemen pemasaran, perencanaan pemasaran, strategi pemasaran, bauran pemasaran (4P), distribusi, dan pemasaran internasional. Secara ringkas, dokumen tersebut menjelaskan bahwa pemasaran adalah proses sosial dan manajerial untuk memenuhi kebutuhan dan keinginan konsumen melalui penciptaan dan pertukaran nilai.
Teknik Riset Pemasaran I ( Desain Riset dan Metode Pengumpulan dataAgus__putu
Dokumen tersebut membahas tentang teknik riset pemasaran yang mencakup penentuan desain riset pemasaran, metode pengumpulan data, dan pemilihan metode pengumpulan data. Dokumen ini menjelaskan berbagai jenis desain riset seperti eksplorasi, deskriptif, dan kausal serta metode pengumpulan data primer dan sekunder seperti wawancara, kuesioner, observasi, dan fokus grup.
The document provides an overview of a Business Process Review (BPR) workshop. The objective of the BPR is to document current go-to-market and CRM processes to better handle daily, monthly, quarterly, and ad-hoc business activities. The BPR will involve reviewing processes, identifying risks, estimating resource needs, and setting expectations. Key areas that will be reviewed include segmentation, lead definition, sales stages, marketing and sales alignment, and CRM operations. Various worksheets and tools will be used to conduct a fit/gap analysis and define roles and responsibilities.
ProAction Case Studies - Diligence through Exit Q3 2015Tim Van Mieghem
ProAction Group provides operational expertise to private equity firms and their portfolio companies. They conducted due diligence for a packaging company acquisition and identified $1 million in potential EBITDA improvements. For a distribution company acquisition, they identified $2.7 million in EBITDA and $6.5 million in working capital improvements. For a heavy equipment manufacturer acquisition, they identified ways to increase EBITDA margins from 32% to 36% through consolidation, value engineering, and new product rollout processes.
Dokumen tersebut membahas empat disiplin utama dalam mencapai tujuan (WIG), yaitu: (1) fokus pada WIG, (2) bertindak pada ukuran awal (lead measure), (3) membuat papan skor yang menggugah, dan (4) membangun aliran akuntabilitas. Dokumen ini juga menjelaskan pentingnya mengukur dan memantau ukuran awal untuk memprediksi pencapaian WIG.
Teks tersebut membahas empat topik utama yaitu gaya berbicara, ekspresi wajah, sikap tubuh, dan gerakan tangan yang dapat memberi kesan positif kepada orang lain. Gaya berbicara yang efektif dan efisien serta menggunakan kata-kata yang tepat dianjurkan, sementara ekspresi wajah dan sikap tubuh perlu dikendalikan untuk menunjukkan emosi yang tepat.
Dokumen tersebut membahas tentang jurnal umum dan buku besar perusahaan laundry bernama "Kinclong Laundry". Terdapat beberapa transaksi selama bulan Januari seperti setoran modal, pembelian peralatan, penerimaan pendapatan, pembayaran beban dan lainnya. Transaksi-transaksi tersebut dicatat dalam jurnal umum dan kemudian dipindahkan ke dalam buku besar.
Dokumen tersebut membahas tentang manajemen rantai pasokan (supply chain management) dengan fokus pada pentingnya manajemen rantai pasokan yang efektif, strategi-strategi manajemen rantai pasokan, dan pengukuran kinerja manajemen rantai pasokan.
Ringkasan dari dokumen tersebut adalah:
1. Bab 3 membahas pengumpulan informasi dan peramalan permintaan, termasuk sistem informasi pemasaran dan komponennya.
2. Bab 4 membahas penelitian pemasaran, termasuk definisi, jenis penelitian, dan proses penelitian pemasaran.
3. Dokumen tersebut memberikan gambaran mengenai pentingnya informasi dan penelitian bagi pengambilan keputusan pemasaran.
Dokumen tersebut membahas strategi koleksi yang efektif yang bergantung pada tiga faktor utama: sumber daya manusia, produk, dan kebijakan. Faktor-faktor kunci mencakup kualifikasi kolektor, manajemen kolektor, tanggung jawab kolektor, dan tips untuk kolektor berhasil menagih hutang. Dokumen ini juga membahas produk pinjaman dan kondisi umum konsumen serta kebijakan koleksi.
SATU ATURAN DALAM MENJUAL ADALAH
BUYERS/RETAILERS/TOKO AKAN MEMBELI (MEMBELANJAKAN ATAU MENGINVESTASIKAN UANGNYA) HANYA JIKA MEREKA PERCAYA AKAN MENDAPATKAN APA YANG MEREKA INGINKAN ATAU MEREKA BUTUHKAN
Dokumen tersebut menjelaskan berbagai jenis bukti transaksi keuangan seperti kwitansi, faktur, nota debet, nota kredit, cek, bilyet giro, rekening koran, nota kontan, bukti kas masuk, bukti pengeluaran kas, dan bukti setoran bank.
Aplikasi pengendalian bertujuan untuk memastikan bahwa hanya data yang lengkap, akurat, dan valid yang diinput dan diupdate ke sistem komputer, pemrosesan dilakukan dengan benar, dan hasil pemrosesan memenuhi kebutuhan pengguna serta data telah terlindungi. Pengendalian mencakup input controls, process controls, dan output controls.
Dokumen tersebut membahas paradigma baru dalam pelayanan kesehatan yaitu pelayanan prima. Pelayanan prima berfokus pada kepuasan pelanggan dengan memberikan layanan yang melebihi harapan pelanggan melalui sikap ramah, cepat, dan peduli. Dokumen ini juga menjelaskan empat langkah pelayanan prima yaitu menyampaikan sikap positif, mengenal kebutuhan pelanggan, memenuhi kebutuhan pelanggan, dan memastikan pelanggan kemb
Pasar dan Pemasaran dalam KewirausahaanVivin Najihah
Dokumen tersebut membahas berbagai konsep pemasaran mulai dari definisi pemasaran, manajemen pemasaran, perencanaan pemasaran, strategi pemasaran, bauran pemasaran (4P), distribusi, dan pemasaran internasional. Secara ringkas, dokumen tersebut menjelaskan bahwa pemasaran adalah proses sosial dan manajerial untuk memenuhi kebutuhan dan keinginan konsumen melalui penciptaan dan pertukaran nilai.
Teknik Riset Pemasaran I ( Desain Riset dan Metode Pengumpulan dataAgus__putu
Dokumen tersebut membahas tentang teknik riset pemasaran yang mencakup penentuan desain riset pemasaran, metode pengumpulan data, dan pemilihan metode pengumpulan data. Dokumen ini menjelaskan berbagai jenis desain riset seperti eksplorasi, deskriptif, dan kausal serta metode pengumpulan data primer dan sekunder seperti wawancara, kuesioner, observasi, dan fokus grup.
The document provides an overview of a Business Process Review (BPR) workshop. The objective of the BPR is to document current go-to-market and CRM processes to better handle daily, monthly, quarterly, and ad-hoc business activities. The BPR will involve reviewing processes, identifying risks, estimating resource needs, and setting expectations. Key areas that will be reviewed include segmentation, lead definition, sales stages, marketing and sales alignment, and CRM operations. Various worksheets and tools will be used to conduct a fit/gap analysis and define roles and responsibilities.
ProAction Case Studies - Diligence through Exit Q3 2015Tim Van Mieghem
ProAction Group provides operational expertise to private equity firms and their portfolio companies. They conducted due diligence for a packaging company acquisition and identified $1 million in potential EBITDA improvements. For a distribution company acquisition, they identified $2.7 million in EBITDA and $6.5 million in working capital improvements. For a heavy equipment manufacturer acquisition, they identified ways to increase EBITDA margins from 32% to 36% through consolidation, value engineering, and new product rollout processes.
This document discusses principles of Total Quality Management (TQM). It covers topics such as leadership concepts, the seven habits of effective people, strategic planning, quality goals and objectives, quality planning steps, quality councils, quality policies, customer types, internal customer/supplier relationships, continuous process improvement, Juran's trilogy, PDSA cycles, Kaizen techniques, employee involvement, teams, performance measurement, and supplier partnerships. The key aspects of TQM covered include customer focus, process improvement, employee empowerment, and management leadership.
- The document provides an agenda for two workshops on business turnarounds and investment deal breakers.
- It introduces Incubate Advisory, a firm that provides services including acquisitions, due diligence, growth strategies, and exits.
- The workshops will cover topics like understanding market dynamics for turnarounds, and common deal breakers like unrealistic valuations, weak finance functions, and lack of management succession for deals.
The document discusses implementing process-based sales management to improve sales performance. It describes symptoms that indicate a company would benefit from this approach, such as a sales performance gap or lack of communication between departments. The benefits are identified as boosting sales productivity, identifying bottlenecks, and enabling continual improvement. Key aspects covered include setting goals, defining roles and responsibilities, mapping processes, setting KPIs, and change management techniques for adoption. Automation is highlighted as essential for managing and monitoring processes. The outcome is a clear picture of actions and real performance metrics to analyze and improve sales.
Sales Onboarding SMM Webinar - Mike Kunkle/Brainshark 2016Mike Kunkle
This is the deck I presented for Sales & Marketing Management's webinar, sharing my sales onboarding methods that have yielded such great results for me.
The document discusses key account management (KAM) and strategic selling. It notes that KAM requires strategic selling skills and involves developing a deep understanding of key customers. The steps of strategic selling outlined are establishing understanding of the customer, developing a knowledge base, and creating a strategic plan. Key account management is described as a long-term process that requires commitment from management and salespeople trained in strategic selling.
How We Reorganized Our Entire Post-Sales OrganizationGainsight
The document discusses Gainsight's new customer success organizational structure and provides a methodology for defining organizational charters. It shares that Gainsight reorganized into three departments focused on client outcomes, onboarding, and technical success. It also provides templates for defining missions, metrics, costs, activities, risks, and dependencies for each organizational function. Sample charters for client managers and customer success architects are included to illustrate how to apply the methodology.
This document provides an overview of a financial coaching service called "Starter Kit" that helps business owners better monitor their company's performance. It includes a dashboard tool that analyzes financial data and identifies key metrics, issues, and goals. Coaches then facilitate monthly meetings to review progress and priorities. Three package options are outlined providing different levels of support services and pricing. The process involves an initial assessment, setting up regular check-ins, and helping clients effectively communicate financial information to their team. Case studies show clients achieving significant improvements like doubling revenues and profit after working with a coach.
The document outlines the requirements for establishing a new business development process at Woodroc Manufacturing. It discusses establishing an organizational structure with clear roles and responsibilities, developing a strategy that focuses on target markets and customers, and implementing processes for marketing, sales, and quality control. An effective business development system requires thorough planning, monitoring, and addressing requirements across key areas like production, human resources, and information technology.
This document discusses how product marketing can evaluate its effectiveness and positively impact revenue. It proposes that product marketing provide "sales enablement services" to reduce friction in the buying process. This involves equipping salespeople to have valuable conversations with customers at each stage. It outlines goals like building market presence, sales pipeline, and improving sales outcomes to achieve greater profitability. It recommends ways to get started, including becoming experts on buyers, identifying and correcting bottlenecks in the sales funnel, and taking ownership of win/loss analysis.
Growing your business via strategic account management frameworkPiyush Poddar
This session will take you through our Account Management Practice and share some real-life case studies demonstrating how we hit target sales quota by 2-3x and achieved maximum strategic account objectives within the desired timeline.
We will look at various aspects of a successful Customer Account Management framework like
- Customer onboarding process
- Kickoff meetings
- Routine engagement health check-ins
- Invoicing and collections management
- Satisfaction surveys and testimonials management
- Complaint and grievances management
- Contract renewals and extensions.
- Opportunity exploration via researching client’s organisation, industry, seeking references, social media listening etc.
- Evangelizing client via social, digital marketing and event participations.
How the Challenger Sale philosophy applies to CSMGainsight
Our Director of Client Strategy and Director of Customer Success Sales examine how the 'Challenger Sale' philosophy can also be appllied across your Customer Success and Renewals & Expansion teams
Module 2 discusses relationship quality, customer satisfaction, loyalty and business performance. It defines relationships as evolving over time through phases of awareness, exploration, expansion, commitment and dissolution. Customer satisfaction depends on expectations being met or exceeded. Loyalty can be measured behaviorally based on purchases or attitudinally based on preferences. Relationship management theories include the IMP, Nordic, Anglo-Australian, North American and Asian schools. Planning and implementing CRM projects involves developing strategy, building foundations, specifying needs, implementation and performance evaluation.
How to Customer Success the Heck out of ThemJean Walters
This presentation is a modified version of a Work-Bench Workshop given on 4/14/15 by Jean Walters, Director of Customer Success at Greenhouse.
As the 8th person on the Greenhouse team, the presentation shares Jean's experiences leading and growing a customer success team at a startup. Lessons she has learned along the way include knowing when/who to hire, how specializing roles can help your company scale, and the amazing impact that a chat tool can have on customer satisfaction.
Founded in 2012, Greenhouse is a recruiting optimization platform that companies use to build and scale their recruiting processes. Greenhouse has raised over $20 million to date, and has 500+ customers.
Webinar The Pipeline Revealed: Tips for Accelerating Your PipelineDoble Group, LLC
The document discusses managing a sales pipeline to improve sales effectiveness. It defines the sales pipeline and its objectives to close more opportunities of higher value. The basic phases of the sales process are outlined as prospecting, qualification, identifying needs, value proposition, negotiation, and closing. Tips are provided to accelerate the pipeline such as standardizing best practices, measuring efforts and results, and creating an organization focused on continuous improvement.
GE Healthcare - Marketing Automation Roll Out Plan & Framework - v11.0saSal Abramo
This document outlines a marketing automation project to improve customer engagement and sales processes. The project will focus on increasing customer intensity throughout the buying cycle, prioritizing high-quality leads, and making data-driven decisions. A phased approach is proposed, beginning with discovery, then definition and alignment of processes before building and delivering the marketing automation system. The expected benefits include simplified and aligned sales and marketing, greater agility, improved customer experience, and more effective marketing through data and analytics. Key next steps are finalizing priorities and resources before kicking off the project in Q2 2015.
New Product Development Philosophy IB Work BetterStephen Tavares
This presentation outlines Philosophy IB's offerings in the New Product Development space including governance and process design and outsourced project management.
This document provides information about a financial dashboard and advisory services called Corelytics. It includes examples of client packages that advisors can use Corelytics to provide, ranging from $299 to $999 per month. It also outlines the basic process advisors would follow, which includes an initial analysis, identifying key metrics and goals, monthly reviews in Corelytics to spot issues, and facilitating regular management meetings. The goal is to help business owners better monitor their financial performance and make more strategic decisions.
How do you measure up? A crowd-sourced, cross-pollinated discussion on evalua...ProductCamp Boston
As a product marketer how do you evaluate if you’re being effective? If you’re in marcomms, product management, sales or the CEO how do you evaluate if the role is being effective and properly supported?
Is product marketing judged on volume output such as leads, events, webpages or trainings produced? Are you being driven by “optics and politics” and “the way things are done here “or jumping on the latest trends and content tactics du jour.
How do you determine if your priorities are in the right place? If you are over or understaffed, if there are bottlenecks or organizational issues that inhibit effectiveness. Is your measure of success different at different stages of product/company development? Does product marketing in a start-up or for a new product get measured in the same way as a more mature one?
Are there common metrics regardless of company size or product maturity?
We’ll propose some straw man metrics and then organize the chaos that will likely ensue. So come ready to participate!
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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. Kanaidi, SE., M.Si., cSAP (sebagai Pemateri) pada
“Pelatihan SALES PLANNING & MARKETING”
Bagi Karyawan BPR BANGUNARTA
di Hotel DIAMOND-Subang, 12 - 13 Desember 2015
3. Para Peserta secara serius mengikuti Materi
“Pelatihan SALES PLANNING & MARKETING”
Bagi Karyawan BPR BANGUNARTA
di Hotel DIAMOND-Subang, 12 - 13 Desember 2015
4. Para Peserta secara serius mengikuti Materi
“Pelatihan SALES PLANNING & MARKETING”
Bagi Karyawan BPR BANGUNARTA
di Hotel DIAMOND-Subang, 12 - 13 Desember 2015
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. Sales Planning & Process
Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si, cSAP
kanaidi@yahoo.com - 08122353284
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
...... Hello Effect
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. Moment of Truth
By : Kanaidi, SE., M.Si, cSAP
kanaidi@yahoo.com ... 08122353284
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. Introduction
• What for planning?
• What does sales planning do?
• What a sales plan is?
• What is planning process?
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. 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. Sales Manager as Planner
1. Sales forecasting
2. Developing objectives
3. Developing the sales organization
4. Formulating policies and procedures
5. Preparing the budget
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. 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. 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. 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
22. 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
23. 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
24. 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
25. 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
26. 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
27. 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
28. 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
29.
30. Steps in the Personal Selling
Process
• Prospecting
and
Qualifying
• Preapproach
• Approach
• Presentation and
Demonstration
• Handling
Objections
• Closing
• Follow-up
31. 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
32. 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.
33. 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
34. 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.
.
.
.
35. 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
36. 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
37. 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
38. 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
39. 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
40. The 80/20 RULE
80%
of your growth
will come from
20%
of your customers
Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
41. 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
42. • 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 . . . .
43. 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
44. 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 :
45. 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
46. 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
47. 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
48.
49. 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!
50. 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.
51. 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”
52. 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.
53. 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?”
54. 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?”
55. 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.
56. 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?”
57. 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
58. 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.
59. 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.
60. 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)
61. 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?
62.
63. 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.
64. • 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?
65. 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?
66. 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?
69. A strength can be a competitive
advantage like…
- Superior product
quality
- Lowest price
- Best expertise
- Location
70. A weakness can be a disadvantage such
as…
- A tired brand
- Inferior location
- High overheads
- A lack of R&D
71. 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
72. A threat can be…
- Unfavourable regulation
changes
- A new entrant into the
market
- Problems with the
economy
- Market shrinkage
73. 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
77. Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si, cSAP
kanaidi@yahoo.com ... 08122353284
Market Analysis
78. 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
79. 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
80. 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.
81. 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
83. 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.
84. 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.
85. 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.
86. 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.
88. 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
93. 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
96. 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
97. 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.
100. BAGAIMANA MENJADI
KREATIF & INOVATIF ?
1. B3 (Bebas Batas Berpikir)
2. Berpikir Aktif
3. Berlatih dan Berlatih
(IMLEMENTATIF DAN SOLUTIF)
101. 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)
102. 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
103. 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
104. 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
105. 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
106. 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
107. 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
108. Koleris Kuat sebagai Teman
tidak terlalu perlu teman,
mau bekerja untuk kegiatan,
mau memimpin dan
mengorganisasi,
biasanya selalu benar,
unggul dalam keadaan darurat
109. 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
110. 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
112. 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.
113. 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.
114. 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?.
115. 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
116. 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
117. 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
118. By : Kanaidi, SE., M.Si., cSAP
kanaidi@yahoo.com
Show your spirit and
intrinsic motivation
119. 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
120. 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.
122. 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.
123. 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.
124. WHAT MOTIVATES PEOPLE
External Rewards
• Salary
• Working conditions
• Benefits
• Environment
Internal Rewards
• Achievement
• Responsibility
• Recognition
• Feedback
• Learning and growth
129. Six C's of Decision Making (1 of 3)
1. Construct
2. Compile
3. Collect
4. Compare
5. Consider
6. Commit
1. Construct
130. 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
131. Barriers to Good Decision
Making
“Successful leaders have the courage to take
action while others hesitate.”
- John C. Maxwell
132. 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.
133. Hambatan dalam Proses Pengambilan
Keputusan
• Kegagalan di masa lalu
• Konsultasi yang berlebihan
• Faktor ketidakpastian
• Pemahaman yang tidak tepat tentang
peranan informasi
135. 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 ?
136. 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.
137. List your priorities and
How to perform
By : Kanaidi, SE., M.Si, cSAP
kanaidi@yahoo.com
138. 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?
139. 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
140. 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
141. • 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
142. SKALA PRIORITAS
Mana yang Anda prioritaskan?
– Yang menyenangkan ATAU
– Yang menguntungkan
Laksanakan kegiatan berdasarkan urutan
prioritasnya
Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
143. 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
144. 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
145. 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
146. 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
147. 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
148. 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
149. 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
150. 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
151. 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
152. 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
153. QUIZ ?
Berapa banyak batu yang
dapat Anda masukkan ke
dalam Kaleng ini ?
154. 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