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TAHAPAN PENYUSUNAN

TAHAPAN PENYUSUNAN. BSC MODEL. BSC Concept. COMPANY BIG PROCESSES. BSC Role. Output. Memperluas perspektif dalam proses identifikasi dan formulasi. Mission, Vision, Core Values, Core Beliefs, Goals, Strategy. Menjadikan Strategic Objectives  Comprehensive & Coherent.

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TAHAPAN PENYUSUNAN

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  1. TAHAPAN PENYUSUNAN BSC MODEL

  2. BSC Concept COMPANY BIG PROCESSES BSC Role Output Memperluas perspektif dalam proses identifikasi dan formulasi Mission, Vision, Core Values, Core Beliefs, Goals, Strategy Menjadikan Strategic Objectives  Comprehensive & Coherent Strategic Objectives, Measures, Target, Strategic Initiatives Menjadikan Program Kerja  Comprehensive & Coherent Programs (Program Kerja - Rencana Jangka Panjang) Menjadikan Anggaran  Comprehensive & Coherent Budget (Anggaran - Rencana Jangka Pendek  1 tahun) Memperluas perspektif yang diukur, memudahkan komunikasi, pelaksanaan, monitoring, dan lesson learned Pelaksanaan Rencana: Target tercapai atau tidak .. Umpan Balik, Lesson Learned

  3. BALANCED SCORECARD Translate, Focus and Align STRATEGIC INITIATIVES What are the priorities STRATEGIC OUTCOMES SatisfiedSHAREHOLDERS Delighted CUSTOMERS Efficient and EffectivePROCESSES Motivated & PreparedWORKFORCE BSC Links Vision and Strategy to Employees’ Everyday Actions MISSION Why we exist VALUES & BELIEFS What’s important to us VISION What we want to be STRATEGY Our game plan TOTAL QUALITY MANAGEMENT What we must improve EMPOWERMENT / PERSONAL OBJECTIVES What I need to do

  4. Strategic Planning with BSC Framework Measures & Targets

  5. BSC Concept BSC Perspectives Model

  6. Strategic Planning with BSC The Popular Furniture Malls Stakeholders Balance Sheet Risk of bad quality products and services

  7. Strategic Planning with BSC Customer Management Processes Innovation Processes Invention Product Development Exploitation (speed to market) Solution Development Customer Service Relationship Management Advisory Services Customer Value Proposition Operational Processes STRATEGY PRODUCT LEADERSHIP CUSTOMER INTIMACY Supply Chain Management Operations Efficiency: Cost, Quality, Cycle time Capacity Management OPERATIONAL EXCELLENCE

  8. Strategic Planning with BSC Product Leadership Strategy Product/Service Attributes Relationship Image Time Functionality Brand “The Best Product” Unique products and Services that “push the envelope” Differentiator Basic Requirement Customer Value Proposition

  9. Strategic Planning with BSC Customer Intimacy Strategy Product/Service Attributes Relationship Image Relationship Brand Service Differentiator “Trusted Brand” Personal service tailored to produce results for customer and build long-term relationships Basic Requirement Customer Value Proposition

  10. Strategic Planning with BSC Differentiator Basic Requirement Customer Value Proposition Operational Excellence Strategy Product/Service Attributes Relationship Image Price Quality Time Selection Brand “Smart Shopper” Quality and selection in key categories with unbeatle prices

  11. Strategic Planning with BSC Customer Intimacy Strategy Product/Service Attributes Relationship Image Relationship Brand Service “Trusted Brand” Customer Value Proposition for Popular Furniture Malls? “Trusted, friendly, convenient and affordable” Quality furniture Friendly and welcoming staff, Available and knowledgeable staff, Professional service and complaint handling, Easy parking, Delivery within 24 hrs, Fast credit approval, Affordable financing

  12. Strategic Planning with BSC

  13. Strategic Planning with BSC Popular Furniture Malls, Singapore Strategy:Revenue Growth & Productivity with Customer Intimacy Strategic Objectives in Financial Perspective : Maximize Financial Returns Increase Revenue Growth Increase Productivity Increase New Revenue Sources Increase Cust. Val. Prop (CVP) Improve Cost Structure Improve Asset Utilization Increase Market Share Increase Price Maintain Profit Margin Reduce Admin Cost Reduce Avg W/H Value

  14. Strategic Planning with BSC Popular Furniture Malls, Singapore Strategy:Revenue Growth & Productivity with Customer Intimacyakrab Strategic Objectives in Customer Perspective : “Trusted, friendly, convenient and affordable” Popular Model Only Friendly and welcoming staff Available and knowledgeable staff Professional service and complaint handling Easy Parking Delivery within 24 hrs Fast credit approval Quality Furniture Affordable Financing

  15. Strategic Planning with BSC Popular Furniture Malls, Singapore Cause Effect Diagram in Financial and Customer Perspectives : Maximize Financial Returns Increase Revenue Growth Productivity FI Increase New Revenue Sources Increase Cust. Val. Prop (CVP) Improve Cost Structure Improve Asset Utilization Increase Market Share Increase Price Maintain Profit Margin Reduce Admin Cost Reduce Avg W/H Value CU “Trusted, friendly, convenient and affordable” Popular Model Only

  16. Strategic Map Maximize Financial Returns Increase Revenue Growth Productivity FI Increase New Revenue Sources Increase Cust. Val. Prop (CVP) Improve Cost Structure Improve Asset Utilization Increase Market Share Increase Price Maintain Profit Margin Reduce Admin Cost Reduce Avg W/H Value “Trusted, friendly, convenient and affordable” Popular Model Only CU Available and knowledgeable staff Easy Parking Friendly and welcoming staff Professional service and complaint handling Affordable Financing Quality Furniture Fast credit approval Delivery within 24 hrs Sufficient staff in shop at all times Handle credit requests in 10 minutes Handle all complaints on the spot Deliver the right products to the right address within 18 hrs IP Reduce no. of items in selection Always a free parking spot Keep quality complaints at minimum 4 week selection turn-over max. No item in selection at over 250$ a month financing All staff members through Selection Training LG Reduce number of admin employees All staff members through SWA Operating Training All staff members through Basic Sales Training Using Technology to improve process effectiveness

  17. Strategic Planning with BSC Strategic Objectives & Measures

  18. Strategic Planning with BSC Strategic Objectives & Measures

  19. Strategic Planning with BSC Strategic Objectives & Measures

  20. Strategic Planning with BSC Strategic Objectives & Measures Note: SWA = Store Workflow Automation

  21. Strategic Planning with BSC Strategic Objectives & Initiatives

  22. Strategic Planning with BSC Strategic Objectives & Initiatives

  23. Strategic Planning with BSC Strategic Objectives & Initiatives

  24. Strategic Planning with BSC From Intiatives to Programs and Budget

  25. BSCcommunicates to each unit, team, and individual should be able to articulate exactly how they contribute Leader in ROCE Meet cash flow plan Premium pricing through differentiation Maintain the level of costs appropriate to support differentiation Financial Perspective Customer Perspective Internal Perspective Learning & Growth Profit leader (margin) Maximize volume: balance profitable growth with asset utilization Willing & able to pay on time Fair price for value Perfect Order Fulfillment Cost-Effective Supplier Everyone contributes here No returns due to damages Win-win alliances Documented & invoiced properly Products are easy to sell Easy to do business with Anticipate market needs Trusted brand image On spec first time Both make money Effective customer admin. As ordered On time Continuously improve strategies Best-in-class sales Best-in-class distribution network Strategic supply alliances Cost-effective production Win-win refinery relationships Build the brand Customer driven product development I make my contribution here Efficient & fully utilized assets Skilled & focused people Optimize refinery profitability Change the culture Develop strategic skills and competencies Information technology availability Empowerment Team building Job gap analysis Cross-functional exposure Best practices Experience capture Demonstrate support for change

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