Setiadi Djohar 1 Balanced Scorecard and Strategy Maps

Setiadi Djohar 1

Balanced Scorecard Balanced Scorecard and and

Strategy MapsStrategy Maps

Setiadi Djohar 2

Mengukur Kinerja OrganisasiMengukur Kinerja Organisasi

Laporan KeuanganLaporan Keuangan

Knowledge-based assets:Knowledge-based assets:Intangible assets.Intangible assets.

Drivers, lead indicatorsDrivers, lead indicators kinerja keuangan masa depan. kinerja keuangan masa depan.

++

Balanced ScorecardBalanced Scorecard

Setiadi Djohar 3

Balancing Objectives and Measurements

Objectives are needed in every area where performance and results directly and vitally affect the survival and prosperity of the business.

1. Market standing,2. Innovation,3. Productivity4. Physical and financial resources,5. Profitability,6. Manager performance and development,7. Worker performance and attitude,8. Public responsibility.

Peter F. Drucker

Action point: Tentukan sasaran dari bisnis Anda pada 8 bidang tersebut.

Setiadi Djohar 4

Kinerja pokok yg dituntut dari suatu organisasi, atau

bidang yg harus dikelola dengan baik karena hasilnya

akan berpengaruh terhadap kelangsungan hidup

perusahaan (survival), seperti:• Profitabilitas• Produktivitas• Pengelolaan Dana• Kedudukan Pasar• Pengembangan Organisasi, Sarana, dan

Prasarana• Pengembangan Sumber Daya Manusia• Inovasi dan Pembaruan• Tanggung Jawab Sosial

KEY RESULT AREASKEY RESULT AREAS

Setiadi Djohar 5

Management by Management by ObjectivesObjectives

Key Result Areas (KRA)Key Result Areas (KRA)

KRA PrimerKRA Primer

KRA SekunderKRA Sekunder

KRA SekunderKRA Sekunder

KRA TersierKRA Tersier






Setiadi Djohar

Mengklarifikasi danMenerjemahkan Visi danStrategi• Mengklarifikasi visi• Mendapatkan konsensus

Mengkomunikasikandan Mengkaitkan• Mengkomunikasikan dan

mengajarkan• Menetapkan sasaran• Mengkaitkan reward

dengan ukuran kinerja

Umpan Balik Strategisdan Pembelajaran• Mengartikulasikan visi

bersama• Memberikan umpan balik

strategis• Memfasilitasi review strategi

dan pembelajaran

BALANCEDSCORECARD

Merencanakan danMenetapkan target• Menetapkan target• Meluruskan inisiatif strategis• Mengalokasikan sumber

daya• Menentukan patokan

BALANCED BALANCED SCORECARDSCORECARD : :SEBAGAI KERANGKA STRATEGI

Kaplan & NortonKaplan & Norton

Setiadi Djohar

Finansial :Untuk sukses secara finansial, bagaimana kita harus nampak di hadapan pemegang saham

Pelanggan:Untuk mencapai visi kita, bagaimana kita harus nampak di hadapan pelanggan

Proses bisnis internal :Untuk memuaskan pemegang saham dan pelanggan, proses bisnis apa yang diperbaiki

VISI &STRATEGI

Pembelajaran & pertumbuhan :Untuk mencapai visi kita, bagaimana kita akan mempertahankan kemampuan untuk berubah dan berkembang

BALANCED SCORECARDBALANCED SCORECARD : :

KERANGKA PENERJEMAHAN STRATEGIKE OPERASIONAL

Kaplan & NortonKaplan & Norton

Setiadi Djohar 10

The Balanced Scorecard The Balanced Scorecard FrameworkFramework

Financial PerspectiveFinancial Perspective

ProductivityProductivity

Long-termLong-termShareholders Shareholders

ValueValue RevenueRevenueGrowthGrowth

Customer PerspectiveCustomer Perspective

PricePrice QualityQuality TimeTime FunctionFunction PartnershipPartnership BrandBrand

Product/Service AttributesProduct/Service Attributes RelationshipRelationship ImageImage

Internal Process PerspectiveInternal Process Perspective

ManageManageOperationsOperations

Manage Manage CustomersCustomers

Manage Manage InnovationInnovation

Manage Manage Regulatory Regulatory and Social and Social ProcessesProcesses

Learning and Growth PerspectiveLearning and Growth Perspective

HumanHumanCapitalCapital

InformationInformationCapitalCapital

OrganizationOrganizationCapitalCapital+ +

Cause-and-Effect RelationshipCause-and-Effect RelationshipDefines the chain of logic by which intangible assets will be transformed to tangible value.

Customer Value PropositionCustomer Value PropositionClarifies the conditions that will create value for the customer.

Value-Creating ProcessesValue-Creating ProcessesDefines the processes that will transform intangible assets into customer and financial outcomes.

Clustering of Assets and Clustering of Assets and ActivitiesActivitiesDefines the intangible assets that must be aligned and integrated to create the value.

Kaplan & Norton (2004)

Setiadi Djohar 11

Financial PerspectiveLong-Term

Shareholder Value

Productivity Strategy Growth Strategy

Improve Cost Structure

Increase Asset Utilization

Expand Revenue Opportunities

Enhance Customer Value

• Reduce cash• Eliminate defects; improve yields

• Manage capacity from existing assets• Make incremental investments to eliminate bottlenecks

• New sources of revenue (new products, markets, partners)

• Improve profitability of existing customers

Setiadi Djohar 12

Customer Perspective

Customer Value Proposition

Price Quality Availability Selection Functionality Service Partnership Brand

Product/Service Attributes Relationship Image

• Customer Profitability

• Market Share• Account Share

• Customer Acquisition

• Customer Retention

• Customer Satisfaction

Setiadi Djohar 13

Internal Perspective

Operation Management

Processes

Customer ManagementProcesses

Innovation Processes

Regulatory and Social Processes

• Supply• Production• Distribution• Risk management

• Selection• Acquisition• Retention• Growth

Processes that createnew products and

services

Processes that improve communities and the environment

• Opportunity ID• R&D portfolio• Design/develop• Launch

• Environment• Safety and health• Employment• Community

Processes that produceand deliver products and

services

Processes that enhance customer value

Setiadi Djohar 14

Internal Processes Deliver Value over Different Time Horizons

Long-Term Growth in Shareholder Value

Operations Management

Processes

CustomerManagement

Processes

Innovation Processes

Regulatoryand Social Processes

Short-wave

6-12 months Mid-wave12-24 months

Long-wave

24-48 months

Operational Effectiveness

Customer Management

Product Innovation

Good Citizen

Sh

are

hold

ers

Valu

e (

$)

Time (years)1 2 3 4 5

Setiadi Djohar 15

Learning and Growth Perspective

Human Capital Information Capital Organizational Capital+ +

• Skills• Training• Knowledge

• Systems• Databases• Networks

• Culture• Leadership• Alignment• Teamwork

Strategic Job Families

Strategic IT Portfolio

Organization Change Agenda

Creating Alignment

Creating Readiness

Setiadi Djohar 16

Contoh pengukuran aspek Contoh pengukuran aspek keuangankeuangan

Total assets. Total assets per employee. Profit as a % of total assets.Return on net assets.Return on total assets.Revenues/total assets.Gross margin.Net income.Profit as a % of sales.Profit per employee.Revenue.Revenue from new products.Revenue per employee.Return on equity (ROE).Return on capital employed (ROCE).Return on investment (ROI).Economic value added (EVA).Market value added (MVA).

Value added per employee.Compound growth rate.Dividends.Market value.Share price.Shareholder mix.Shareholder loyalty.Cash flow.Total cost.Credit rating.Debt.Debt to equity.Times interest earned.Days sales in receivables.Accounts receivable turnover.Days in payables.Days in inventory.Inventory turnover ratio

Setiadi Djohar 17

Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Pada Perspektif Keuangan BFMPada Perspektif Keuangan BFM

Strategic ObjectivePerformance Indicators

Primary Secondary

Long-Term Increasing Long-Term Increasing Shareholder Value.Shareholder Value. Economic Value Added.Economic Value Added.

Equity Before Interest and Tax.Equity Before Interest and Tax.Income Tax.Income Tax.Capital Charge.Capital Charge.

Expand Revenue Expand Revenue Opportunities.Opportunities.

Revenue Growth.Revenue Growth. Revenue Mix.Revenue Mix.Other Income.Other Income.

Operational Efficiency.Operational Efficiency.

Contribution Margin Ratio.Contribution Margin Ratio.

Fixed Cost.Fixed Cost.

Revenue.Revenue.Variable Cost.Variable Cost.

Machine & Equipment Cost.Machine & Equipment Cost.IT Cost.IT Cost.Human Resource Cost.Human Resource Cost.Social Program Cost.Social Program Cost.

Capital Growth and Capital Growth and Efficiency. Efficiency.

Capital EmployedCapital Employed Return on Investment.Return on Investment.Fixed and Other Assets.Fixed and Other Assets.

Setiadi Djohar 18

Contoh pengukuran aspek Contoh pengukuran aspek pelanggan pelanggan

Customer satisfaction.Customer loyalty.Market share.Customer complaints.Complaints resolved on first contact.Return rates.Response time per customer request.Direct price.Price relative to competition.Total cost to customer.Average duration of customer relationship.Customers lost.Customer retention.Customer acquisition rates.Percentage of revenue from new customers.Number of customers.Annual sales per customer.

Win rate (sales closed/sales contacts).Customer visits to the company.Hours spent with customers.Marketing cost as a % of sales.Number of ads placed.Number of proposals made.Brand recognition.Response rate.Number of trade shows attended.Sales volume.Share of target customer spending.Sales per channel.Average customer size.Customers per employees.Customer service expense per customer.Customer profitability.Frequency (number of sales transaction).

Setiadi Djohar 19

Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Pada Perspektif Pelanggan BFMPada Perspektif Pelanggan BFM


Primary Secondary

Effiective Distribution Effiective Distribution Channel.Channel. Market Share.Market Share.

Domestic Sales Growth.Domestic Sales Growth.Net Revenue Growth.Net Revenue Growth.Availability Index.Availability Index.

Enhance Partnership Enhance Partnership With SME.With SME.

Customer Satisfaction Index.Customer Satisfaction Index.Number of Complaint.Number of Complaint.Customer Satisfaction Survey.Customer Satisfaction Survey.

International Trading.International Trading.

Customer Loyalty Index.Customer Loyalty Index.

Number of Customer.Number of Customer.

Number of Repeat Customer.Number of Repeat Customer.Number of Lost Customer.Number of Lost Customer.

Number of New Countries Number of New Countries Penetrate.Penetrate.Export Sales Volume.Export Sales Volume.

Value Added Principal. Value Added Principal. Brand Premium.Brand Premium. Composition product.Composition product.

Alliance Operation.Alliance Operation.

Setiadi Djohar 20

Contoh pengukuran proses Contoh pengukuran proses supply-supply-chain chain

Time.Time.On-time delivery receipt.Order cycle time.Order cycle time variability.Response time.Forecast/planning cycle time.Planning cycle time variability.

Quality.Quality.Overall customer satisfaction.Processing accuracy.Perfect order fulfillment. On-time delivery Complete order Accurate product selection Damage-free Accurate invoiceForecast accuracy.Planning accuracy.Schedule adherence.

Cost.Cost.Finished goods inventory turns.Days sales outstanding.Cost to serve.Cash to cash cycle time.Total delivery cost. Cost of goods Transportation costs Inventory carrying costs Material handling costs All other costs Information systems AdministrativeCost of excess capacity.Cost of capacity shortfall.

Other/Supporting.Other/Supporting.Approval exceptions to standard. Minimum order quantity Change order timingAvailabiltiy of information.

Setiadi Djohar 21

Contoh pengukuran proses Contoh pengukuran proses internalinternal

Average cost per transaction.On-time delivery.Average lead time.Inventory turnover.Environmental emissions.Research and development expense.Community involvement.Patents pending.Average age of patents.Ratio of new products to total offerings.Stockouts.Labor utilization rates.Response time to customer requests.Defect percentage.Rework.Customer database availability.

Breakeven time.Cycle time improvement.Continuous improvement.Warranty claims.Lead user identification.Product and services in the pipeline.Internal rate of return on new projects.Waste reduction.Space utilization.Frequency of returned purchases.Downtime.Planning accuracy.Time to market of new products/ services.New products introduced.Number of positive media stories.

Setiadi Djohar 22

Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Pada Perspektif Proses Bisnis Internal BFMPada Perspektif Proses Bisnis Internal BFM


Primary Secondary

Product and Brand Product and Brand Development.Development. A & P Cost to Ratio.A & P Cost to Ratio. Effective Promotion Level.Effective Promotion Level.

Number of program.Number of program.

Business Diversification.Business Diversification. Number of New Business.Number of New Business.Number of New Product/Number of New Product/Business.Business.

Manage Wheat Manage Wheat Procurement.Procurement.

Millable Wheat Value Index.Millable Wheat Value Index.Wheat Cost Consumption.Wheat Cost Consumption.

Millable Wheat Value Index.Millable Wheat Value Index.Wheat Cost Ratio.Wheat Cost Ratio.

Flexible Manufacturing.Flexible Manufacturing.Yield Ratio. Yield Ratio. Inventory days.Inventory days.

Defect Free Flour.Defect Free Flour.Level of Inventory.Level of Inventory.

Setiadi Djohar 23

Contoh pengukuran pembelajaran dan pertumbuhanContoh pengukuran pembelajaran dan pertumbuhan

Employee participation in professional or trade associations.Training investment per customer.Average years of service.Percentage of employees with advanced degrees.Number of cross-trained employees.Absenteeism.Turnover rate.Employee suggestions.Employee satisfaction.Participation in stock ownership plans.Lost time accidents.Value added per employee.Motivation index.Outstanding number of applications for employment.Diversity rates.Empowerment index (number of managers)

Quality of work environment.Internal communication rating.Employee productivity.Number of Scorecards produced.Health promotion.Training hours.Competency coverage ratio.Personal goal achievement.Timely completion of performance appraisals.Leadership development.Communication planning.Reportable accidents.Percentage of employee with computers.Strategic information ratio.Cross-functional assignments.Knowledge management.Ethics violations.

Setiadi Djohar 24

Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Pada Perspektif Pertumbuhan dan Pembelajaran BFMPada Perspektif Pertumbuhan dan Pembelajaran BFM


Primary Secondary

Strengthen Bench Strengthen Bench Strength Organization.Strength Organization.

Bench Strength Index.Bench Strength Index. Bench Strength Index.Bench Strength Index.

Strengthen Employee Strengthen Employee Satisfaction.Satisfaction.

Incentive Management.Incentive Management.

Employee Satisfaction Index.Employee Satisfaction Index.

Sales Person Cost Ratio.Sales Person Cost Ratio.

Employee Satisfaction Rating.Employee Satisfaction Rating.

Incentive Cost/Sales.Incentive Cost/Sales.

Responsive and Efficient Responsive and Efficient IT.IT.

IT Achievement Level.IT Achievement Level.

Project Achievement.Project Achievement.Service Completion Index.Service Completion Index.System Downtime.System Downtime.Value Added Rating.Value Added Rating.

Invest in Training/Employee. Invest in Training/Employee. Number Employee Trained.Number Employee Trained.Hours Training Staff by Hours Training Staff by Manager.Manager.

Setiadi Djohar 25

Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Sasaran Strategik, Indikator Kinerja Primer dan Sekunder Pada Perspektif Tanggung Jawab Sosial BFMPada Perspektif Tanggung Jawab Sosial BFM


Primary Secondary

Social Responsive Social Responsive Corporation.Corporation.

Social Responsibilty Index.Social Responsibilty Index.Cost of Environment Cost of Environment Health/Safety.Health/Safety.Number of Social Program.Number of Social Program.

Social Responsibility Rating.Social Responsibility Rating.Cost of Environment Health/Cost of Environment Health/Safety.Safety.Social Activity Cost/Total Cost.Social Activity Cost/Total Cost.

Setiadi Djohar 26

Strategy Maps Strategy Maps

Memperbaiki pengukuran intangible assets organisasi.

Menjelaskan dan mengimplementasikan strategi.

Memberikan arah dan prioritas bagi perusahaan.

Menggambarkan hubungan sebab-akibat diantara sasaran (objectives) dalam Balanced

Scorecard.Memberikan insight bagi eksekutif.

Menjelaskan bagaimana organisasi menciptakan nilaiMenjelaskan bagaimana organisasi menciptakan nilai

You can’t manage what you can’t measure. You can’t measure what you can’t describe. Kaplan & Norton

Setiadi Djohar 27Strategy Maps BFMStrategy Maps BFM

Long-Term Increase Long-Term Increase Shareholders ValueShareholders Value

Social Social ResponsibilityResponsibility

Expand RevenueExpand RevenueOpportunitiesOpportunities

OperationalOperationalEfficiencyEfficiency

Capital Growth Capital Growth and Efficiencyand Efficiency

Effective Effective Distribution Distribution ChannelChannel

Alliance Alliance OperationOperation

International International TradingTrading

Enhance Enhance Partnership Partnership

With SMEWith SME

Value AddedValue AddedPrincipalPrincipal

Product & Brand Product & Brand DevelopmentDevelopment

Business Business DiversificationDiversification

Manage Wheat Manage Wheat ProcurementProcurement

Flexible Flexible ManufacturingManufacturing

Strengthen Bench Strengthen Bench Strength of Strength of OrganizationOrganization

Strengthen Employee Strengthen Employee SatisfactionSatisfaction

Incentive Incentive ManagementManagement

Responsive and Responsive and Efficient ITEfficient IT

FinancialFinancial

CustomerCustomer

Internal Internal ProcessProcess

Learning & Learning & GrowthGrowth

Setiadi Djohar 28Strategy Articulation MapStrategy Articulation Map

Increase ShareholdersIncrease Shareholders ValueValue

Socially Responsive Socially Responsive CorporationCorporation

RevenueRevenueGrowth & MixGrowth & Mix

OperationalOperationalEfficiencyEfficiency

Capital Growth Capital Growth and Efficiencyand Efficiency

Create New Feasible Create New Feasible Business / ProductBusiness / Product

Enhance Effective Enhance Effective Advertisement & Advertisement &

Promotional ProgramPromotional Program

Manage Efficient Raw Manage Efficient Raw Material ProcurementMaterial Procurement

Enhance Efficient Enhance Efficient Production ProcessProduction Process

Continuously Develop Continuously Develop People CompetencyPeople Competency

Sustain Good Sustain Good Working EnvironmentWorking Environment

Provide Responsive Provide Responsive and Efficient ITand Efficient IT

Enhance Partnership Enhance Partnership with SMEwith SME

Value Added Value Added SupplierSupplier

Value Added Value Added PrinciplePrinciple

Promote Service Promote Service ExcellenceExcellence

Penetrate Penetrate ASPAC MarketASPAC Market

8. Market Share8. Market Share

9. Customer Satisfaction Rating9. Customer Satisfaction Rating

SME Industry Distributors ASPAC Industry/Agents/TradersSME Industry Distributors ASPAC Industry/Agents/Traders

“Very Close to Customers”Very Close to Customers”

3. Contribution Margin Ratio 3. Contribution Margin Ratio 4. Fixed Cost4. Fixed Cost

1. Economic Value Added1. Economic Value Added “ “ Responsible Corporate Citizenship” Responsible Corporate Citizenship”

2. Revenue2. RevenueGrrowth & MixGrrowth & Mix

5. Current Ratio5. Current Ratio6. Capital Turnover6. Capital Turnover

7. Social Program Beneficiary Rating7. Social Program Beneficiary Rating

““Dynamic and Flexible Operations”Dynamic and Flexible Operations”Mark & Prod InnovationMark & Prod Innovation Customer ManagementCustomer Management OperationalOperational

10. # of New Business,10. # of New Business,Market or Product Market or Product 11. Promotional 11. Promotional

Effectiveness RatioEffectiveness Ratio

12. Millable Wheat Value Index12. Millable Wheat Value Index13. Wheat Cost Consumption13. Wheat Cost Consumption

14. Yield Ratio14. Yield Ratio15. Inventory Days15. Inventory Days-RM & FG RM & FG 16. Capacity Utilization 16. Capacity Utilization by Production Lineby Production Line

““Engine for Transformation”Engine for Transformation”

17. Bench Strength Index17. Bench Strength Index 18. Employee Satisfaction Index18. Employee Satisfaction Index 19. IT Achievement Level19. IT Achievement Level

““Integration, Agility, Innovation”Integration, Agility, Innovation”

““Maximizing Operational Maximizing Operational and Capital Returns”and Capital Returns”

Fin

an

cia

lFin

an

cia

lC

usto

mer

Cu

sto

mer

Inte

rnal P

rocess

Inte

rnal P

rocess

Learn

ing

&

Learn

ing

&

Gro

wth

Gro

wth

Pu

blic I

mag

eP

ub

lic I

mag

e

Vis

ion

: V

isio

n:

Mark

et-

dri

vin

g m

an

ufa

ctu

rer

of

bra

nd

ed

con

sum

er

an

d in

du

stri

al g

rain

-base

d M

ark

et-

dri

vin

g m

an

ufa

ctu

rer

of

bra

nd

ed

con

sum

er

an

d in

du

stri

al g

rain

-base

d

qu

alit

y

qu

alit

y

p

rod

uct

s an

d s

erv

ices

pro

du

cts

an

d s

erv

ices

Mis

sio

n.

Mis

sio

n.

To in

crease

sh

are

hold

ers

valu

e a

nd

to im

pro

ve t

he p

rosp

eri

ty o

f p

ub

lic T

o in

crease

sh

are

hold

ers

valu

e a

nd

to im

pro

ve t

he p

rosp

eri

ty o

f p

ub

lic

Setiadi Djohar 29

Strategy Map PT. Es KrimStrategy Map PT. Es KrimShareholdersShareholders

Menumbuhkan Menumbuhkan BisnisBisnis

Arus Kas dari Arus Kas dari OperasiOperasi

Menciptakan Menciptakan ProfitProfit

Meningkatkan Meningkatkan Produktivitas ModalProduktivitas Modal

Firm EquityFirm Equity

Mengungkit Peluang Mengungkit Peluang Pasar RegionalPasar Regional

Pelayanan yang Pelayanan yang UnggulUnggul

Optimalisasi Optimalisasi Utilisasi KabinetUtilisasi Kabinet

Mengurangi Biaya Mengurangi Biaya DistribusiDistribusi

Organizational CapitalOrganizational CapitalOperasi:Operasi:. Membangun Segmen. Membangun Segmen Pasar AnakPasar Anak. Mengeksploitasi Potensi. Mengeksploitasi Potensi Penuh dari CitadelsPenuh dari Citadels

Inovasi:Inovasi:. Cool refreshment. Cool refreshment. Iceberg II. Iceberg II. New Channels. New Channels

Human CapitalHuman Capital

Keahlian di Bisnis Keahlian di Bisnis Es KrimEs Krim

Meningkatkan Meningkatkan Motivasi TimMotivasi Tim

Mengembangkan Mengembangkan Kapabilitas KunciKapabilitas Kunci

Mengembangkan Jiwa Mengembangkan Jiwa KewirausahaanKewirausahaan

Cust

om

er

serv

ice

Cust

om

er

serv

ice

win

-win

w

in-w

in

part

ners

hip

part

ners

hip

Org

aniz

ati

on

Org

aniz

ati

on

eff

ect

iveness

eff

ect

iveness

sm

all

com

pany s

oul

small

com

pany s

oulIn

novati

on a

nd

Inn

ovati

on a

nd

opera

tion m

ark

et

opera

tion m

ark

et

goin

g f

or

gro

wth

goin

g f

or

gro

wth

Fin

an

ce invest

Fi

nan

ce invest

fo

r gro

wth

for

gro

wth

Setiadi Djohar 30

Operation Management Strategy Map Template

Long-TermShareholder Value

Maximize Use of Existing Assets

Industry Cost Leader

Increase Share of Customer

New Revenue Sources



Competitive Prices

Low Total Cost

Perfect Quality

Speedy, Timely Purchase

Excellent Selection

Financial Perspective

Customer Perspective

• Lower cost of ownership• Just-in-time delivery• High-quality supply• New ideas from suppliers • Supplier partnerships• Outsource mature nonstrategic services

• Lower cost of production• Continuous improvement• Process cycle time• Fixed asset utilization• Working capital efficiency

• Lower cost to serve• Responsive delivery time• Enhance quality

• Financial risk (high credit rating)• Operating risk• Ttechnology risk

Develop Supplier Relationship

Produce Products andServices

Distribute to Customer

Manage Risk

Skills in QualityManagement/Process

Improvement

Technology ThatFacilitates Process

Improvement

Culture for ContinuousImprovement

Human Capital Information Capital Organization Capital

Inte

rnal Pers

pect

ive

Learning andGrowth Perspective

Setiadi Djohar 31

Customer Management Process

Long-TermShareholders Values

Improve SalesProductivity

Expand RevenueOpportunities

Enhance Customer Value



Price Quality Availability Selection Functionality Service Partnership Brand

Product/Service Attributes Relationship Image

• Understand segments• Screen unprofitable customers• Target high-value customers• Manage the brand

Customer Selection

• Communicate value proposition• Customize mass marketing• Acquire/convert leads• Develop dealer networks

Customer Acquisition

• Premium customer service•“Sole source” partnerships• Service excellence• Lifetime customers

Customer Retention

• Cross-selling• Solution selling• Partnership/ integrated mgt• Customer education

Customer Growth

FinancialPerspefctive

Cu

sto

mer

Pers

pecti

ve

Inte

rnal

Pers

pecti

ve

Setiadi Djohar 32

Learning and Growth Linkages

• Market research• Profitability analysis• Market communication

• Customer database• Customer analytics• E-polling/sampling• Profitability analysis

• Customer-focused culture• Personal goal alignment• Best-practice sharing

• Telemarketing• Product line knowledge• Customer communication• Partner management

• Database marketing• Lead management• Sales force automation• Web site design


• Call center protocols• Product line knowledge• Problem resolution• Customer feedback

• Customer interaction center• Problem tracking system• Order management system


• Consultative sales skills• Customer/industry knowledge• Product line knowledge

• Customer information feedback• Portfolio planning models• Integrated order management


Hum

an C

apit

al

Info

rmati

on C

ap

ital

Org

aniz

ati

on C

apit

al

Customer Selection Customer Acquisition Customer Retention Customer Growth

Setiadi Djohar 33

Keuangan

Pelanggan

Proses Internal

Pembelajaran &Pertumbuhan

Strategic objective

TargetInisiatif Program KPI Perspektif

07 08 09 10 11

KPI: Key Performance Indicator

Strategic Objective, Inisiatif, dan Program

?

Documents

Setiadi Djohar 1 Balanced Scorecard and Strategy Maps