Ringkasan Materi Pelatihan "SALES PLANNING and MARKETING" BPR BANYUARTA _di SUBANG
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Effective SELLING & MARKETING BPR BANGUNARTA Hotel DIAMOND - Subang, 12 - 13 Desember 2015 1 By : Kanaidi, SE., M.Si , cSAP [email protected] ..0812 2353 284 SELAMAT DATANG di
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Transcript of Ringkasan Materi Pelatihan "SALES PLANNING and MARKETING" BPR BANYUARTA _di SUBANG
Effective SELLING & MARKETING BPR BANGUNARTA
Hotel DIAMOND - Subang,
12 - 13 Desember 2015
1
By : Kanaidi, SE., M.Si , cSAP [email protected] ..0812 2353 284
SELAMAT DATANG
di
Kanaidi, SE., M.Si., cSAP (sebagai Pemateri) pada “Pelatihan SALES PLANNING & MARKETING”
Bagi Karyawan BPR BANGUNARTA di Hotel DIAMOND-Subang, 12 - 13 Desember 2015
Para Peserta secara serius mengikuti Materi “Pelatihan SALES PLANNING & MARKETING”
Bagi Karyawan BPR BANGUNARTA di Hotel DIAMOND-Subang, 12 - 13 Desember 2015
Para Peserta secara serius mengikuti Materi “Pelatihan SALES PLANNING & MARKETING”
Bagi Karyawan BPR BANGUNARTA di Hotel DIAMOND-Subang, 12 - 13 Desember 2015
DR. Dwi Suryanto, Ph.D (sebagai Pemateri) dalam
“Pelatihan SALES PLANNING & MARKETING” Bagi Karyawan BPR BANGUNARTA
di Hotel DIAMOND-Subang, 12 - 13 Desember 2015
Sales Planning & Process
Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si, cSAP [email protected] - 08122353284
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
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………..
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
Introduction
• What for planning?
• What does sales planning do?
• What a sales plan is?
• What is planning process?
The Importance of Sales Planning
1. Better implementation of corporate plans
2. Provide a sense of direction
3. Focus on realistic objectives
4. Improve coordination
5. Facilitate control
6. Ensure healthy interpersonal relationships
7. Reduce uncertainty and risk
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?
Sales Manager as Planner
1. Sales forecasting
2. Developing objectives
3. Developing the sales organization
4. Formulating policies and procedures
5. Preparing the budget
Sales Manager as Administrator
• Supervision
• Delegation
• Coordination
• Motivation
• Ethical approach
• Routing, scheduling, staffing & training
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
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
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
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
Siklus Sales Order Management
Sales order
Availability
check
Outbound delivery
Transportation Picking
Goods issue
Billing
Payment processing
1
2
3
4
5
6
7
8
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
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
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
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
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
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
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
Steps in the Personal Selling Process
• Prospecting and Qualifying
• Preapproach
• Approach
• Presentation and Demonstration
• Handling Objections
• Closing
• Follow-up
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
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.
Relationship Selling vs. Traditional Selling
Sell advice, assistance, counsel Sell 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
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.
.
.
.
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
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
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
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
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
The 80/20 RULE
80%
of your growth
will come from
20%
of your customers
Ω Problem Statement Ω Strategic Direction Conclusion Solution
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
• 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 . . . .
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
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 :
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
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
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
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!
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.
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”
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.
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?”
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?”
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.
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?”
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
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.
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.
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)
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?
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.
• 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?
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?
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?
The SWOT Matrix
Analysing a company’s:
• STRENGTHS
• WEAKNESSES
• OPPORTUNITIES
• THREATS
SWOT Analysis
A strength can be a competitive advantage like…
- Superior product quality
- Lowest price
- Best expertise
- Location
A weakness can be a disadvantage such as…
- A tired brand
- Inferior location
- High overheads
- A lack of R&D
An opportunity can be…
- A regulatory or tax change
- A high-profile event (marketing opportunity)
- An untapped market
- A gap left by a failed competitor
A threat can be…
- Unfavourable regulation changes
- A new entrant into the market
- Problems with the economy
- Market shrinkage
Helpful Harmful
Inte
rn
al
Orig
in
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
Exte
rn
al
Orig
in
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
TOWS Matrix (from SWOT Analysis)
© Prentice Hall, 2006
Strategies that can come from SWOT Analysis…
S-O
W-O
S-T
W-T
TOWS Matrix (from SWOT Analysis)
SWOT Interactions
Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si, cSAP [email protected] ... 08122353284
Market Analysis
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
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
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.
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
Five Forces Analysis
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.
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.
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.
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.
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
TIGA KOMPONEN KREATIVITAS
KEAHLIHAN KETRAMPILAN
KREATIVITAS
MOTIVASI
TUGAS
KREATIVITAS
Ini gambar APA……..?
How many Creature ?
Ini gambar APA……..?
Training SELLING PLANING
Subang, 12 - 13 Desember 2015 By : Kanaidi, SE., M.Si [email protected]
The Brain’s Association & How to Increase them....CREATIVE
Association Area
Motor Area Sensory Area
Sensory area for impulses from eyes
The Areas can be split into 3 groups
Cerebrum/Cerebral hemispheres
• Sensory areas of the cerebral hemispheres receive
impulses from sense organs and transmit 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
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.
98
99
BAGAIMANA MENJADI KREATIF & INOVATIF ?
1. B3 (Bebas Batas Berpikir)
2. Berpikir Aktif
3. Berlatih dan Berlatih
(IMLEMENTATIF DAN SOLUTIF)
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)
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
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
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
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
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
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
Koleris Kuat sebagai Teman tidak terlalu perlu teman, mau bekerja untuk kegiatan, mau memimpin dan mengorganisasi, biasanya selalu benar, unggul dalam keadaan darurat
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
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
Metoda Mega Creativity
Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si., cSAP [email protected] .. 08122353284
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.
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.
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?.
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
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
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
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
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.
Relationship
Extrinsic & Intrinsic Motivation
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.
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.
WHAT MOTIVATES PEOPLE
External Rewards
• Salary
• Working conditions
• Benefits
• Environment
Internal Rewards
• Achievement
• Responsibility
• Recognition
• Feedback
• Learning and growth
Kanaidi, SE., M.Si, cSAP
3. Decision
Making Process
4. Decision Making
Tools
1. What is
Decision Making?
2. Barriers to Good
Decision Making
What is Decision Making?
Please write a One Sentence
Definition of
DECISION MAKING
Making Effective Decisions
Perception.
Priority.
Acceptability.
Risk.
Resources.
Factors:
Goals.
Values.
Demands.
Style.
Judgement.
Six C's of Decision Making (1 of 3)
1. Construct
2. Compile
3. Collect
4. Compare
5. Consider
6. Commit
1. Construct
PENGAMBILAN KEPUTUSAN RASIONALITAS TERBATAS
Individu membuat keputusan dengan membangun model yang di
sederhanakan, dengan 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
Barriers to Good Decision Making
“Successful leaders have the courage to take action while others hesitate.”
- John C. Maxwell
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.
Hambatan dalam Proses Pengambilan Keputusan
• Kegagalan di masa lalu
• Konsultasi yang berlebihan
• Faktor ketidakpastian
• Pemahaman yang tidak tepat tentang peranan informasi
The Decision-Making Process
“Making good decisions is a crucial skill at every level”
- Peter Drucker
What is the process
• Identify the problem
• Gather information and list possible alternatives
• Consider consequences of each alternative
• Select the best course of action
• Evaluate the results
of the Decision-Making ?
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.
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?
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 Statement Ω Mapping Ω Strategic Direction Conclusion
How do we best use TIME
Setting Priorities
– The Big Rocks of Life (a brief illustration)
Taking Action
Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion
• 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
SKALA PRIORITAS
Mana yang Anda prioritaskan?
– Yang menyenangkan ATAU
– Yang menguntungkan
Laksanakan kegiatan berdasarkan urutan prioritasnya
Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion
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
Imp
ort
an
t PRIORITY
No
t
Imp
ort
an
t
Not Urgent
Covey’s Quadrants
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
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
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 Statement Ω Mapping Ω Strategic Direction Conclusion
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 Statement Ω Mapping Ω Strategic Direction Conclusion
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 Statement Ω Mapping Ω Strategic Direction Conclusion
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
Perkirakan waktu yang diperlukan untuk menyelesaikan suatu tugas tertentu.
Tambahkan 15% dari perkiraan tersebut.
Tetapkan target (timer) untuk menyelesaikannya.
Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion
MEMBUAT PACING
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 Statement Ω Mapping Ω Strategic Direction Conclusion
Buat jadwal yang
realistis.
Realistis sesuai dengan
kemampuan Anda.
Hindari membuat
jadwal yang super
ketat.
Berkipikirlah berhasil,
bukan ‘berpikir gagal’.
Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion
Be Realistic in your
Expectations
QUIZ ?
Berapa banyak batu yang dapat Anda masukkan ke dalam Kaleng ini ?
Contact Us : Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion
154
Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,
Peneliti, dan PeBisnis)
e-mail : [email protected] atau
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
