Name : Rafinal Wathan

NIM : 195030200111045
Class : K Business Administration
Course : Manajemen Perubahan

Change Management Assignment

Questions:

1. Made a resume of this video and elaborate how the way to create added-value on logistic,
operation, marketing and sales?

2. Imagine that you are a CEO of one company. Design the techniques for value-added
organization that includes: a) Assessing the value added, b) Process redesign – mapping
the value flow to enhance value added, c) The balanced scorecard; d) Activity-based
costing and customer satisfaction analysis. e) The 360° appraisal, and f) Competence
models.

Answers:
Resume
Value in business is not only defined as assets owned by the company but also other elements
attached to the business. Meanwhile, the concept of value-added is an analysis of added value
starting from the purchase of raw materials to the finished product. The concept of value-added
emphasizes the addition of product value during the process within the company. Every activity in
an organization will contribute to the achievement of the expected value. If viewed in general,
each organization will have its value chain and if the organization interacts in a large value chain,
then it is referred to as a value chain system.
Porter and Kaplinsky and Morris explain that an effective value chain is a key (competitive
advantage) that can generate value-added for an industry. The value chain can be described as the
totality of activities required to bring a product or service from the design site, through the various
phases of production (involving physical transformation and inputs from various service
providers), delivery to the final consumer, and recycling after use. Furthermore, value chain
analysis also serves to identify the stages of the value chain where the industry can increase Value-
added for customers and streamline costs. Industries can become more competitive through cost
efficiency or increased added value gained through value chain activities.
According to Porter, the value chain concept provides an appropriate framework for explaining
how an organizational unit can manage substantial considerations in allocating its resources,
creating differentiation, and effectively managing its costs. Porter further proposes a value chain
model as a tool to identify ways of generating added value for consumers, in which this model
displays the entire value consisting of value activities and margin. Porter divides activities into
two categories. Value activities are divided into five primary activities and four support activities.
First, there are primary activities, namely activities related to the physical creation of products,
their sale and distribution to buyers, and after-sales services. This activity consists of inbound
logistics, operations, outbound logistics, marketing and sales, service. The second is support
activities, namely activities that provide the necessary support for the ongoing primary activities.
These activities consist of procurement, technology development, human resource management,
and firm infrastructure.

1. How to create on logistic, operation, marketing and sales?

- Logistics: making stock products always available and distributing them in the market due
to value-added services such as price marking, tagging, and display building help to
streamline the process of getting products on store shelves. And also, always do inventory
control.

- Operation: Control labor costs which can save money on labor, ensure continuous
improvement process which relates to reengineering, packaging needs assessment,
component purchasing, and supplier evaluation to ensure value-added services are
delivering what customers demand. And Manage transportation costs. The closer
packaging facilities are to manufacturing operations, distribution centers, or end
destinations, the more cost-effectively you can transport products.

- Marketing and sales: Expand product offerings, one example of which is to do marketing
activities through social media or marketplace platforms by explaining the advantages and
uniqueness of our products compared to competitors. In addition, companies must be able
to analyze market trends so that from there the company can sell products that are of interest
to consumers and can target sales to consumers by categorizing potential customers.

2. If I become a CEO in a company. There are several techniques for the value-added in an
organization that I will implement in the company. First, I will analyze each component in
the organization dan Assess the strengths, weaknesses and development priorities of the
business. Assess the process design by identifying the value-adding activities in the
business, identifying cost drivers and seeking new business process configurations both to
manage cost effectively and to enhance the performance and value-added metrics. Besides
that, I will be using the business performance metric development priorities as a starting
point, develop a balanced scorecard for the unit, business, etc. And then, I will identify the
company's needs to decide how to organize these activities. on functional, product–service
or geographical bases and either ‘command and control’ or into value-added clusters. The
process includes: Map value flows, identifying important transactions with customers,
Assessing the level of input needed from other functions for each activity,
Estimate/assessing customer perceptions of: – cost (high, medium, low; stable, changing)
– importance (high, medium, low) – satisfaction (high, medium, low), Estimate elapsed to
work time ratio, and assess whether to 'cluster. Offer Better Quality to customer is because
creating wealth is by offering better quality than your competitors at the same price. And
another way of creating value and increasing wealth I will improving customer
service. People are predominantly emotional. They are greatly impacted by the warmth,
friendliness, cheerfulness and helpfulness of customer service representatives. Many
companies are using customer service as a primary source of competitive advantage in a
fast-changing marketplace. And also, I will identify the company's needs to decide how to
organize these activities. on functional, product–service or geographical bases and either
‘command and control’ or into value-added clusters. The process includes: Map value
flows, identifying important transactions with customers, Assessing the level of input
needed from other functions for each activity, Estimate/assessing customer perceptions of:
– cost (high, medium, low; stable, changing) – importance (high, medium, low) –
satisfaction (high, medium, low), Estimate elapsed to work time ratio, and assess whether
to 'cluster. So, there are several keys regarding balanced scorecard: 1. What do customers
value? – response times – accuracy – implementable solutions – price. 2. Business
processes: what do we need to excel? – order processing – delivery to customer – flexibility
– integrated service packages. 3. Innovation: how can the organization improve? – transfer
of best practice – training – development of new services – delivery of integrated
solutions.4. Financial perspective: is the organization creating value? Typically, creating
and implementing a balanced scorecard is part of an overall performance management
system in which strategic vision links through unit level balanced scorecards to personal
objectives and rewards, plans and budgets and performance review.
From all the design techniques that I described above, of course, these include aspects
related: Assessing the value-added, Process redesign – mapping the value flow to enhance
value-added, The balanced scorecard, Activity-based costing and customer satisfaction
analysis, The 360° appraisal, and Competence models.