Ppt bs strategic direction of bsg, 2011 2013, 55 slides

Boenjamin Setiawan
10 januari 2013

1. Pada jaman Jepang thn 1944 saya dan Adik saya karmila duduk dikelas 2 SD, sekolah
Tionghoa. Sewaktu ujian Tinghsieh saya mendapatkan angka 5 dan karmila 8. Saya
dipanggil depan kelas dan dbikin malu sama gurunya. Sejak itu saya selalu ingin
menjadi nomer satu.
2. Sewaktu di FKUI saya menjadi asisten di Bgn Farmakologi dan thn 1958 dpt beasiswa
utk belajar di UCSF dan berhasil mendapatkan gelar PhD pada tahun 1961. Suasana
demokrasi di USA sangat mempengaruhi hidup saya.
3. Sekembali saya pd 1961 maka saya ingin terus melakukan penelitian tetapi keadaan
TIDAK kondusif karena tidak ada dananya. Saya pd waktu itu tahun 1962 datang pada
Pak Wim Kalona (pemilik dan direktur DUPA) minta dana R&D untuk skrin tanaman obat.
Yang mengesankan saya adalah bahwa dia TIDAK banyak tanya dan langsung
memberikan dana yang diminta (sekitar 30 juta Rp uang sekarang). Hal ini yang
kemudian MEMICU SAYA untuk juga ingin mendirikan PABRIK FARMASI. Saya
bersama teman dokter muda Bgn Biologi thn 1963 berusaha mendirikan pabrik farmasi
ttpi gagal. Kmdn thn 1964 sekali lagi bersama dr Yan Tan dan Kwa pemilik apotik Usada
sekali lagi berusaha ttpi juga gagal.
4. Sewaktu saya mewakili rapat Kpl Bgn di FKUI thn 1963, ditawarkan untuk kunjungan
ilmiah ke RRC saya menerima dan berangkat ke Beijing dan Pyongyang. Karena
keberangkatan ini maka saya pd Oktober tahun 1965 sewaktu Gestok disekors selama 1
tahun. Karena banyak waktu maka saya bikin bermacam obat bersama adik saya
FBA.
5. Karena disekors maka dr Kho Tjok Khing menawarkan kpd saya untuk bekerja di
Enzypharm Holland. Sewaktu sdh mau berangkat Kakak saya drg Setiady
KEBETULAN mampir dan menanyakan mau kemana? Kmdn dia usulkan untuk
bersama mendirikan usaha Farmasi.
Dgn demikina maka pada achirnya karena LIMA KEBETULALN INI kalbe farma
didirikan pada 10 September 1966.

1. The Trigger that started Kalbe Farma,
1963-1966
2. Key Success Factors, 1966-1977
3. Diversification period, 1977-1994
4. Consolidation and Pre-crisis, 1995-
2000
5. Crisis and Survival, 2001-2007
6. Act Local, Go Regional and Think
Global, 2007-2015

Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 3

 A meeting with Drs Wim Kalona in 1962 (Owner-
Director of P.T.DUPA) to apply for a Research Grant
amounting to about 30 million Rp. todays worth,
triggered the idea to start a pharmaceutical company
 In 1963, first trial to start a company called
FARMINDO, with colleagues from the BIOLOGY Dept.
but survived only for 3 months
 In 1964, tried a second time with dr.Jan Tan
(Pharmacologist) and Kwa (business man), but
survived only a few months
 In 1966 with the help of my brothers and sisters, at
last, we succeeded to form Kalbe Farma

2010, UMN 4

 Founded at September 10th, 1966.
 Started its operation in a modest garage at
Jalan Simpang I No. 1, Tanjung Priok.

2010, UMN 5

 The Founders were driven by a keen desire
to take part in the national development,
particularly in promoting the welfare of
people through medical care.
 Motto : “The Scientific Pursuit of Health
for a Better Life”.
 Within a short time the Company was able
to win a fair market share and opened two
representatives offices in Bandung and
Surabaya in 1969.

2010, UMN 6

 Distribution
Network developed so fast that by
1974 the whole Country was practically covered.
 The Company moved from the old premises to
Jalan Jendral A. Yani (Pulomas) and later on to
Cikarang.

2010, UMN 7

 In 1977 within 11 years, the Company was able
to become the largest pharmaceutical company
in Indonesia (IMS report).

 In
1991 the Company became a public company
and was listed on the Jakarta Stock Exchange
and Surabaya Stock Exchange.

 Now in 2012 we have over 16,000 employees
and a marketing and sales force of 6,000
covering 80% of the Indonesian consumer health
and 100% of the Indonesian prescription
pharmaceutical market.
2010, UMN 8

1. The RIGHT time, because in 1966 the
Suharto Gov. opened the doors for foreign
investment.
2. The RIGHT products and RIGHT pricing,
because as a pharmacologist and practising
physican I knew the needs of doctors
3. The RIGHT marketing strategy, following the
footsteps of the foreign companies by
promotion through Medical Reps.
4. The RIGHT company strategy by
Professionalizing our team from the beginning
5. The RIGHT and BRIGHT people to run the
company
2010, UMN 9

Falsafah perusahaan merupakan dasar existensi dan sudah
mencakup visi dan misi perusahaan
Falsafah Kalbe Farma adalah sebagai berikut:
1. Tujuan perusahaan adalah “Survival through
Continuous , Sustainable Growth and Adaptation”
2. Perusahaan harus mampu terus “survive” untuk para
“stakeholders”
3. Perusahaan mampu “survive” karena
Kwalitas SDM nya harus DJITU, C10, PBFWUSI
4. Terus mampu mengembangkan dan me-
manfaatkan IPTEK
5. Menganut strategi “Participative Innovative
Management”
2010, UMN 10

 Provide a wide range of innovative
pharmaceutical and health food products.
 Large network of marketing, promotion
and distribution teams.
 Cover segments from lowest to upper
class level of society.
 Develop strategic alliances with world-
wide partners.
Profesionalization since the early
stages

2010, UMN 11

1. KWALITAS Pimpinan dan Karyawan
2. Yang paling penting IQ, EQ, SQ, SQ, LQ,
PQ
3. Manusia DJITU
4. Manusia 5A
5. Manusia 10 C
6. Manusia PBFWUSSI
7. Strategi 5C
8. Strategi 5S
Contoh: ASTRA, Microsoft, Roche, Ford ,
Pfizer, Wallmart, Toyota, Apple, etc.
2010, UMN 12

1. D = DISIPLIN dan DEDIKASI

2. J = JUJUR dan JELI

3. I = INOVATIF dan INISIATIF

4. T = TULUS dan TANGGUNG
JAWAB
5. U = ULET dan UNGGUL 2010, UMN 13

1. ADAPT, adaptasi dgn lingkungan
2. ADOPT, menyesuaikan dan mengambil
alih kebiasaan lingkungan dan budaya
3. ALIGN, membentuk barisan yang solid
4. AGREE, menyetujui secara mendalam
5. ACTION, semuanya harus menjurus
kesuatu TUJUAN yang harus dicapai
secara terintegrasi.

1. 4 C = CARE, CAPABLE,
COURAGEOUS and CREATIVE

2. 3 COM= COMMITTED, COMMON-
SENSE and COMMUNICATIVE,

3. 3 CON= CONNECTIVITY, CONFIDENT
and CONSISTENT

2010, UMN 15

1. PROACTIVE
2. Begin With the END in MIND
3. First Things First (Prioritize)
4. WIN-WIN
5. Understand to be Understood
6. SYNERGIZE
7. Sharpen the Saw
8. Inspire your Workers and Customers

2010, UMN 16

1. Company: SWOT your company
2. Customer: know and define your
customers
3. Competitors: identify and know your
competitors
4. Country: understand the political and
social conditions of your country
5. Currency: always borrow in your
country’s currency

2010, UMN 17

To achieve SPEED
1. You must be SMART
2. You must SIMPLIFY
3. Create a SYSTEM
4. Create a SUITABLE
5. SOLID Team

2010, UMN 18

2010, UMN 19

Kalbe was established in 1966 and has a long track record of
sustainable growth
Inception and Entrepreneurial
Enhanced Focus and Consolidation Globalization
Driven Expansion
1996–2005 2006–2015
1966–1995

1966 1977 1981 1985 1989 1991 1993 1994 1996 1997 2005 62006 2007 2009
1985: 1989: 1991: 1994: 2005: 2007:
1966: 1977:
Acquir Kalbe
Launch of new corporate logo as part
Igar Entered Consolidation of of transformation process
Company Dankos ed Jaya Farma energy 1996: Kalbe Group Products enter every ASEAN countries
founded Lab Bintan and IPO drink
1997: (except Laos)
Disposed Opening of the Stem Cell and Cancer
g business of 50% of Disposed of
Danko Kalbe’s
Institute
Toedjo EPM IPO Implementation of end-to-end supply
s IPOs 1993: food remaining 50% chain management
e& Integrate information technology
Hexph
Acquired business ownership in PT systems
arm Sanghiang (PT Bukit Bukit Manikam 2006:
1981: Perkasa Manikam Expand regional footprint
Spin-off the Sakti to Arnotts Build global brands and
and Sakti) to Disposed glass infrastructure
distribution consolidat Arnotts Scale through mergers and
business to packaging acquisitions
1000
ed division to Proprietary drug development 10000
PT Enseval nutritional Global partnerships and networks
due to Schott
business Acquired Woods
800 governmen to 8000
t regulation Peppermint
Sanghiang
(USD mm)

brand

(IDR bn)
600 Perkasa 6000
Acquired 80% of
400 Saka Farma 4000

200 2000

0 0
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009

sales USD Sales IDR

Kalbe Farma dan Technopreneurship 20
dr.Boenjamin Setiawan, PhD., July 14,
2010, UMN 20

Business strategy is ...
• the group of dynamic, integrated
decisions that position the business in
its competitive environment
R&D Strategy
Marketing Strategy (5P) • Basic and applied
• Product/market definition
• Pricing
research
• Product/process
Objectives
• Distribution/Placement innovation 1. Growth
• Promotion • Lead or follow 2. Profitability
• Customer support/People
Production 3. Diversification
Strategy Financial 4. Innovation
Legal Strategy Strategy
• Intellectual property • Facilities 5. Market share
• Integration • Capital structure
protection
• Cash flow 6. Working
• Corporate • Capacity
• Quality
environment
• Production 7. Corporate
technology citizenship
• Operations control
• People management
2010, UMN 21

Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July 14, 22

D = DEDIKASI dan DISIPLIN
I = INTEGRITY
P = PELUANG
E = EXCELLENCE
R = RISIKO
I = INNOVATIF
K = KERJA KERAS
S = SIGAP
A = ACTION
2010, UMN 23

Green On the go
Environmen lifestyle Prevention
t & Natural

Aging
Managemen
t

“Theranostics
Value for ”
Growth in money
Social
Networking
Young
population
our most
potential market

Nano Capsules for
DNA Testpack Nano Medicines Endoscopies Stem Cell Proteomic

Personalized
Healthcare Nano Technology Biotechnology

Blood Glucose
Meter
Medicine Intake
Reminder

WiMax
Stem Cell Technology for
Remote Diagnostic Molecular Regeneration andBeauty Genomic Scan to
and Wellness Support Technology Improve Baby Quality

Income Shift

2004 2030

Source: Berita Resmi Statistik No. 45/07/Th. XIII, 1 Juli 2010, BPS

Total Expenditure on Health as % of GDP

Indonesia 2.5
2.5
Philippines 3.2
2.0
Malaysia 4.2
China 4.7
1.5
India 5.0
1.0 Vietnam 6.0
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
- 1.0 2.0 3.0 4.0 5.0 6.0 7.0
Source: WHO National Health Accounts database, September
Source: The World Bank 2008

5% from Indonesia
APBN for Health Budget SJSN

28
BSG Strategic Intent
WBAWI We are an Innovative Health Care Business
providing Health Care Products & Its Related
Services
Mission To improve health for a better life

To be the best Indonesian Health Care company
Vision
driven by innovation, strong brands and excellent
management

1.Sustainable Growth
Strategy
2.Innovation
3.World Class Competence & Organization

Values We believe in :
Trust, Mindfulness, Innovation, Strive to be the
best, Interconnectedness

Strategic Initiatives

Strategy

Corporate FA, Tax & Treasury

Financial assumption for budget 2013
• Inflation 6.5%
• GDP Growth 6%
• Exchange Rate (End Dec2010: 9,000) 9,000
• Interest rate for Time Deposit Gross (IDR) 7%
• Interest rate for Time Deposit Gross (USD) 2%
• Interest rate for Bank Loans (IDR) 10%
• Interest rate for Bank Loans (USD) 7%
• RM Price Index 1.02

1. FINANCE & ACCOUNTING FUNCTION
a) Reporting & Analysis. Ensure
clarity, simplicity, transparency, accountability and
compliance to standard / policies.

• Financial Report & Analysis in accordance with standard
format and time schedule defined by Corp FA. Reports
consist of :
• Standard Financial Reports (BS, PL, CF)
• Executive Summary, highlight & analysis of financial
KPI and key aspects to support
“business/management” performance
• Other financial information to support decision
making.

• Comply with Relevant Generally Accepted Accounting
Standard, IFRS 2012 and other regulation issued by other
regulatory bodies such as BAPEPAM, Directorate General

1. FINANCE & ACCOUNTING FUNCTION (Con’t)

• Audited Financial Report
• Financial reports should be audited by external
auditors appointed by Corp FA and completed in
accordance with the agreed audit time table.

• Submit original audited Year-End Financial Reports for
documentation purpose and copy of Management
Letter issued by External Auditor to get insight where
Corp FA could assist in area of improvement

1. FINANCE & ACCOUNTING FUNCTION (Con’t)
b) System & Procedure
To improve efficiency in administration process and
effectiveness in finance administration control, Companies
should :

• Have Finance and Accounting SOP Manual which sets out
all implemented Finance and Accounting system &
procedures.
• Comply with general guidance provided by Corp FA
(example: COA).
• Implement proper documentation and filing system in
each SBU/company (refer to Tax Regulation)

PEMAPARAN PROF. DR. BOEDIONO

FAKULTAS EKONOMI
UNIVERSITAS INDONESIA
JAKARTA, 14 SEPTEMBER 2009

Sumbu Kiri Sumbu Kanan
12 % yoy Left Hand Scale Right Hand Scale % yoy
India 13
9
China
Indonesia Vietnam 9
6

Malaysia 5
3 Korea
1
0

Japan -3
-3

Thailand -7
-6

-9 Singapore -11
Taiwan
2005 Source:Bloomberg
2006 2007 2008 2006 2007 2008 2009
-12 -15
Sumber:2005
Bloomberg 2006 2007 2008 35 2005 2006 2008 2009

36

Penguatan daya saing terletak pada pembangunan infrastruktur:
1. Pembangunan infrastruktur fisik, terutama yang dapat menurunkan biaya
transport dan biaya logistik di dalam negeri.
2. Pembangunan infrastruktur lunak:
• Aturan Main : Agar kegiatan ekonomi baik dari sisi produksi maupun pergerakan
barang dan jasa dapat berlangsung dengan biaya transaksi minimum.
• Birokrasi : Reformasi untuk mengurangi hambatan dan ekonomi biaya tinggi.

3. Pembangunan infrastruktur sosial
• Perekonomian akan lebih tahan krisis jika terdapat sistem jaring pengaman sosial
yang memproteksi keluarga miskin sekaligus menciptakan kohesi sosial.

4. Pentingnya kreativitas

More Connected World
Smarter and More
Cheaper transportation Demanding Consumer
cost Feel “cool” if spend cheaply

Technology Revolution Real Time Media

Outsourcing
Cheaper communication
cost

Productivity Increase

Hypercompetition

Merger and Acquisition Internet Based Pricing

Massive
Over-Capacity

Globalization and cheap revolution has been speed up by the economic
crisis 43

Indonesia Demographic
Indonesia most ACTIVE age group (20-39) will continue to grow and will be a dominant
age group with 31% of total population (almost 90 million people) within the next 10
years.

80+
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4

14,000 12,000 10,000 8,000 6,000 4,000 2,000 - - 2,000 4,000 6,000 8,000 10,000 12,000 14,000
Thousands Thousands

Male-2000 Male 2020 Female-2000 Female 2020

Indonesia SEC (Nielsen 2006)

A 9%
B 10%
C&D 65%
E 16% 44

 Three Generic Strategy
1. Operational Excellence or Cost Leadership
Provide middle-of-the market products at the best price with
the least inconvenience  low price and hassle-free service.
Standardized assets and efficient operating procedures.
Strong team player.
Highly automated systems, including related databases and
applications.
Deliver superior basic service by:
o Making hassle-free basic service as a key part of their value.
o Support efficient, zero-defect service.
o Effectively exploited information technology to redesign basic
service tasks.
The goal is to achieve growth.
45

 Airlines
 Telecommunication
 Electronics

46

 Three Generic Strategy
• 2. Product Leadership
Concentrate on offering products that push performance
boundaries  continue to innovate year after year, product cycle
after product cycle
Driven by the talents of key individuals who developed and
marketed breakthrough.
Manage a portfolio of development activities  concentrate
resources on the opportunities with the greatest potential to hit
big.
Employ structure and process:
o Keep people on track by organizing the work in a series of well-
paced challenges, each with a clearly defined outcome and tight
deadline.
o Create business structures that don’t oppress.
o Stress procedure where it pays the biggest dividend.

47

 ThreeGeneric Strategy
3. Customer Intimacy
Focus on delivering not what the market wants but
what specific consumers want.

As a service company, we need to focus on
“Customer Service & Customer Relation”  PROVIDE
SOLUTIONS TO CUSTOMER NEEDS

48

 Focus on delivering what specific consumers want, not
what the market wants
 Do not pursue one-time transactions, but cultivate
relationships
 Specialize in satisfying unique needs, which can only be
recognized by virtue of close relationship and intimate
knowledge of the customer
 Proposition to the customer:
 We have the best solution for you

 We provide all the support you need to achieve optimum
results and/or value from whatever products you buy

We have to do better and better for our 49

 The operating model of customer intimacy:
– Deep customer knowledge and insights about the client’s
understanding process.
– Produce unmatched value for clients who don’t necessarily want
the very latest product, but just the best result and help in
obtaining it.
– The business depends on a stream of products that represent
evolutionary improvement, not evolutionary change.
 The management of people:
– The employees are adaptable, flexible and multitalented, allowing
them to delivery reasonable responses; a mixture of seasoned and
inventive people.
 Hollow delivery system:
– The strength lies not in what we own, but in what we know and
how we coordinate expertise to deliver solutions. 50

 Creating deep relationships:
– A steady client is a lasting assets; a one-time client is a poor
investment.
– Deepen and broaden areas of client support to deepen the
relationship.
 Exploiting the value leadership advantage:
– Search for new areas of mutual cooperation, new untapped potential
within the client organization.
 Solution
– To offer clients:
o Expertise that drives client performance.
o A willingness to share in clients’ risks.
o Real, meaningful tailoring and customization of products
and services, not useless “value-added” service.
51

Performance PT. Aquasolve Sanaria 2006 - 2008

1.4E+10

1.2E+10

1.0E+10

8.0E+09

6.0E+09
Rp.

4.0E+09

2.0E+09

0.0E+00

-2.0E+09

-4.0E+09

-6.0E+09
2006 2007 2008
Penjualan 4,331,585,588 8,561,938,000 12,550,952,000
Gross Margin 2,280,492,629 5,349,178,000 7,342,957,000
PBT (3,732,250,033) 548,843,000 804,406,000
Tahun

Penjualan Gross Margin PBT

Take Home Points
• Innovation is Key to Growing and Maintaining a
Country’s Competitive Position in the Global Economy
and to address Global Challenges
• Collaboration is Essential for Innovation as Small
and Large Businesses, Universities, and Research
Institutes Contribute to Regional Growth and Job
Creation
• New Institutions and New Incentives, are
increasingly important to foster innovation and
collaboration
• Create more ENTREPRENEURS, with high
IQ, EQ, SQ, SQ, PQ and LQ
• FUNDS for R&D must be INCREASED

Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July
14, 2010, UMN 53

1. Indonesia must move from a Resource Based to a
KNOWLEDGE Based Economy
2. Innovation, New Ideas, New Products, New
Markets, and New Strategies are the Growth Drivers of
companies
3. Investment in R&D increases share value of
companies, especially Pharmaceutical Companies
4. People with Entrepreneurial talent, Smart, high
Integrity and Creativity is the Key to Improved Prosperity
5. Only Companies and community based
active organizations can Create Wealth.
Governments must create a conducive environment for
business
6. A close Collaboration between
Industries, Academic Institutions and the
Government (ABCG) is essential to improve
PROSPERITY
Kalbe Farma dan Technopreneurship dr.Boenjamin Setiawan, PhD., July
14, 2010, UMN 54

Thank
You
5.- Live with the 3 E’s:
Energy, Enthusiasm and Empathy.

Ppt bs strategic direction of bsg, 2011 2013, 55 slides

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