Kanaidi, SE., M.Si., cSAP (sebagai Pembicara/Pemateri) Hp. 0812 2353 284 atau 0878 2298 4716

1. Effective SELLING & MARKETING
BPR BANGUNARTA
Hotel DIAMOND - Subang,
12 - 13 Desember 2015
1
By : Kanaidi, SE., M.Si , cSAP
kanaidi963@gmail.com ..0812 2353 284
SELAMAT DATANG
di

2. “Pelatihan SALES PLANNING & MARKETING”
Bagi Karyawan BPR BANGUNARTA
di Hotel DIAMOND-Subang, 12 - 13 Desember 2015

3. Para Peserta secara serius mengikuti Materi
“Pelatihan SALES PLANNING & MARKETING”
Bagi Karyawan BPR BANGUNARTA
di Hotel DIAMOND-Subang, 12 - 13 Desember 2015

4. Para Peserta secara serius mengikuti Materi
“Pelatihan SALES PLANNING & MARKETING”
Bagi Karyawan BPR BANGUNARTA
di Hotel DIAMOND-Subang, 12 - 13 Desember 2015

5. DR. Dwi Suryanto, Ph.D (sebagai Pemateri) dalam
“Pelatihan SALES PLANNING & MARKETING”
Bagi Karyawan BPR BANGUNARTA
di Hotel DIAMOND-Subang, 12 - 13 Desember 2015

6. Sales Planning & Process
Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si, cSAP
kanaidi@yahoo.com - 08122353284

7. 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
...... HelloEffect

8. 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………..

9. Moment of Truth
By : Kanaidi, SE., M.Si, cSAP
kanaidi@yahoo.com ... 08122353284

10. 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

11. Introduction
• What for planning?
• What does sales planning do?
• What a sales plan is?
• What is planning process?

12. 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

13. 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?

14. Sales Manager as Planner
1. Sales forecasting
2. Developing objectives
3. Developing the sales organization
4. Formulating policies and procedures
5. Preparing the budget

15. Sales Manager as Administrator
• Supervision
• Delegation
• Coordination
• Motivation
• Ethical approach
• Routing, scheduling, staffing & training

16. 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

17. 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

18. 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

19. 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

21. Siklus Sales Order Management
Sales order
Availability
check
Outbound delivery
TransportationPicking
Goods
issue
Billing
Payment
processing
1
2
3
4
5
6
7
8

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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

30. Steps in the Personal Selling
Process
• Prospecting
and
Qualifying
• Preapproach
• Approach
• Presentation and
Demonstration
• Handling
Objections
• Closing
• Follow-up

31. 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

32. 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.

33. Relationship Selling
vs. Traditional Selling
Sell advice, assistance, counselSell 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

34. 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.
.
.
.

35. 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

36. 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

37. 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

38. 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

39. 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

40. The 80/20 RULE
80%
of your growth
will come from
20%
of your customers
Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution

41. 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

42. • 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 . . . .

43. 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

44. 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 :

45. 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

46. 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

47. 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

49. 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!

50. 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.

51. 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”

52. 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.

53. 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?”

54. 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?”

55. 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.

56. 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?”

57. 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

58. 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.

59. 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.

60. 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)

61. 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?

63. 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.

64. • 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?

65. 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?

66. 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?

67. The SWOT Matrix

68. Analysing a company’s:
• STRENGTHS
• WEAKNESSES
• OPPORTUNITIES
• THREATS
SWOT Analysis

69. A strength can be a competitive
advantage like…
- Superior product
quality
- Lowest price
- Best expertise
- Location

70. A weakness can be a disadvantage such
as…
- A tired brand
- Inferior location
- High overheads
- A lack of R&D

71. 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

72. A threat can be…
- Unfavourable regulation
changes
- A new entrant into the
market
- Problems with the
economy
- Market shrinkage

73. Helpful Harmful
InternalOrigin
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
ExternalOrigin
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

74. TOWS Matrix
(from SWOT Analysis)
© Prentice Hall, 2006

75. Strategies that can come from SWOT Analysis…
S-O
W-O
S-T
W-T
TOWS Matrix
(from SWOT Analysis)

76. SWOT Interactions

77. Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si, cSAP
kanaidi@yahoo.com ... 08122353284
Market Analysis

78. 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

79. 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

80. 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.

81. 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

82. Five Forces Analysis

83. 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.

84. 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.

85. 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.

86. 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.

87. TIGA KOMPONEN
KREATIVITAS
By : Kanaidi, SE., M.Si
kanaidi@yahoo.com

88. 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

89. TIGA KOMPONEN KREATIVITAS
KEAHLIHAN KETRAMPILAN
KREATIVITAS
MOTIVASI
TUGAS
KREATIVITAS

90. Ini gambar APA……..?

91. How many Creature ?

92. Ini gambar APA……..?

93. Training
SELLING PLANING
Subang, 12 - 13 Desember 2015 By : Kanaidi, SE., M.Si
kanaidi@yahoo.com
The Brain’s Association & How to
Increase them....CREATIVE

95. Association Area
Motor Area
Sensory Area
Sensory area for
impulses from eyes
The Areas can be split into 3 groups

96. 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

97. 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. 98

99. 99

100. BAGAIMANA MENJADI
KREATIF & INOVATIF ?
1. B3 (Bebas Batas Berpikir)
2. Berpikir Aktif
3. Berlatih dan Berlatih
(IMLEMENTATIF DAN SOLUTIF)

101. 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)

102. 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

103. 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

104. 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

105. 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

106. 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

107. 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

108. Koleris Kuat sebagai Teman
tidak terlalu perlu teman,
mau bekerja untuk kegiatan,
mau memimpin dan
mengorganisasi,
biasanya selalu benar,
unggul dalam keadaan darurat

109. 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

110. 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

111. Metoda Mega Creativity
Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si., cSAP
kanaidi@yahoo.com .. 08122353284

112. 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.

113. 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.

114. 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?.

115. 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

116. 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

117. 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

118. By : Kanaidi, SE., M.Si., cSAP
kanaidi@yahoo.com
Show your spirit and
intrinsic motivation

119. 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

120. 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.

121. Relationship
Extrinsic & Intrinsic Motivation

122. 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.

123. 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.

124. WHAT MOTIVATES PEOPLE
External Rewards
• Salary
• Working conditions
• Benefits
• Environment
Internal Rewards
• Achievement
• Responsibility
• Recognition
• Feedback
• Learning and growth

125. Kanaidi, SE., M.Si, cSAP
kanaidi@yahoo.com

126. 3. Decision
Making Process
4. Decision Making
Tools
1. What is
Decision Making?
2. Barriers to Good
Decision Making

127. What is Decision Making?
Please write a One Sentence
Definition of
DECISION MAKING

128. Making Effective Decisions
 Perception.
 Priority.
 Acceptability.
 Risk.
 Resources.
Factors:
 Goals.
 Values.
 Demands.
 Style.
 Judgement.

129. Six C's of Decision Making (1 of 3)
1. Construct
2. Compile
3. Collect
4. Compare
5. Consider
6. Commit
1. Construct

130. 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

131. Barriers to Good Decision
Making
“Successful leaders have the courage to take
action while others hesitate.”
- John C. Maxwell

132. 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.

133. Hambatan dalam Proses Pengambilan
Keputusan
• Kegagalan di masa lalu
• Konsultasi yang berlebihan
• Faktor ketidakpastian
• Pemahaman yang tidak tepat tentang
peranan informasi

134. The Decision-Making Process
“Making good decisions is a crucial skill
at every level”
- Peter Drucker

135. 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 ?

136. 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.

137. List your priorities and
How to perform
By : Kanaidi, SE., M.Si, cSAP
kanaidi@yahoo.com

138. 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?

139. 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 StatementΩ Mapping Ω Strategic Direction ►►► Conclusion

140. How do we best use TIME
 Setting Priorities
– The Big Rocks of Life (a brief illustration)
 Taking Action
Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion

141. • 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

142. SKALA PRIORITAS
Mana yang Anda prioritaskan?
– Yang menyenangkan ATAU
– Yang menguntungkan
Laksanakan kegiatan berdasarkan urutan
prioritasnya
Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion

143. 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
Important
PRIORITYNot
Important
Not Urgent
Covey’s Quadrants

144. 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

145. 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

146. 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 StatementΩ Mapping Ω Strategic Direction ►►► Conclusion

147. 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 StatementΩ Mapping Ω Strategic Direction ►►► Conclusion

148. 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 StatementΩ Mapping Ω Strategic Direction ►►► Conclusion

149. 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

150.  Perkirakan waktu yang diperlukan untuk
menyelesaikan suatu tugas tertentu.
 Tambahkan 15% dari perkiraan tersebut.
 Tetapkan target (timer) untuk
menyelesaikannya.
Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
MEMBUAT PACING

151. 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 StatementΩ Mapping Ω Strategic Direction ►►► Conclusion

152.  Buat jadwal yang
realistis.
 Realistis sesuai dengan
kemampuan Anda.
 Hindari membuat
jadwal yang super
ketat.
 Berkipikirlah berhasil,
bukan ‘berpikir gagal’.
Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
Be Realistic in your
Expectations

153. QUIZ ?
 Berapa banyak batu yang
dapat Anda masukkan ke
dalam Kaleng ini ?

154. Contact Us :
Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
154
Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,
Peneliti, dan PeBisnis)
e-mail : kana_ati@yahoo.com atau
kanaidi@yahoo.com
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