Tugas MO Perencanaan Strategy Perusahaan Dico (Financial)_updated by Hari.pptx

MM Weekend-1 Kelompok Tugas Mata Kuliah Management & Organization: 1.

Acep Arna Hikmat

2.

Ade Irvan Fadli

3.

Irfan Sukma

4.

Hari Mulyadi

5.

Nadila Destria

Perencanaan Strategi Perusahaan DiCo Financial Strategy Approach

Lean Startup Process Diagram Untuk memastikan keberhasilan keberhasilan eksplorasi bisnis baru, dan DiCo menerapkan metodologi Lean Start Up seperti dibawah ini. Dico memiliki layanan digital onli

Eric Ries *Source: The Lean StartUp Methodology ~ theleanstartup.com

The Lean Startup method teaches you how to drive a startup-how to steer, when to turn, and when to persevere-and grow a business with maximum acceleration. Eric Ries http://theleanstartup.com/principles “

”

8 Langkah Pengembangan Perencanaan Perusahaan Yang akan Digunakan dalam Penyelesaian Penyelesaian Kasus Kasus ini Step one : Defining the problem (SITUATION (SITUATION ) Step two two : Identifying Identifying the OBJECTIVES Step three : Identifying the AUDIENCE Step four : developing STRATEGY STRATEGY Step five : the action plan ( TACTICS ) Step six : the calender/schedulle calender/schedulle (TIMING) (TIMING) Step seven : Budget (COSTS) Step eight : EVALUA EVALUATION TION the success

Eksplorasi terbaru DiCo Portal telah berhasil menduduki peringkat 4 online media in Indonesia (bekerja sama dengan Microsoft) after Yahoo, Kompas, Detik Google Facebook

1 2

Yahoo Wordpress

ranked

Kompas Gramedia Wikimedia

3

4

De k

th

3.5 mio UV 51 mio PV

Micros Microso o Twi Twi er Kapanlagi Kaskus Toko Bagus 4Shared Viva

Unique Visitors

Ask -

2,000

4,000

6,000

8,000

10,000 10,000

12,000 12,000

Notes: 1. Base Based d on on the the comm common on meas measur urem emen entt use used d by global agencies and brands, we use Comscore as the key measurement (comparable to Nielsen on TV media) 2. Curr Curren entl tly y Coms Comsco core re acc accou ount nt is is owne owned d by Microsoft, therefore we use Microsoft as the online property name 3. Group’s online properties has been measured by Comscore, but it has not been carefully managed, 4. Inte Integr grat atio ion n of Micr Micros osoft oft and and onli online ne properties will make us the largest online property in Indonesia in terms of REACH (Unique Visitors)

14,000 14,000

Source: Comscore, September 2013

DiCo Portal is the Largest Online Property owned by Group Micro Microso so Telkomsel.com Telkom.co.id Yellowpages.co.id Telkomflexi.com Telkomvision.com

Source: Comscore, September 2013

Telkom.net

Unique Visitors

Step one : Defining the problem (SITUA (SITUATION ) • Secara Financial, Revenue share DiCo harus ditingkatkan untuk memenuhi kebutuhan operasional. • Bisnis ke depan Dico lebih menjanjikan tapi membutuhkan waktu yang tidak sedikit • Untuk Services dan VAS, diperlukan evaluasi atas keberadaan business, karena secara financial belum memberikan kontribusi signifikan kepada DiCo. Juga perlu diidentifikasi single denomintator dan key driver dari aspek non financial sebagai target utama, agar tidak terjadi redundancy portfolio.

Financial Facts Profit / Lost

Cash Flow Description

2013

Revenue (Nett) Portal Services + VAS Operating Expenses Portal Services + VAS Operating Inc(Loss) Portal Services + VAS

12.723 9.679 3.044 17.307 14.329 2.978 (4.584) (4.650) 66

Other Inc (Expenses) Income Before Tax

(4.108)

EBITDA

(6.805)

EBITDA = (6.805)

(8.692)

2013

Cash Flow from Operation

(6.805)

Cash Flow From Investing

(500)

Cash Flow From Financing   Equity Call Receiving (Payment) ofSHL  Dividend Payment Bank Loan Net Cash Flow  Cash - Beginning  Cash - Ending 

10.000 10.000 2.695 3.167 5.862

DiCo Growth Plan The Facts 1.

DiCo sebagai anak usaha Group yang mengemban amanat untuk melakukan eksplorasi bisnis, bisnis, telah menghasilkan beberapa unit bisnis dengan

2.

valuasi bisnis

yang semakin meningkat

online media menunjukkan performansi bisnis yang positif ditunjukkan dengan posisinya di peringkat 4 industri, Hasil alignment dengan metodologi Lean Startup menunjukkan bahwa eksplorasi terbaru DiCo di bidang meskipun dengan dukungan finansial yang belum optimal

3.

Secara perusahaan, dalam 3 tahun terakhir ini DiCo menunjukkan peningkatan gejala yang membaik, dilihat dari

peningkatan Revenue

maupun EBITDA dan optimalisasi

HR .

40

250

29

30

21

20

200

200 10

11 150

0 2011

2012

2013

-10

-10

EBITDA 100

-20

75 -30

50

-32 -40

43

Revenue

People

Step two : Identifying Identifying the OBJECTIVES • Paska spin-off DiCo e-Commers, restrukturisasi pemodalan DiCo belum ditata kembali dan berakibat pada beban berat perusahaan dalam menanggung hutang, depresiasi, maupun kebutuhan operasional perusahaan (EBITDA MINUS) • Pendapatan usaha DiCo dengan eksplorasi baru di bidang online media belum dapat mencukupi kebutuhan operasional perusahaan • Sebagai bisnis embrionik, maka penyelesaian pemodalan DiCo perlu diselesaikan melalui melalui pendaaan (Financing, SHL, Equity Call) yang selanjutnya akan digunakan untuk: • Lean Startup projects, • Pemenuhan kebutuhan Capex/Opex, dan • Penyelesaian pinjaman perusahaan.

Step three : Identifying the AUDIENCE Initial assessment terhadap DiCo Portal menunjukkan bahwa secara produk (EYEBALLS (EYEBALLS)) maupun harga (PRICE (PRICE), ), DiCo Portal sudah cukup bagus. Tantangan Tantangan terletak pada proses SELLING SELLING..

SELLING

EYEBALLS

AT COMPETITIVE PRICE

LOW

OK

NOW COMPETITIVE

TODAY

Max 35% discount vs 50% discount FUTURE

Focus on Selling

More Eyeballs

DiCo Portal Business Growth Opportunities METRICS

INITIATIVE Paid tra raffic generation

PV

2013

IMPACT Waste tedinvestment, nodirect impact onrevenuepotential

Organic icalygrowP wPVOrganic ic traffi ffic generation

Non-immediate te impact, t, but Sustainable, long-t g-termgrow rmgrowth.

Imprro oveperce ceptitionasad destination

Direct &im immediateim impact on$

$ / Monetization

Growt wteam&invest more in in adsalle es

Impact on$, but early research reveals perceptio ionasaproble lem

Ops

Improvesaleseffe fectitiveness persale lesperson

More reeffi fficie ient revenuemachin ine

2014

PRIORITIES

Step four: developin developing g STRA STRATEGY TEGY DiCo’s Business

Model Lean Canvas

Step five : the action plan ( TACTICS ) Program Utama DiCo 2014 1.

2.

3.

Improve brand perception DiCo Portal 1.

Hold trade marketing events

2.

Stronger existence in advertising industries

3.

Brand activation and engagement to broader users

Build a strong sales force 1.

Hire senior sales lead

2.

Increase sales team’s competence & knowledge

3.

Develop business networking with high level agencies and brands

Increase UV by by integrating Group and Microsoft Online Properties 1.

Assign DiCo Portal as a single online traffic aggregator across all Group’ Group’ss online properties

2.

Integrate traffic from captive portals of Groups’ network and distribution

3.

Develop single sign-on across Group online services

Step six : the calender/ calender/schedulle schedulle (TIMING) ACTIVITIES

2014

2015

Improve brand perception DiCo Portal •

Hold trade marketing events

•

Stronger existence in advertising industries

•

Brand activation and engagement to broader users

X

X

X

X

X X

X

X X X

X X

Build a strong sales force • Hire senior sales lead • Increase Increase sales team’s team’s competen competence ce & knowle knowledge dge • Develop business networking with high level agencies and brands

X

Increase UV by integrating Group and Microsoft Microsoft Online Properties •  Assign DiCo Portal as a single online traffic aggregator across all Group’s online properties • Integrate Integrate traffic traffic from from captiv captive e portals portals of Groups’ Groups’ network network and distribution • Develop single single sign-on across Group online services services

X X X

Step seven : Budget (COSTS) Rencana Kebutuhan Pendanaan No 1 2 3

Deskripsi DiCo Portal lean startup projects Pemenuhan kebutuhan Capex dan Opex Penyelesaian Penyelesaian pinjaman DiCo

Jumlah (Milyar) 10,5 16,5 33,0

- Pembayaran pokok pokok pinjaman sd Des: 30,0 - Pembayaran bunga pinjaman sd Dss: 3,0

Total kebutuhan Equity Call

60.0

Financial Projection 2014 - 2017 PL 2013

2014

2015

2016

2017

2018

12.723

15.308

24.770

40.424

66.511

110.406

9.679

10.388

16.938

27.849

46.168

77.164

3.044

4.920

7.832

12.575

20.342

33.242

17.307

23.867

17.169

20.734

24.398

26.934

14.329

19.936

12.055

14.367

16.697

18.548

2.978

3.931

5.114

6.367

7.701

8.386

(4.584)

( 8.559)

7.600

19.690

42.112

83.472

(4.650)

(9,549)

4.883

13.482

29.471

58.616

66

990

2.717

6.208

12.641

24.856

Other Inc (Expenses) Income Before Tax

(4.108)

(660)

(720)

(864)

(950)

(1.093)

(8.692)

(9.219)

6.880

18.826

41.162

82.379

EBITDA

(6.805)

Revenue (Nett) Portal Services + VAS Operating Expenses Portal Services + VAS Operating Inc(Loss) Portal Services + VAS

(7.312)

10.757

24.796

49.148

91.045

Financial Projection 2014 - 2017 Cash FLow Description

2013

Cash Flow from Operation

(6.805)

Cash Flow From Investing

(500)

Cash Flow From Financing Equity Call Receiving (Payement) ofSHL   Dividend Payment Bank Loan Net Cash Flow Cash - Beginning Cash - Ending

2014

2015

2016

2017

2018

(9.716)

2.929

11.752

27.201

71.248

(14.550)

(7.955)

(8.376)

(9.063)

(10.270)

10.000 10.000 -

27.000 60.000 (33.000) -

10.000 10.000

5.000 5.000

(10.000) (10.000) -

(50.000) (50.000) -

2.695 3.167 5.862

2.734 5.862 8.596

4.974 8.596 13.570

8.377 13.570 21.947

8.137 21.947 30.084

10.979 30.084 41.063

 Asumsi: 1. Time Time to collec collectt periode periode:: 6 bulan bulan 2. Tahun 2015 2015 DiCo sudah sudah Bankable Bankable sehingga sehingga sudah sudah bisa memperole memperoleh h Bank Loan

Kesimpulan   Diperlukan penguatan struktur permodalan di DiCo, sebesar Rp 60M yang bertujuan untuk:  mencukupi kebutuhan operasional,  Memperluat marketing & sales force and activity  pengembalian SHL agar DiCo tidak dibebani Beban Bunga.

Revenue Plan 2014 & Lean Start Up Project Cost Schedule

Q1

Q2

Q3

Semester 1: Grow Team + Invest more in Ad Sales Team

Themes

Q4

Total

Semester 2: Improve sales effectiveness per Sales Person

IDR Target Sales (  000)

IDR

7,000,000 

IDR

12,000,000 

IDR

14,000,000 

IDR   0 

35,000,00 

IDR

3,000,000 

IDR

3,500,000 

IDR

2,187,500 

2,000,000  Target Ad Sales per People / quarter 

IDR

No of Sales Person / quarter 

1,000,000 

IDR

2

2,333,333 3

4

Estimated Cost Additional Senior Sales People / quarter (  000,000)

IDR

Estimate Cost of Events / quarter (  000,000)

IDR

300 

IDR

450 

IDR

600 

IDR

Other Experiment Tools / Support (  000,000)

IDR

200 

IDR

300 

IDR

300 

IDR

Lean Start Up Team

180 

IDR

10 

270 

IDR

15

4

4

360 

IDR

15

360 

IDR

1,170 

600 

IDR

1,950 

400 

IDR

1,200 

20 

Cost for Lean Start Up Team (  000,000)

IDR

450 

IDR

675

IDR

675

IDR

900 

IDR

Coaching / Training / Consulting to build Lean Startup Capabilities (  000,000)

IDR

1,000 

IDR

1,000 

IDR

750 

IDR

750 

IDR

3,500 

IDR

2,130 

IDR

2,695

IDR

2,685

IDR

3,010 

IDR

10,520 

Quarterly Cost (  000,000)

2,700 

Step eight : EVALU EVALUA ATION the succes successs

Thanks