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

8/10/2019 Tugas MO Perencanaan Strategy Perusahaan Dico (Financial)_updated by Hari.pptx

1/19


2/19

Lean Startup Process DiagramUntuk memastikan keberhasilan eksplorasi bisnis baru, dan DiCo menerapkan metodologi Lean Start Up seperti

dibawah ini. Dico memiliki layanan digital onli

The Lean Startup method teaches you how to drive a startup-how to steer, when to turn, and when to

persevere-and growa business with maximum acceleration.

Eric Ries http://theleanstartup.com/principles

Eric Ries

*Source: The Lean

StartUp Methodology ~

theleanstartup.com
http://theleanstartup.com/principleshttp://theleanstartup.com/http://theleanstartup.com/http://theleanstartup.com/principles


3/19

8 Langkah Pengembangan Perencanaan Perusahaan

Yang akan Digunakan dalam Penyelesaian Kasus ini

Step one : Defining the problem (SITUATION )

Step two : Identifying the OBJECTIVES

Step three : Identifying the AUDIENCE

Step four : developing STRATEGY

Step five : the action plan ( TACTICS )

Step six : the calender/schedulle (TIMING)

Step seven : Budget (COSTS)

Step eight : EVALUATION the success


4/19

Eksplorasi terbaru DiCo Portal telah berhasil menduduki peringkat

4 online media in Indonesia (bekerja sama dengan Microsoft) afterYahoo, Kompas, Detik

- 2 , 0 0 0 4 , 0 0 0 6 , 0 0 0 8 , 0 0 0 1 0 , 0 00 1 2 , 0 00 1 4 , 0 00

Ask

Viva

4Shared

T o k o B a g u s

K askus

K apanlagi

T wi e r

M i cr o so

D e k

W ikimedia

K ompas Gramedia

W ordpress

Yahoo

Facebook

Google

- 5 0 0 1 , 0 0 0 1 , 5 0 0 2 , 0 0 0 2 , 5 0 0 3 , 0 0 0 3 , 5 0 0 4 , 0 0 0

Telkom.n et

Telkomvision.com

Telkomflexi.com

Yellowpages.co.id

Telkom.co.id

Telkomsel.com

M ic r os o

Unique Visitors

Source: Comscore, September 2013

DiCo Portal is the Largest Online Property owned by Group

Source: Comscore, September 2013

Notes:

1. Based on the common measurement used

by global agencies and brands, we use

Comscoreas the key measurement

(comparable to Nielsen on TV media)

2. Currently Comscore account is owned by

Microsoft, therefore we use Microsoftas

the online property name

3. Groups online properties has been

measured by Comscore, but it has not

been carefully managed,

4. Integration of Microsoft and online

properties will make us the largest online

property in Indonesia in terms of

REACH (Unique Visitors)

Unique Visitors

1

2

34

3.5 mio UV

51 mio PV

ranked

th


5/19

Step one : Defining the problem (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.


6/19

Financial Facts

2013

Revenue (Nett) 12.723

Portal 9.679

Services + VAS 3.044

Operating Expenses 17.307

Portal 14.329

Services + VAS 2.978

Operating Inc(Loss) (4.584)

Portal (4.650)

Services + VAS 66

Other Inc (Expenses) (4.108)

Income Before Tax (8.692)

EBITDA (6.805)

Profit / Lost

Description 2013

Cash Flow from Operation (6.805)

Cash Flow From Investing (500)

Cash Flow From Financing 10.000

Equity Call -

Receiving (Payment) ofSHL 10.000Dividend Payment -

Bank Loan -

Net Cash Flow 2.695

Cash - Beginning 3.167

Cash - Ending 5.862

Cash Flow

EBITDA = (6.805)


7/19

0

50

100

150

200

250

- 50

- 40

- 30

- 20

- 10

0

10

20

30

40

2011 2012 2013

Revenue

EBITDA

P eople

The Facts

1. DiCo sebagai anak usaha Group yang mengemban amanat untuk melakukan eksplorasi bisnis, telah menghasilkan

beberapa unit bisnis dengan valuasi bisnis yang semakin meningkat

2. Hasil alignment dengan metodologi Lean Startup menunjukkan bahwa eksplorasi terbaru DiCo di bidang online

mediamenunjukkan performansi bisnis yang positifditunjukkan dengan posisinya di peringkat 4industri,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 maupunEBITDA dan optimalisasi HR.

DiCo Growth Plan

200

43

75

21

11

29

-45

-32

-10


8/19

Step two : 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 pendaaan (Financing, SHL, Equity Call) yang

selanjutnya akan digunakan untuk:

Lean Startup projects, Pemenuhan kebutuhan Capex/Opex, dan

Penyelesaian pinjaman perusahaan.


9/19

Step three : Identifying the AUDIENCE

Initial assessment terhadap DiCo Portal menunjukkan bahwa secara produk (EYEBALLS) maupun

harga (PRICE), DiCo Portal sudah cukup bagus. Tantangan terletak pada proses SELLING.

SELLING

TODAY

FUTURE

EYEBALLS AT COMPETITIVE PRICE

LOW OK NOW COMPETITIVE

Focus on

Selling

More

Eyeballs

Max 35% discount vs

50% discount


10/19

DiCo Portal Business Growth Opportunities

METRICS INITIATIVE IMPACT PRIORITIES

PV

Paid traffic generation Wasted investment, no direct impacton revenue potential

Organically growPVOrganictraffic generation

Non-immediate impact, butSustainable, long-termgrowth.

$ / Monetization

Improve perception as addestination

Direct & immediate impact on $

Growteam& invest more inad sales

Impact on $, but early research revealsperception as a problem

Ops Improve sales effectiveness

per sales person

More efficient revenue machine

2014

2013


11/19

Step four: developing STRATEGYDiCosBusiness Model Lean Canvas


12/19

1. Improve brand perception DiCo Portal

1. Hold trade marketing events

2. Stronger existence in advertising industries

3. Brand activation and engagement to broader users

2. Build a strong sales force

1. Hire senior sales lead

2. Increase sales teams competence & knowledge

3. Develop business networking with high level agencies and brands

3. Increase UV by integrating Group and Microsoft Online Properties

1. Assign DiCo Portal as a single online traffic aggregator across all Groups online properties

2. Integrate traffic from captive portals of Groups network and distribution

3. Develop single sign-on across Group online services

Step five : the action plan ( TACTICS )

Program Utama DiCo 2014


13/19

Step six : the calender/schedulle (TIMING)

ACTIVITIES2014 2015

Improve brand perception DiCo Portal

Hold trade marketing events X X X X

Stronger existence in advertising industries X X

Brand activation and engagement to broader users X X X

Build a strong sales force

Hire senior sales lead X

Increase sales teams competence & knowledge X X Develop business networking with high level agencies and

brands X

Increase UV by integrating Group and Microsoft Online

Properties Assign DiCo Portal as a single online traffic aggregator

across all Groups online properties X Integrate traffic from captive portals of Groups network

and distribution X

Develop single sign-on across Group online services X


14/19

Step seven : Budget (COSTS)

Rencana Kebutuhan Pendanaan

No Deskripsi Jumlah (Milyar)

1

2

3

DiCo Portal lean startup projects

Pemenuhan kebutuhan Capex dan Opex

Penyelesaian pinjaman DiCo- Pembayaran pokok pinjaman sd Des: 30,0

- Pembayaran bunga pinjaman sd Dss: 3,0

10,5

16,5

33,0

Total kebutuhan Equity Call 60.0


15/19

Financial Projection 2014 - 2017

PL

2013 2014 2015 2016 2017 2018

Revenue (Nett) 12.723 15.308 24.770 40.424 66.511 110.406

Portal 9.679 10.388 16.938 27.849 46.168 77.164

Services + VAS 3.044 4.920 7.832 12.575 20.342 33.242

Operating Expenses 17.307 23.867 17.169 20.734 24.398 26.934

Portal 14.329 19.936 12.055 14.367 16.697 18.548

Services + VAS 2.978 3.931 5.114 6.367 7.701 8.386

Operating Inc(Loss) (4.584) ( 8.559) 7.600 19.690 42.112 83.472

Portal (4.650) (9,549) 4.883 13.482 29.471 58.616

Services + VAS 66 990 2.717 6.208 12.641 24.856

Other Inc (Expenses) (4.108) (660) (720) (864) (950) (1.093)

Income Before Tax (8.692) (9.219) 6.880 18.826 41.162 82.379

EBITDA (6.805) (7.312) 10.757 24.796 49.148 91.045


16/19

Financial Projection 2014 - 2017

Cash FLow

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.

Jika dilakukan Debt to Equity Swap atas SHL+ bunga, maka cash netto yang dibutuhkan oleh DiCo

adalah Rp 26,5M.

Description 2013 2014 2015 2016 2017 2018

Cash Flow from Operation (6.805) (9.716) 2.929 11.752 27.201 71.248

Cash Flow From Investing (500) (14.550) (7.955) (8.376) (9.063) (10.270)

Cash Flow From Financing 10.000 27.000 10.000 5.000 (10.000) (50.000)

Equity Call - 60.000 - - - -

Receiving (Payement) ofSHL 10.000 (33.000) - - - -

Dividend Payment - - - - (10.000) (50.000)Bank Loan - - 10.000 5.000 - -

Net Cash Flow 2.695 2.734 4.974 8.377 8.137 10.979

Cash - Beginning 3.167 5.862 8.596 13.570 21.947 30.084

Cash - Ending 5.862 8.596 13.570 21.947 30.084 41.063

Asumsi:

1. Time to collect periode: 6 bulan

2. Tahun 2015 DiCo sudah Bankable sehingga sudah bisa memperoleh Bank Loan


17/19

Revenue Plan 2014 & Lean Start Up Project Cost

Schedule Q1 Q2 Q3 Q4 Total

ThemesSemester 1: Grow Team +

Invest more in Ad Sales Team

Semester 2: Improve sales

effectiveness per Sales Person

Target Sales (

000)

IDR

2,000,000

IDR 7,000,000 IDR 12,000,000 IDR 14,000,000

IDR

35,000,00

0

Target Ad Sales per People / quarter IDR 1,000,000 IDR 2,333,333 IDR 3,000,000 IDR 3,500,000 IDR 2,187,500

No of Sales Person / quarter

2

3

4

4

4

Estimated Cost Additional Senior Sales People /

quarter (

000,000)

IDR 180 IDR 270 IDR 360 IDR 360 IDR 1,170

Estimate Cost of Events / quarter (

000,000) IDR 300 IDR 450 IDR 600 IDR 600 IDR 1,950

Other Experiment Tools / Support (

000,000)

IDR 200

IDR 300

IDR 300

IDR 400

IDR 1,200

Lean Start Up Team 10 15 15 20

Cost for Lean Start Up Team (

000,000) IDR 450 IDR 675 IDR 675 IDR 900 IDR 2,700

Coaching / Training / Consulting to build Lean

Startup Capabilities (

000,000)IDR 1,000

IDR 1,000

IDR 750

IDR 750

IDR 3,500

Quarterly Cost (

000,000) IDR 2,130 IDR 2,695 IDR 2,685 IDR 3,010 IDR 10,520


18/19

Step eight : EVALUATION the success


19/19

Thanks

Documents

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