Leverage Core Competence for

STRONG AND HEALTHY Performance

Honda Sales Operation

Operation Division Guidance
Jakarta, 01 November 2012

 Operation Performance 2012

 Progress initiatives 2012
 Strategic Issue & Business Challange
 Operation 2013
 Strategy Innitiatives 2013

“Fight for becoming The True Champion”

OPERATION PERFORMANCE 2012

STRATEGIC INNITIATIVES PROGRESS 2012

BUSINESS CHALLENGE OF HSO

OPERATION 2013

STRATEGIC INNITIATIVES 2013

 HSO STRATEGY AND PERFORMANCE RESULT

2012 (Est)
True Champion
WS : 1.251.000
2011 SSU : 1.250.000
2008
Winning The M/S : 58.5 %
Efficient NPBT : 500 M
Process Battlefield
2010 WS : 1.207.193
WS : 888.608
SSU : 875.842
Strengthen SSU : 1.200.016
2009 Foundation M/S : 50.5 %
M/S : 46.2 % Leverage
NPBT : 432.5 M WS : 957.403 NPBT : 406,5 M
Competencies
SSU : 987.172
WS : 812.645 M/S : 45.9 %
SSU : 797.239 NPBT : 325,4 M
M/S : 44.3% %
NPBT : 304,2 M
 HSO Operation Performance YTD Sept 2012

NPBT Financial
% CONTR TO AHM 140% DISTRIBUSI Customer
Internal Process
% TO FIF (MARKET 120%
SPAREPART REVENUE
SHARE) Learning And Growth
100% Integrated Value Chain
TIME ALLOCATION TO
IDENTIFY AND COACH 80% DIRECT SALES REVENUE
TALENT
60%

40%
% PLATINUM D DIRECT SALES CONTR

20%

0%
% STAR D MARKET SHARE

AUDIT INDEX REGION CSL H123

%AR PART SPR

target FY

SERVICE RATE
%AR DIRECT
SPAREPART ACH YTD
SPAREPART INVENT. D MARKET STOCK D.
 CURRENT PERFORMANCE H1

NO KPI TARGET YTD ACTUAL YTD TARGET FY 2012

1 DISTRIBUSI 918.259 939.790 1.186.000

2 MARKET SHARE 53,3% 57,7% 53,7%

3 CSL H1 3,99 4,08 3,99

4 % PROGRAM CLAIM PAID 100,00% 99,61% 100,00%

5 MARKET STOCK DAYS 23 26 23

6 % PROPOSAL BY SMS 100% 100% 100%

7 CHANNEL MAPPING (H1 DAN TURUNANNYA)

% Star Dealer 40% 35% 40%

% Platinum 25% 13% 25%

8 % TO FIF (CREDIT SHARE) 36,1% 29,0% 36,1%

9 % CONTR TO AHM 30,0% 30,2% 30,0%

WINNER
of the competition BETTER MAIN DEALER

BETTER BRAND COMPETITION

 CURRENT PERFORMANCE H2

YTD 2012 FULL YEAR 2012

NO KPI
TARGET ACTUAL TARGET
1 Number of AHASS 1179 1157 1181
2 Total service Revenue (IDR Bio) 471,45 520,74 630,40
Total Service Revenue fr Direct
3 31,09 33,08 42,35
Outlet
4 SCR 78 % 82% 78 %
5 SPR 51 % 57 % 51 %
6 CSL 3,99 3,98 3,99
7 Number of Safety Riding Training 364 x 426 x 431 x
8 AHASS mapping
Number of AHASS star 39% 50% 39% ACHIEVER
Number of AHASS deadwood 5% 4% 5% of the target
9 Number of Mechanic Trained 93,4% 95% 93,4%
 CURRENT PERFORMANCE H3

KPI TARGET YTD ACTUAL YTD TARGET FY 2012

SALES OUT (IDR Bio) 772,4 789,4 1.030,2

SALES IN (IDR Bio) 708,0 782,7 935,1

% GP MARGIN (before) 8%

AR PERFORMANCE (exc. 1-5

3% 4,3% 3%
overdue days)

SERVICE RATE 95% 83,3% 95%

INVENTORY STOCK LEVEL 1,5 1,5 1,5

CSL 3,99 4,10 3,99

ELABORATOR
of the details management
 CURRENT PERFORMANCE RETAIL

KPI Target YTD Actual YTD Target FY 2012

1 Unit Direct Sales 241.962 215.372 313.083

2 Direct Sales NPBT IDR 33,6 B IDR 45,3 B IDR 55,9 B
3 Service & Parts Revenue IDR 29,1 B IDR 29,4 B IDR 41,1 B
4 Direct Sales Cont 25,5% 23,9% 26,3%
5 % Credit Portion FIF 50,3% 36,9% 50,2%
6 Contr to MD 25,5% 23,9% 26,3%
7 D CSL 3,99 3,99
8 Stock Days 24 29 24
9 % Stock Aging Direct Outlet 3% 32% 3%
10 # of negative outlet 30 35 17
11 % Deadwood Outlet 0% 0% 0%

FIGHTER
of the field
 HSO Semarang Performance YTD Sept 2012

NPBT Financial
% CONTR TO AHM 140% DISTRIBUSI Customer
Internal Process
% TO FIF (MARKET 120%
SPAREPART REVENUE
SHARE) Learning And Growth
100% Integrated Value Chain
TIME ALLOCATION TO
IDENTIFY AND COACH 80% DIRECT SALES REVENUE
TALENT
60%

40%
% PLATINUM D DIRECT SALES CONTR

20%

0%
% STAR D MARKET SHARE

AUDIT INDEX REGION CSL H123

%AR PART SPR

target FY

SERVICE RATE
%AR DIRECT
SPAREPART ACH YTD
SPAREPART INVENT. D MARKET STOCK D.
 HSO Yogyakarta Performance YTD Sept 2012

NPBT Financial
% CONTR TO AHM 140% DISTRIBUSI Customer
Internal Process
% TO FIF (MARKET 120%
SPAREPART REVENUE
SHARE) Learning And Growth
100% Integrated Value Chain
TIME ALLOCATION TO
IDENTIFY AND COACH 80% DIRECT SALES REVENUE
TALENT
60%

40%
% PLATINUM D DIRECT SALES CONTR

20%

0%
% STAR D MARKET SHARE

AUDIT INDEX REGION CSL H123

%AR PART SPR

target FY

SERVICE RATE
%AR DIRECT
SPAREPART ACH YTD
SPAREPART INVENT. D MARKET STOCK D.
 HSO Mataram Performance YTD Sept 2012

NPBT Financial
% CONTR TO AHM 140% DISTRIBUSI Customer
Internal Process
% TO FIF (MARKET 120%
SPAREPART REVENUE
SHARE) Learning And Growth
100% Integrated Value Chain
TIME ALLOCATION TO
IDENTIFY AND COACH 80% DIRECT SALES REVENUE
TALENT
60%

40%
% PLATINUM D DIRECT SALES CONTR

20%

0%
% STAR D MARKET SHARE

AUDIT INDEX REGION CSL H123

%AR PART SPR

target FY

SERVICE RATE
%AR DIRECT
SPAREPART ACH YTD
SPAREPART INVENT. D MARKET STOCK D.
 HSO Denpasar Performance YTD Sept 2012

NPBT Financial
% CONTR TO AHM 140% DISTRIBUSI Customer
Internal Process
% TO FIF (MARKET 120%
SPAREPART REVENUE
SHARE) Learning And Growth
100% Integrated Value Chain
TIME ALLOCATION TO
IDENTIFY AND COACH 80% DIRECT SALES REVENUE
TALENT
60%

40%
% PLATINUM D DIRECT SALES CONTR

20%

0%
% STAR D MARKET SHARE

AUDIT INDEX REGION CSL H123

%AR PART SPR

target FY

SERVICE RATE
%AR DIRECT
SPAREPART ACH YTD
SPAREPART INVENT. D MARKET STOCK D.
 HSO Palembang Performance YTD Sept 2012

NPBT Financial
% CONTR TO AHM 140% DISTRIBUSI Customer
Internal Process
% TO FIF (MARKET 120%
SPAREPART REVENUE
SHARE) Learning And Growth
100% Integrated Value Chain
TIME ALLOCATION TO
IDENTIFY AND COACH 80% DIRECT SALES REVENUE
TALENT
60%

40%
% PLATINUM D DIRECT SALES CONTR

20%

0%
% STAR D MARKET SHARE

AUDIT INDEX REGION CSL H123

%AR PART SPR

target FY

SERVICE RATE
%AR DIRECT
SPAREPART ACH YTD
SPAREPART INVENT. D MARKET STOCK D.
 HSO Bengkulu Performance YTD Sept 2012

NPBT Financial
% CONTR TO AHM 140% DISTRIBUSI Customer
Internal Process
% TO FIF (MARKET 120%
SPAREPART REVENUE
SHARE) Learning And Growth
100% Integrated Value Chain
TIME ALLOCATION TO
IDENTIFY AND COACH 80% DIRECT SALES REVENUE
TALENT
60%

40%
% PLATINUM D DIRECT SALES CONTR

20%

0%
% STAR D MARKET SHARE

AUDIT INDEX REGION CSL H123

%AR PART SPR

target FY

SERVICE RATE
%AR DIRECT
SPAREPART ACH YTD
SPAREPART INVENT. D MARKET STOCK D.
 HSO Balikpapan Performance YTD Sept 2012

NPBT Financial
% CONTR TO AHM 140% DISTRIBUSI Customer
Internal Process
% TO FIF (MARKET 120%
SPAREPART REVENUE
SHARE) Learning And Growth
100% Integrated Value Chain
TIME ALLOCATION TO
IDENTIFY AND COACH 80% DIRECT SALES REVENUE
TALENT
60%

40%
% PLATINUM D DIRECT SALES CONTR

20%

0%
% STAR D MARKET SHARE

AUDIT INDEX REGION CSL H123

%AR PART SPR

target FY

SERVICE RATE
%AR DIRECT
SPAREPART ACH YTD
SPAREPART INVENT. D MARKET STOCK D.
 HSO Pontianak Performance YTD Sept 2012

NPBT Financial
% CONTR TO AHM 140% DISTRIBUSI Customer
Internal Process
% TO FIF (MARKET 120%
SPAREPART REVENUE Learning And Growth
SHARE)
100% Integrated Value Chain
TIME ALLOCATION TO
IDENTIFY AND COACH 80% DIRECT SALES REVENUE
TALENT
60%

40%
% PLATINUM D DIRECT SALES CONTR

20%

0%
% STAR D MARKET SHARE

AUDIT INDEX REGION CSL H123

%AR PART SPR

target FY

SERVICE RATE
%AR DIRECT
SPAREPART ACH YTD
SPAREPART INVENT. D MARKET STOCK D.
 HSO Makassar Performance YTD Sept 2012

NPBT Financial
% CONTR TO AHM 140% DISTRIBUSI Customer
Internal Process
% TO FIF (MARKET 120%
SPAREPART REVENUE
SHARE) Learning And Growth
100% Integrated Value Chain
TIME ALLOCATION TO
IDENTIFY AND COACH 80% DIRECT SALES REVENUE
TALENT
60%

40%
% PLATINUM D DIRECT SALES CONTR

20%

0%
% STAR D MARKET SHARE

AUDIT INDEX REGION CSL H123

%AR PART SPR

target FY

SERVICE RATE
%AR DIRECT
SPAREPART ACH YTD
SPAREPART INVENT. D MARKET STOCK D.
 HSO Papua Performance YTD Sept 2012

NPBT Financial
% CONTR TO AHM 140% DISTRIBUSI Customer
Internal Process
% TO FIF (MARKET 120%
SPAREPART REVENUE
SHARE) Learning And Growth
100% Integrated Value Chain
TIME ALLOCATION TO
IDENTIFY AND COACH 80% DIRECT SALES REVENUE
TALENT
60%

40%
% PLATINUM D DIRECT SALES CONTR

20%

0%
% STAR D MARKET SHARE

AUDIT INDEX REGION CSL H123

%AR PART SPR

target FY

SERVICE RATE
%AR DIRECT
SPAREPART ACH YTD
SPAREPART INVENT. D MARKET STOCK D.
 HSO JHC Performance YTD Sept 2012

NPBT Financial
140% Customer
% CONTR TO AHM GC SALES
Internal Process
120%
Learning And Growth
% TO FIF (MARKET SHARE) 100% RETAIL SALES Integrated Value Chain

80%

60%
TIME ALLOCATION TO IDENTIFY AND
SPAREPART REVENUE
COACH TALENT 40%

20%

0%

AUDIT INDEX REGION SERVICE REVENUE

%AR PART CONT. TO MD JKT

%AR DIRECT CSL H123

SPAREPART INVENT. D STOCK D.

 HSO Operation Performance YTD Sept 2012

NPBT Financial
% CONTR TO AHM 140% DISTRIBUSI Customer
Internal Process
% TO FIF (MARKET 120%
SPAREPART REVENUE
SHARE) Learning And Growth
100% Integrated Value Chain
TIME ALLOCATION TO
IDENTIFY AND COACH 80% DIRECT SALES REVENUE
TALENT
60%

40%
% PLATINUM D DIRECT SALES CONTR

20%

0%
% STAR D MARKET SHARE

AUDIT INDEX REGION CSL H123

%AR PART SPR

target FY

SERVICE RATE
%AR DIRECT
SPAREPART ACH YTD
SPAREPART INVENT. D MARKET STOCK D.
 Areas Market Share Result YTD Sept 2012
HSO
-8.3%
Market : 1,554,390 Balikpapan
Honda : 896,281 12.1% Market : 35,837 5.7%
M/S : 57.7% Honda : 17,278 7.5% South Sulawesi
Market : 172,020 -27.4%
M/S : 48.2%
W. Kalimantan Honda : 75,233 -12.5%
Market : 147,808 -17.7% M/S : 43.7%
Honda : 67,176 -16.7% Papua
M/S : 45.4% Market : 37,925 -5.3%
Honda: 17,736 -0.7%
M/S : 46.8%

Bengkulu
-22.7%
Market : 47,083
Honda : 22,454 -20.7%
Yogya
M/S : 47.7% -0.6%
Market : 221,430
Honda : 143,206 21.1%
S. Sumatra
Market : 183,889 -29.4% M/S : 64.7%
Honda : 89,995 -19.9%
C. Java
M/S : 48.9% 9.3% NTB
Market : 488,805 Bali -8.9%
17% Market : 65,727
Honda : 306,253 27.5% Market : 153,866 9.6%
Honda : 43,114 5.9%
M/S : 62.7% Honda : 113,836 29.8%
M/S : 65.6%
M/S : 74%
Total Market HSO Area by Region

2009
47% 17% 11% 8% 17% 1.690.306
Java Looking at Total
2010 46% 15% 15% 9% Bali+NT Market Contribution,
16% 2.040.057
Java area still hold
Sumatra
dominant
2011 40% 13% 18% 13% 16% 2.227.771 Kalimantan contribution toward
Sul+Pap HSO portfolio
46% 14% 15% 12% 14%
business (46%).
2012 1.554.390
9M
 CONTRIBUTION BY REGION
Source : Police registration data YTD Aug 2012
Level A : MS >=50%
Level B : MS >= 40% & MS < 50%
Level C : MS < 40%
Market Growth 11-12 (Ytd Aug 12)

Average Growth HSO 2011 : 117%

Average Growth HSO 2012: 92.4%

Level C Level B Level A

Market Share Honda
OPERATION PERFORMANCE 2012

STRATEGIC INNITIATIVES PROGRESS 2012

BUSINESS CHALLENGE OF HSO

OPERATION 2013

STRATEGIC INNITIATIVES 2013

 STRATEGY INITIATIVES 2012 PROGRESS ( YTD Sept 2012 )

H1 H2
•Number of AHASS •1161
•Win 10 Area
Territory •Winning Area Strong and •Coverage •SCR 82%
•Win 90 district from 108
Marketing •Winning Districy targeted win district Massive AHASS •Quality of channeL •SPR 57%
network •Integrated channel planning and •xxx Outlet Extend
Strategy •Winning Category •Win 83,3% category (AT mid
development framework (H1,2,3) H1 to H123
lose)
93% Outlet Extend
•Territory Dashboard 65% H2 to H23
Demand Supply Construction •Contr Parts through AHASS to •44,7%
Create New
Management •Demand Supply Management spareparts MD revenue
integrated to Portal HSO, Generating Income
•Service Revenue fr Direct Outlet •IDR 33,1 B
Development construction of
ADMS •Mechanic Quality
Develop Winning •Quality (% Star Dlr) Improve Productivity (unit/person/day) •7,2
Dealer •Quantity
•36%
Operational % untrained 5% untrained
•574 MANTAP
•Sustainability (Contr Group Excellence&Cust.
Dealer) •52% Revenue AHASS
•xxx Outlet Extend
Satisfaction •IDR 520,7B
•CSL
•Integrated channel
planning and development
framework (H1,2,3)
H1 to H123 2012 •3,98

•SSU 1.250.000 Unit

•WS 1.251.000 Unit
H3 •M/S 58,5%
• Parts Rev 1,1T idr
Retail
• Retail Contr 25%
•Service Rate •83,3% • NPBT 500 idr Bio
Excellent Service •Unit Sales •215.372
•Penetration Rate •30,3%
to strengthening •New outlet •6 Outlet live, 9 Outlet
Honda Brand Becoming Top •Service and brand Extend to H123
Performing of 2W awareness 80% UVP Conceptualized
retailer •SO Mapping based on and Socialized
•Sales Out performance •30,7% (Kuadran 1-3)
Optimum •IDR 789,4 B
•GP Margin (after dealer •SO Grading 69,2% (Kuadran 4-9)
Profitability insentive and campaign)
•3,38%
•%AR direct (exc GC dan •100% Conceptualized
instansi pemerintah) •2%
•Contr Parts through
Integrated with AHASS to spareparts MD Retailer of Choice
•44,7%
after sales service revenue and School of •Contribution to MD •23,9 %
•Extend AHASS network Management (by SSU)
in term of coverage and
quality
 HSO REVENUE

2,366.2
ACT YTD Sept 2012
514.4 6,555.1
4.0

2011
FY 2012 9,282.0
9,327.5

3,478.4
3,559.2
749.6 17.0 666.7
4.3

6,642.5
7,543.3
2010 2009
2,744.4 2,122.1
13.8 589.8 11.8 497.3
H1 H2 H3 RETAIL
OPERATION PERFORMANCE 2012

STRATEGIC INNITIATIVES PROGRESS 2012

BUSINESS CHALLENGE OF HSO

OPERATION 2013

STRATEGIC INNITIATIVES 2013

 Kinerja Ekonomi Makro Indonesia
BREAKING NEWS !! INDONESIA MASIH TUMBUH DI ATAS 6% -
Don’t take this for granted, ini semua dicapai melalui usaha
Grafik Pertumbuhan PDB

Indikator Makro lainnya : inflasi terkendali, pasar saham meningkat pesat,

grade investasi dicapai. Tingkat pengangguran dan kemiskinan terus menurun.

29
 Trend Sosial Memperkuat Kinerja Ekonomi
• KOMPOSISI DEMOGRAFI MENDUKUNG PRODUKTIVITAS :
– Indonesia adalah negara yang didominasi penduduk muda, usia
produktif masuk ke pasar kerja (deviden demografi)
– Diperkuat dengan percepatan/peningkatan yang pesat partisipasi
sekolah, terutama tingkat sekunder dan tersier.

• URBANISASI TUMBUH PESAT

– Sensus Penduduk 2010 : penduduk urban mencapai lebih dari 50%,
dan hampir semua pertumbuhan penduduk adalah urban.
– Indonesia salah satu negara dengan urbanisasi paling pesat di Asia –
Urbanisasi yang cepat terkait erat dengan pertumbuhan yang pesat.

• JUMLAH PENDUDUK MENENGAH TERUS MENINGKAT :

– Pada tahun 2010 mencapai sekitar 134 juta orang atau 56%
– Peningkatan PDB/Kapita pada kisaran 3,000 -5,000 USD/Kapita/tahun
 permintaan konsumsi bergeser dari kebutuhan dasar ke durable
seperti (makanan ke TVs, AC dsb) akan memicu industri dekat ke
pasarnya serta jasa jasa terkait lainnya, juga travel/leisure.
30
 Sumber Pertumbuhan Ekonomi Sisi Pengeluaran :
kontribusi terbesar konsumsi masyarakat dan investasi

2.34 Net Ekspor

2.11
Pembentukan Modal Tetap Bruto
Konsumsi Pemerintah
2.66 2.78 Konsumsi Rumah Tangga

2011 2012 (Q1)

Pertumbuhan (%)
URAIAN 2012
2010 2011
(Q1)
Konsumsi Rumah Tangga 4,7 4,7 4,9
Pengeluaran Pemerintah 0,3 3,2 5,9
Pembentukan Modal Tetap Bruto 8,5 8,8 9,9
Ekspor Barang dan Jasa 15,3 13,6 7,8
Impor Barang dan Jasa 17,3 13,3 8,2
Sumber: BPS 31
 PDB Indonesia di dominasi Konsumsi RT,
China didominasi Investasi
Komposisi PDB China 2010 (%)

Sumbe : Wall Street Journal

Konsumsi RT di Indonesia 56%, di China 35%. Artinya investor di Indonesia fokus
kepada perusahaan yang memenuhi permintaan RT, sedangkan di China fokus
terhadap perusahaan yang membangun infrastruktur.
32
 Proyeksi Pertumbuhan Indonesia 2013

Sumber: Bank Dunia, 2012

Proyeksi Pertumbuhan Indonesia 2013 Versi ADB

 Proyeksi Pertumbuhan Ekonomi Indonesia 2012 – 2014
2012 melemah, 2013 lebih baik kecuali ekonomi global
ambruk
Lembaga 2012 2013 2014
Pemerintah
- RPJM Nasional 6,4 – 6,9 6,7 – 7,4 7,0 – 7,7
- APBN/RAPBN 6,5 6,8 - 7,2 -
- MP3EI 6,5 – 7,0 7,0 – 8,0 7,0 – 8,0
WB – June 2012
- Optimis 6,0 6,4 -
- Skenario 2009 5,8 4,7 -
- Terburuk 5,7 3,8 -
IMF – April 2012 6,1 6,6 -
ADB – April 2012 6,4 6,7 -

Catatan : Skenario WB optimis (gejolak finansial dunia berlanjut, pertumbuhan melambat,

Harga komoditi melemah); skenario 2009 (negara maju semakin lambat, BRICS soft landing,
Harga komoditi semakin turun; terburuk (negera maju semakin lambat, BRICS hard landing) 34
Indonesia dan Peranan Kelas Menengah
 Sasaran Produksi Sektor Perkebunan 2010-2014

Sumber: Renstra Perkebunanan, 2009

Perekonomian Daerah Semakin Solit Proyeksi Pertumbuhan Ekonomi Daerah 2012

Sumber: Brojo, 2011

Lanjutan: Jumlah Penduduk dan Pendapatan Per Kapita Berdasarkan Pulau

Sumber: Yustika, 2011

 GDP Shift from 2011 to 2015

 Economic level of Sumatra and Java area will improve to middle economic level in 2015
 The government policy to accelerate area development in East of Indonesia will raise the GDP in the area
Per Capita Gross Regional Domestic Product 2011
Aceh
GDP Indonesia $USD 3.504
North Sumatra
North North Maluku
Sulawesi
Riau Island Gorontalo
East Kalimantan
Riau West Kalimantan Central West Papua
Sulawesi <1.000
West Bangka- Central
Jambi West 1.000-2.000
Sumatra Belitung Kalimantan Sulawesi
South South East
Sumatera Sulawesi 2.000-4.000
Maluku
Bengkulu South
Kalimantan 4.000-6.000
Jakarta Papua
Lampung Central Jawa South Sulawesi
>6.000
Banten Weat Nusa East Nusa Tenggara
East Jawa Bali Tenggara
West Jawa in USD
Yogyakarta
Source : www.bps.go.id

Aceh Per Capita Gross Regional Domestic Product 2015 [Estimation]

North Sumatra Assumption GDP Indonesia $US 5.000
North North Maluku
Sulawesi
Riau Island Gorontalo
East Kalimantan
Riau West Kalimantan Central West Papua
Sulawesi <1.000
West Bangka- Central
Jambi West 1.000-2.000
Sumatra Belitung Kalimantan Sulawesi
South South East
Sumatera Sulawesi 2.000-4.000
Maluku
Bengkulu South
Kalimantan 4.000-6.000
Jakarta Papua
Lampung Central Jawa South Sulawesi
>6.000
Banten East Nusa Tenggara
East Jawa Bali
West Jawa in USD
Yogyakarta
Source : www.bps.go.id Weat Nusa
Tenggara
 Indonesia Density based on GDP/person (Est)

GDP/Person ($ USD) 2015-2020

Indonesia Indonesia
2015 Zone 2020 Zone
Jakarta
East Kalimantan

Riau, Bangka Belitung

MC Ratio Ownership

In 2020, many areas in

Indonesia potentially will
Saturated Zone
Predicted
Indonesia reach Saturation level
2010 Zone If 1 Area Enter this zone
[Density < 2.5 or GDP/
Person $ 4,500],
predicted MC Market
become saturated

 In 2015, only 4 area will reach saturated GDP Zone $ 4500

GDP/Person [ Riau & Bangka Belitung, Jakarta, East
Kalimantan, Papua]
 Based on Motorcycle ownership ratio, there are 3 Area
Maluku area : low income
and small population  with high density [Riau, Bangka Belitung, Jakarta, East
small contribution for m/c Kalimantan]
market
 So Riau & Bangka Belitung, Jakarta, East Kalimantan will
grow slower in 2015

40
based on Police registration data, BPS Data
 2012
Commodity Price Sensitivity of Java non Java Disparity
National GDP & GDP per Capita
8000 GDP (IDR Trio) GDP per Capita (IDR Million) 70
Operating in a performed
7000 7,427 60
• market
National GDP per capita which is growing
gradually indicates growth of national
6000 6,436 50 middle class segment
5000 5,606
4,949 30.8
40 • Reflecting our varied regional view, most of
4000 27.1
3,951 23.9 30 our operation areas are favorable.
3000 21.4
17.4
20 • Central Java, DIY & Bali remained HSO
2000
strongest market supported by well-
1000 10
performed agriculture, domestic industry &
0 0 tourisms
2007 2008 2009 2010 2011

Regional Economy Growth Q1 2012 YoY Regional Economy by Industry Sector

19% 19% 22% 25% 25%

Agriculture
10% 6% Mining
15%
33% 18% 15% Manufacturing
18% Gas, Water & Electricity
32% 10% 6%
Property
18% Hotels & Restaurant
23%
21% 17%
11% Transport & Comm
10%
7% 8% 7% Financial services
8%
14% Services
10% 9% 10% 11%

Source: Indonesia Statistics Institution (BPS) Central Bali Sumatera West South
Indonesia Central Bank (BI)
Java Kalimantan Sulawesi
 MARKET AND HSO TREND YTD AGS’12
Total Market HSO Area by Region
CONCLUSION
2009 47% 17% 11% 8% 17% 1.690.306
Java •Java, Bali+NT market pattern
decresing from 2009 to 2011, then
2010 46% 15% 15% 9% 16% 2.040.057 Bali+NT up in 2012 and vice versa for
Sumatra Sumatra, Kalimantan; while Sul+Pap
market keep decreasing from 2009
2011 40% 13% 18% 13% 16% Kalimantan to 2012.
2.227.771
Sul+Pap •Shifting market composition tren in
2012 45% 14% 15% 12% 14% all HSO, cub decreasing, AT
1.363.691
8M increasing while Sport mostly the
CUB AT SPORT same.
• As for Honda sales in HSO Area, we
2009 focus on Cub and AT and following
2010 market tren, except for Kalimantan
Sul+Pap which Honda Cub contribution still
2011
2012 high which should be noticed more

2009
Kalimantan 2010 Market Composition Honda Composition
2011
2012 CUB 32% CUB 30%
AT 56% AT 66%
2009 SPORT 4%
2010 SPORT 12%
Sumatra
2011
2012

2009
2010
Bali + NT
2011
2012

2009
Java 2010
2011
2012
- 200,000 400,000 600,000 800,000 1,000,000
- 100,000 200,000 300,000 400,000 500,000 600,000
 Tema Pembangunan Koridor Ekonomi
Berdasarkan Keunggulan dan Potensi Strategis Wilayah

"Pusat Produksi dan ''Pusat Produksi dan Pengolahan Hasil

Pengolahan Hasil Pertanian, Perkebunan, Perikanan,
Tambang & Lumbung Migas dan Pertambangan Nasional''
Energi Nasional"
Koridor Sulawesi
Koridor Kalimantan

Koridor Papua –
Kep. Maluku
Koridor Sumatera

"Sentra Produksi “Pusat Pengembangan

dan Pengolahan Hasil Pangan, Perikanan, Energi
Bumi dan Lumbung dan Pertambangan
Energi Nasional" Nasional”

Koridor Bali - Nusa Tenggara

Koridor Jawa
''Pintu Gerbang
"Pendorong Industri Pariwisata dan Pendukung
dan Jasa Nasional" Pangan Nasional''

Slide 43
Koridor Ekonomi Jawa

Slide 44
 INDIKASI INVESTASI MP3EI 6 KORIDOR EKONOMI
(s/d 2014 Updated sampai dengan Mei 2012)

STATUS TERBARU
( 10 MEI 2012 )

TOTAL
NILAI INVESTASI = RP 4.934,8 T
JUMLAH PROYEK = 4.632 proyek

SEKTOR RIIL
PROSES Nilai Investasi = Rp 2.557,5 T
Updating dan Validasi Jumlah Proyek = 725 proyek
Sejak launching MP3EI Mei 2011
INFRASTRUKTUR
Nilai Investasi = Rp 2.372,9 T
Jumlah Proyek = 866 proyek
SDM – IPTEK
Nilai Investasi = Rp 4,4 T
Jumlah Proyek = 3041 proyek

45
 Rekapitulasi Nilai Investasi Sektor Riil
per pelaksana dan koridor
(s/d 2014 dalam triliun rupiah)

3,000

2,557
2,500
Sumatera
555
Jawa
2,000 1,031
304 Kalimantan
Sulawesi
1,500 52 Bali - NT
904
1,000
1,199 Papua - Kep. Maluku
215
500 130
449
1 275
0
APBN BUMN Swasta Campuran Belum Total Label
Tervalidasi

46
 Rekapitulasi Nilai Investasi Sektor Infrastruktur per pelaksana dan
koridor
(2011 -2025 dalam triliun rupiah)
Jumlah Proyek Infrastruktur Nilai Investasi Proyek Infrastruktur
(Perpres + Usulan Baru) (Perpres + Usulan Baru)
1,400 2,452
1,249 2,500
89
1,200 54
82
299 565 712
2,000
1,000 255

800 218
1,500
736
389 148
600 1,091
272 1,000
400
658
200 469 157 188
500
155 237
0 404 93
APBN BUMN Swasta Campuran Belum Total 0 132
ditentukan APBN BUMN Swasta Campuran Belum Total
Sumatera Sulawesi ditentukan
Jawa Bali - NT
47
Kalimantan Papua - Kep. Maluku
 TOTAL INVESTASI INFRASTRUKTUR
PEMBIAYAAN OLEH SWASTA 2011-2025 (1 JULI 2012)

Nilai Investasi: Rp. 736 T Total : 255 proyek

Bandara
73
736 Air
27 4 8 Energi
39
25 ICT
55 Jalan
47 Kereta
38 3 Logistik
38
479 1 Pelabuhan

46 26
7 2
42
35 17
15 20
163 1 1
7 2
3 2 1 1 2 1 1
Sumatera Jawa Kalimantan Sulawesi Bali - Papua - Label
NT Kep. Sumatera Jawa Kalimantan Sulawesi Bali - NT Papua -
Maluku Kep.
Maluku
48
 TOTAL INVESTASI INFRASTRUKTUR
PEMBIYAAN OLEH BUMN 2011-2025 (1 JULI 2012)

Total Investasi: Rp. 663 T Total : 389 proyek

Bandara
Energi
663 101
ICT
34 6
22 Jalan
37
Kereta
53
Logistik
67 67
Pelabuhan
4 3
55 51
85 4 49
367 2
49 57
41 43 45

150 1 3 3
4 1 1 3 2
6 6 6 5 3 1 2 4
Sumatera Jawa Kalimantan Sulawesi Bali - NT Papua - Total Sumatera Jawa Kalimantan Sulawesi Bali - NT Papua -
Kep. Kep.
Maluku Maluku49
Investasi dalam Berita
(Februari-Juli 2012, dalam Milyar Rupiah)

50
 Konektivitas Nasional
Locally Integrated, Globally Connected

51
 Isu-isu Urbanisasi
• Salah satu yang tertinggi di Asia (2010 : 53%). Urbanisasi akan berlanjut
(2025 : 65%):
– Kondisi demografi,
– Pertumbuhan penduduk dan
– Industrialisasi akibat MP3EI, dan
– Pemekaran akibat desentralisasi.
• Implikasi langsung : (1) pola migrasi naik; (2) perubahan pola konsumsi; (3)
perubahan struktur produksi.
• Konsekuensi :
• Struktur lapangan kerja berubah
• Konflik penggunaan lahan meningkat
• Kebutuhan infrastruktur yang masif meningkat,
• Dibutuhkan (1) insentif, (2) koordinasi yang efektif ditengah desentralisasi,
dan (3) sumber daya dan pembiayaan multi-years untuk membangun
sarana dan prasarana air, sanitasi, rekreasi, jalan dan transportasi publik
serta fasilitas perkotaan lainnya.  KEBUTUHAN INVESTASI SANGAT
BESAR
52
 Business Environment
Eksternal
• Government Regulation
- Down payment limitation for Syariah
- Mining export customs
- Fiducia
- PPATK
• Global Financial Crisis, lower commodity prices
• Increase gasoline price and TDL
• 2014 Presidential Election
• Saturation of motorcycle market
• Traffic jam, safety of motocycle rider, and pollution
issue
• Infrastucture problem
• Competition
Challenge
• Substitute product (ultra low cost car)
• Increase AT and sport segment composition
• High Turnover People (SF and MD People) and
• Difficulties in filling some vacant position especially
outside Java+Bali
• Various of product type and colour
• Different characteristic region to be managed
• Higher cash portion impacted to direct outlet NPBT
• IT System development to follow business growth
• Alignment line business
• Balance aggresive sales, profit, risk management and
sustainable growth
• Coordination of HO-Region
• Needs of qualified business leader and cadres
in facing 2013
• Indonesia’s GDP supported by large public
consumption
• Fast growing Middle Class Population
• Big Population, especially young and productive
age
• Netizen
• BI Forecast: Economic growth 2013 bigger than
2012.
• Urbanization Trend
Opportunity
• Integrated business development between H1, H2,
H3 and Retail
• Product availability: Value chain AHM, New
Products, Logistic Management
• Vary in line up products
• Optimalization of Potential Market
• Channel and Network development + management
• People management to accelerate knowledge and
skill
• Leverage Honda image by Customer Experience
• Enhance IT as business accelerator
• Strengthen value chain with principal and Fincoy
Internal
OPERATION PERFORMANCE 2012

STRATEGIC INNITIATIVES PROGRESS 2012

BUSINESS CHALLENGE OF HSO

OPERATION 2013

STRATEGIC INNITIATIVES 2013

 CAN WE BREAK NEW RECORD EVERY YEAR? WS : 1.370.000
SSU : 1.350.000
MS : 60%
NPBT : 600 M

2013
Leverage Core Competence for

STRONG AND HEALTHY

Performance
2012 (Est)
True Champion
WS : 1.250.000
2008 2011 SSU : 1.251.000
Efficient Process Winning The M/S : 58.5 %
Battlefield NPBT : 500 M
WS : 888.608
SSU : 875.842 2010 WS : 1.207.193
M/S : 46.2 % Strengthen SSU : 1.200.016
2009
NPBT : 432.5 M Foundation M/S : 50.5 %
Leverage
Competencies WS : 957.403
NPBT : 406,5 M H EALTHY
PROCESS
SSU : 987.172
WS : 812.645
SSU : 797.239
M/S : 45.9 %
NPBT : 325,4 M
S ERVICE
EXCELLENCE
M/S : 44.3% %
NPBT : 304,2 M
O UTSTANDING
PERFORMANCE
 HSO OVERVIEW AND OUTLOOK 2013

Honda Market Share

ACT ACT ACT ACT Target 2012 ACT 2012 ACT 2012 ACT 2012 ACT 2012
HVC Area 2008 2009 2010 2011 2012 Target YTD AUG Gap to Gap to Gap
Raker Oper. Target Raker Target Oper. to LY

Central Java 48.4% 45.4% 48.3% 56.4% 57.1% 64.2% 62.9% 5.8% -1.3% 6.5%
DI Yogyakarta 47.1% 47.0% 48.2% 55.2% 55.5% 66.1% 64.5% 9.0% -1.6% 9.3%
NTB 62.4% 53.5% 56.0% 58.1% 60.0% 64.2% 65.5% 5.5% 1.3% 7.4%
Bali 45.6% 48.9% 53.4% 64.4% 65.0% 72.9% 73.4% 8.4% 0.5% 9.0%
South Sumatera 47.0% 43.0% 39.6% 43.7% 50.0% 50.4% 48.5% -1.5% -1.9% 4.8%
Bengkulu 50.6% 48.1% 47.4% 47.0% 52.0% 48.7% 47.6% -4.4% -1.2% 0.5%
East Kalimantan 2 37.7% 38.3% 45.1% 47.0% 53.5% 48.3% 47.9% -5.6% -0.3% 0.9%
West Kalimantan 42.4% 41.4% 42.2% 45.6% 50.0% 48.2% 45.3% -4.7% -2.9% -0.2%
Makassar 36.0% 32.2% 35.5% 37.5% 45.0% 44.9% 43.4% -1.6% -1.4% 6.0%
Papua 68.0% 53.2% 49.9% 44.9% 54.0% 49.3% 46.6% -7.4% -2.7% 1.7%
ALL HSO 46.2% 44.3% 45.9% 50.5% 53.7% 59.0% 57.4% 3.7% -1.6% 6.9%
 HSO PORTOFOLIO COMPOSITION 2013

HSO ALL 2011 2012 2013 (1,350,000)

Segment Market Honda M/S H Market Honda M/S H Market Honda M/S H

TTL 2.975.559 1.657.975 55,7% 2.078.780 1.215.866 58,5% 2.168.889 1.302.001 60,0%

CUB 1.123.696 601.880 53,6% 627.026 342.914 54,7% 593.871 331.979 55,9%
AT 1.523.304 972.366 63,8% 1.197.137 824.801 68,9% 1.295.777 897.437 69,3%
SPORT 328.559 83.729 25,5% 254.618 48.151 18,9% 279.241 72.585 26,0%

CUB LOW END 522.265 252.497 48,3% 265.275 127.412 48,0% 233.708 113.683 48,6%
CUB MID END 275.545 105.790 38,4% 160.531 85.828 53,5% 146.989 79.242 53,9%
CUB HI END 325.886 243.593 74,7% 201.220 129.674 64,4% 213.174 139.054 65,2%
AT LOW 752.668 348.676 46,3% 636.476 386.714 60,8% 708.078 438.034 61,9%
AT MID 146.196 59.365 40,6% 122.808 33.466 27,3% 122.159 31.350 25,7%
AT HI 624.440 564.325 90,4% 437.853 404.621 92,4% 465.540 428.053 91,9%
SPORT LOW 6.908 2.056 29,8% 6.143 964 15,7% 9.903 2.863 28,9%
SPORT MID 286.164 67.831 23,7% 218.865 37.108 17,0% 238.188 57.760 24,2%
SPORT HI 35.487 13.842 39,0% 29.609 10.078 34,0% 31.150 11.962 38,4%

PORTOFOLIO Market 2013

Market 2011 Market 2012
13%
27%
11% 12%
38% 30% CUB
51% 60% AT
58%
SPORT
 PORTOFOLIO MIX APPLICATION

GE / McKinsey Matrix

High Protect Position Invest to Build Build Selectively

M/S. Unit, Potency

Medium Build Selectively Selectivity / Manage Limited Expansion

for Earning or Harvest

Low Build Selectively Manage for Earnings

High Medium Low

Profit
 HSO OVERVIEW AND OUTLOOK 2013
2012 FY 2013 B GROWTH
MARKET All 7.060.000 7.500.000 6,2%
AHM 4.150.000 4.500.000 8,4%
Market HSO 2.091.204 2.169.622 3,7%
HSO (Incl JHC) 1.263.437 1.350.000 6,9%
JHC 42.000 48.000 14,3%
HSO (Exl JHC) 1.221.437 1.302.000 6,6%
Direct in HSO 247.977 287.757 16,0%
Mandiri 15.000 20.000 33,3%
Direct All 304.977 355.757 16,7%
Total Outlet Dlr in HSO 581 592 1,9%
Number of Independent Dlr Outlet 458 466 1,7%
Number of SO Outlet 123 126 2,4%
Number of SO Mandiri Outlet 6 11 83,3%
Productivity Dlr in HSO 175 183 4,6% Productivity Region Improve Overall
dibawah rata2 Channel
Productivity of Independent Dlr 177 181 2,4%
Productivity of SO 168 190 13,3%
Productivity SO dibawah
independent dealer Improve SO
Kontr to AHM (SSU incl JHC) 30,4% 30,0% -0,4%
MS AHM 58,8% 60,0% 1,2%
MS HSO 58,4% 60,0% 1,6%
Kontr retail all (Incl mandiri) 23,9% 26,0% 2,1%
Kontr retail in HSO 20,3% 22,1% 1,8%
Kontr Retail Region+JHC 23,0% 24,9% 1,9%
 HSO OVERVIEW AND OUTLOOK 2013
SMG DIY NTB DPS PLB
2012 2013 Growth 2012 2013 Growth 2012 2013 Growth 2012 2013 Growth 2012 2013 Growth
Market Region 673.082 673.742 0,1% 305.285 310.687 1,8% 88.507 92.105 4,1% 211.400 215.676 2,0% 233.569 254.387 8,9%
Sales Region 423.480 428.500 1,2% 197.944 203.500 2,8% 58.534 61.250 4,6% 156.079 159.600 2,3% 116.803 134.825 15,4%
Direct Region 62.787 68.268 8,7% 36.736 40.713 10,8% 15.909 18.032 13,3% 40.560 44.121 8,8% 20.009 24.092 20,4%
Total Dlr in HSO 148 150 1,4% 90 90 0,0% 26 26 0,0% 65 65 0,0% 70 71 1,4%
Number of Independent
Dlr 121 123 1,7% 75 75 0,0% 19 19 0,0% 50 50 0,0% 56 56 0,0%
Number of SO 27 27 0,0% 15 15 0,0% 7 7 0,0% 15 15 0,0% 14 15 7,1%
Productivity Dlr in HSO 238 238 -0,2% 183 188 2,8% 188 196 4,6% 200 205 2,3% 139 158 13,8%
Productivity Independent
Dlr 248 244 -1,8% 179 181 1,0% 187 190 1,4% 193 192 0,0% 144 165 14,4%
Productivity SO 194 211 8,7% 204 226 10,8% 189 215 13,3% 225 245 8,8% 119 134 12,4%

Kontr to AHM 31,4% 31,7% 0,4% 14,7% 15,1% 0,4% 4,3% 4,5% 0,2% 11,6% 11,8% 0,3% 8,7% 10,0% 1,3%
MS Region 62,9% 63,6% 0,7% 64,8% 65,5% 0,7% 66,1% 66,5% 0,4% 73,8% 74,0% 0,2% 50,0% 53,0% 3,0%
Kontr Retail thd Region 14,8% 15,9% 1,1% 18,6% 20,0% 1,4% 27,2% 29,4% 2,3% 26,0% 27,6% 1,7% 17,1% 17,9% 0,7%
Kontr Retail thd Total Retail
HSO (Exc mandiri) 25,3% 27,5% 2,2% 14,8% 16,4% 1,6% 6,4% 7,3% 0,9% 16,4% 17,8% 1,4% 8,1% 9,7% 1,6%
Kontr Region thd HSO 34,7% 32,9% -1,8% 16,2% 15,6% -0,6% 4,8% 4,7% -0,1% 12,8% 12,3% -0,5% 9,6% 10,4% 0,8%
BKL BPP PTK MKS JYP
2012 2013 Growth 2012 2013 Growth 2012 2013 Growth 2012 2013 Growth 2012 2013 Growth
Market Region 62.222 66.106 6,2% 47.957 51.058 6,5% 188.912 201.900 6,9% 230.083 251.700 9,4% 50.190 52.157 3,9%
Sales Region 29.846 34.375 15,2% 23.404 26.550 13,4% 87.848 100.950 14,9% 103.768 125.850 21,3% 23.731 26.600 12,1%
Direct Region 8.375 10.418 24,4% 7.230 10.398 43,8% 16.536 20.165 21,9% 25.198 34.264 36,0% 14.637 17.287 18,1%
Total Dlr in HSO 25 26 4,0% 17 17 0,0% 49 53 8,2% 74 76 2,7% 17 18 5,9%
Number of Independent
Dlr 18 18 0,0% 11 11 0,0% 41 45 9,8% 57 59 3,5% 10 10 0,0%
Number of SO 7 8 14,3% 6 6 0,0% 8 8 0,0% 17 17 0,0% 7 8 14,3%
Productivity Dlr in HSO 99 110 10,7% 115 130 13,4% 149 159 6,2% 117 138 18,1% 116 123 5,9%
Productivity
Independent Dlr 99 111 11,6% 123 122 -0,1% 145 150 3,2% 115 129 12,6% 76 78 2,4%
Productivity SO 100 109 8,8% 100 144 43,8% 172 210 21,9% 124 168 36,0% 174 180 3,3%

Kontr to AHM 2,2% 2,5% 0,3% 1,7% 2,0% 0,2% 6,5% 7,5% 1,0% 7,7% 9,3% 1,6% 1,8% 2,0% 0,2%
MS Region 48,0% 52,0% 4,0% 48,8% 52,0% 3,2% 46,5% 50,0% 3,5% 45,1% 50,0% 4,9% 47,3% 51,0% 3,7%
Kontr Retail thd Region 28,1% 30,3% 2,2% 30,9% 39,2% 8,3% 18,8% 20,0% 1,2% 24,3% 27,2% 2,9% 61,7% 65,0% 3,3%
Kontr Retail thd Total Retail
HSO (Exc mandiri) 3,4% 4,2% 0,8% 2,9% 4,2% 1,3% 6,7% 8,1% 1,5% 10,2% 13,8% 3,7% 5,9% 7,0% 1,1%
Kontr Region thd HSO 2,4% 2,6% 0,2% 1,9% 2,0% 0,1% 7,2% 7,8% 0,6% 8,5% 9,7% 1,2% 1,9% 2,0% 0,1%
 Channel Planning by Unit Sales

Channel Planning based on Current Achievement Sept 2012

Channel Category

Unit
Category Sales Growth

D < 99 -19,9%
C 100 – 174 -7,3%
B 175 – 249 + 23,0%
A 250 > + 16,5%

Productivity
Before Shift (2012) : 179
After Shift (2013) : 187

Growth : 4,5%
OPERATION PERFORMANCE 2012

STRATEGIC INNITIATIVES PROGRESS 2012

BUSINESS CHALLENGE OF HSO

OPERATION 2013

STRATEGIC INNITIATIVES 2013

STRATEGIC INNITIATIVES 2013

People
Performance
&
Public
Profitability
Contribution
( Strong
Result )
Preffered
Main
Dealer &
Retailer of
Choice
Professional
Process
Service ( Smart
Excelence Process &
Execution )

Partnership -
Synergetic
 OPERATION 2013
Performance & Profitability - STRONG RESULT 2013
Perspectives Item Target 2013
NPBT indirect per unit IDR 320 K
NPBT direct per unit IDR 315 K
Distribution 1.350.000
Total Sparepart
Financial 1,2 T
Revenue
GP Margin Parts 3,5 %
Direct Sales
26%
Contribution
Market share
60%
(polreg based)
Customer CSL H123 4,00
SPR 52%
Service Rate Sparepart 95%
Inventory Level
Market Stock Days
Sparepart Inventory
Days
25 days
45 days
HOW ??
% AR Overdue
Internal Process Direct Sales
(Exc. GC and Gov Agencies)
3,0%
Parts 3,0%
(Exc. Ovd 1-5 days)

Audit Index Region

(incl surveilance audit)
1,29 SMART
Learning & Growth
% Platinum
Time allocation to
?
PROCESS
identify and coach talent
12 hours
% to FIF (credit share) 50%
Integrated Value Chain
% Contribution to AHM 30%
PEOPLE – COMMITMENT TO BECOME PREFFERED COMPANY TO WORK FOR

• REDESIGN ORGANIZATION, MATCH WITH BUSINESS MODEL, STANDARD

PRODUCTIVITY AND INCREASE PRODUCTIVITY

• KPI REGION HEAD, ADH & KABAG AS PERFORMANCE MEASUREMENT AND

DEVELOPMENT
•TRIAL KPI IMPLEMENTATION FOR SUPERVISOR

• FULLFILMENT OF MAN POWER PLANNING, MAINTAIN NUMBER OF BACK

OFFICE, AGRESSIVE IN SALESFORCE ( INCREASE PRODUCTIVITY )

• TALLENT POOL MANAGEMENT, BUFFER STOCK OF SUPERVISOR & KABAG ,

MANAGEMENT TRAINEE, WINNING TEAM

TRAINING MATRIX, ROTATION, JOB ORIENTATION, JOB ENRICHMENT

HUMAN ASSETS VALUE, MENTORING , INDIVIDUAL DEVELOPMENT PLAN

 PROCESSES
• SMART PROCESSES
– INTEGRATION OF H1, H2, H3 AND RETAIL IN ORDER TO BECOME
ABSOLUTE WINNER
– IMPROVE QCD
– OUTSTANDING PERFORMANCE, OPTIMUM PROFIT AND SUSTAINABLE
GROWTH WITH RISK MANAGEMENT
• SMART EXECUTION
– REGION KPI & RAPORT
– REVIEW SYSTEM
• MONTHLY ( PARETO REGIONS, PARETO BUSINESS UNITS )
• QUARTERLY ( ALL REGION )
– PLANNING CYCLE ( OUTLOOK )
• BURNING PLATFORM
– QCC, QCP, CROSS SELLING, NEXT LANDSCAPE, IMPROVEMENT &
INNOVATION
 STRATEGY INITIATIVES OPERATION DIVISION 2013 - 1
2013
Absolute Winner
• Winning Area •Win 10 Area
• Winning District •Win 111 district out of 118 (95%)
• Winning Category •Win 90% category

Optimize revenue and profit

stream MAIN STRATEGY
•Product Portofolio •Cub 25% AT 69% Sport 6%
Mixed •Budget allocation per area per
•Cost Effective operation type
•NPBT per unit
1. Territory Marketing
•IDR 320k
(incl. ATL, BTL, Program booster,
Excellent services and network, sales per type per area)
synergetic partnership
•Indent •No Indent > 30 days 2. Demand Supply Mgt
•D stock days •15 days
•LT MD-D • QCD standar fr MD to D
•30% 3. Dealer Mgt and Development
•Contr to AHM
•per DP and product type per
•Portofolio FinCoy
region 4. System
Dealer Management and (Portal, dashboard, AMDMS)
Development
•Physical •Number of outlet standart (incl.
POS)
5. Redesign Business Model
•Performance
(Productivity per outlet) •183
•BERES implementation 6. Leverage Cust Database and
•Process
•Number of dealer trained Cust Engagement
•People

Satisfaction CSL 4,00

 STRATEGY INITIATIVES 2013 - 2

2013
Strong and Massive AHASS
network
Number of AHASS •1160
Coverage •SCR 72%
Integrated channel •xxx Outlet Extend H1 to H123
planning and development
framework (H1,2,3)
96% Outlet Extend H2 to H23 MAIN STRATEGY
Quality AHASS
•Contr Parts MD through •32% 1. Territory Management
service sales
-POS Service
•SPR •52%
•AHASS Revenue •IDR XXXXX
-AHASS Mapping
•AHASS Productivity
(unit/month), 2. Penetration Rate
(IDR/month)
•Service Revenue fr •IDR 50 Bio 3. AHASS Management
Direct Outlet System
Quality Mechanic
4. Leverage Cust Database
•% untrained •4% untrained
•Productivity
and Cust Engagement
(unit/person/day)
•Productivity
(IDR/person/day)

Satisfaction •CSL 4,00

 STRATEGY INITIATIVES 2013 - 3

2013
Product Portofolio Mixed to
increase penetration rate and
increase revenue stream

Product Portofolio
HGP 724,2
Tire
AHM Oil
122,5
266,3
MAIN STRATEGY
FO 87,2
TOTAL 1.200,2
1. Territory Management
GPM (after dealer insentive •3,5%
and campaign) 2. Product Portofolio Mixed

3. Demand Supply Mgt

Manage Cost, Risk and
Collection 4. Collection Mgt
•% AR Parts •3%
(exc 1-5 days) 5. Integrated AMDMS
•Stock Rank C,D,E •IDR 21,9 bio
•Parts inventory Days •45 days 6. Varian Plus Value
Satisfaction •CSL 4,00
•Service Rate 95% 7. Leverage Cust Database and
Cust Engagement
 STRATEGY INITIATIVES 2013 - 4

2013
Outstanding Performance RETAIL
•Productivity per outlet •183
•Contr to MD •26%
•NPBT Per unit •IDR 315k
•Number of Negative Outlet
•% AR (exc GC ad Gov Agency)
•0* (exc SO under 1 year) MAIN STRATEGY
•3%

Strengthen Astra Motor 1. Redesign Business Model

Brand
Brand Awareness Survey •Top of Mind in District
2. Sales Force Mgt & Order Mgt
% Repeat Order •20%

3. Sales Operation Mgt

Service excellence and
Operational Excellence
Number of outlet Std
(owned and rent)
Process Std
Service Delivery Std
(incl SO Grading, Std Process, Std
Service)
•
4. Differentiation and Brand Mgt
(Improvement and Innovation Process
to Achieve Easy and Speed)

People Mgt and 5. People Development Mgt

Development
New organization •100% SO grading = SO Head 6. Sales Automation System
structure grading
implementation •SPV Retail, Kabag Retail, and
buffer stock SO Head 7. Leverage Cust Database and
Talent Pool Mgt
Training Matrix Cust Engagement

Satisfaction DCSL 4,00

 PARTNERSHIP – SYNERGETIC VALUE
CHAIN
• AHM
– SUPPLY PLANNING & DISTRIBUTION
– MARKETING STRATEGY
• DEALER
– LONGTERM STRATEGIC PARTNER
– PROFITABLE BUSINESS
– PRODUCTIVITY & COMMITMENT FOR GROWTH
• FINCOY
• TRANSPORTER
• CUSTOMER
 OPERATION “STRONG AND HEALTHY” FOUNDATION
Sustainable Value
Strong Result Healthy Process
KPI Target 2013
NPBT Indirect per unit Service Operational Excellence
IDR 320 k
NPBT Direct / UNIT IDR 315 k Excellence Smart
Wholesales 1.370.000
Smart Process Execution
Total Sparepart Revenue 1,2T
GP Margin Sparepart 3,5% Physical Std H1 H2 H3 Retail Masurement
Direct Sales Contribution 26%
Market share (polreg
based) 60% Redesign
Territory Mgt Product
CSL H123 4,00 Process Std Territory Mkt (POS Service, AHASS Portofolio Mixed
business Monitoring
SPR 52%
Mapping model
Service Rate Sparepart 95%
Inventory Level Demand Supply Penetration Demand Sales Force Mgt
Service Evalution
Market Stock Days 25 days Unit Mgt Rate Supply Mgt
Delivery Std
Sparepart Inventory Sales Operation
Days 45 days System Mgt (incl SO Grading,
(Portal, Dashboard, AHASS Mgt Std Pprocess, Std Service
% AR Overdue Collection Mgt
AMDMS) System
Direct Sales 3% Differentation
Parts 3% and Brand Mgt
Dealer Mgt And Leverage Cust
Audit Index Region (incl Dvlpmt Integrated
Database and
surveilance audit) 1,29 Cust Engagement AMDMS People Dev
Channel Mapping (H1 dan Redesign Mgt
turunannya) Business
Varian Plus Sales
% Platinum (H123) ?? Model Automation
Value
Time allocation to identify Syatem
Leverage Cust
and coach talent per year 12 hours Database and
% to FIF (market share) 30% Leverage Cust Leverage Cust
Cust Engagement
Database and Database and Cust
% Contribution to AHM 30%
Cust Engagement Engagement

Integrated Strategies and Collaboration

Improvement & Innovation Burning Platform
People and System
KPI People Talent Mgt Training & Rotation Portal HSO AMDMS
 PERUSAHAAN YANG HEBAT SEBAGAI JUARA

• Orang yang Hebat ( Great People )

• Organisasi yang Hebat ( Great
Organization )
• Kinerja yang Hebat ( Great
Performance )
• Kualitas Kehidupan yang hebat ( Great
Life )
Thank You
“ It is not the strongest of the species that survives, nor the most intelligent
that survives. It is the one that is the most adaptable to change.” – Charles D.