Sales Region 1 - SumKal

Mid Review OJT

Christian
Contents of Presentation

Company Organization Job OJT Activity

Structure Description & Project
Profile

2
Company Profile
Profile of AHM
History of AHM
Vision, Mission & Value of AHM
Main Dealers & Dealers
Products of AHM
Plants & Support Building of AHM

3
 Profile of AHM
◉ ATPM Honda
◉ Manufacturing, Assembling and
Distributing Company
◉ PMA
50% PT Astra International Tbk;
Honda Motor Co., Ltd
◉ Production Capacity of 5.800.000
unit/year
◉ Market Share of 75,7%; 4.588.983 units
sold (AISI YTD Nov ‘19)
Vision
AHM ingin menjadi pemimpin pasar sepeda motor di Indonesia dan
menjadi pemain kelas dunia, dengan mewujudkan impian konsumen,
menciptakan kegembiraan bagi konsumen dan berkontribusi kepada
masyarakat Indonesia.
50% Mission
Menciptakan solusi mobilitas bagi masyarakat dengan produk dan
pelayanan terbaik.
Value
One Heart:
Focus on Customer, Respect Others,
Teamwork, Innovation, Integrity.
*Reference: www.astra-honda.com 4
 History of AHM
15 June 1970
Starting off as Honda Sales
Operation.

11 June 1971 3 November 2000

As a Pioneer in Indonesia Astra Honda Motor was formed
Motorcycle Manufacturing after a merge of PT Federal Motor
Industry, PT Federal Motor. & Honda Federal occurs. (official:
(CKD) 1 Jan 2001)

23 July 1973
Honda Federal.

12 November 1998
1 January 1985
Honda Astra Engine
Honda Astra Engine
Manufacturing Joins Honda
Manufacturing.
Federal.
*Reference: www.astra-honda.com 5
29 Main Dealers

1,754 Dealers
H1: 222 H123: 1,532

3 Layer Dealers
11 Big Wing; 138 Wing; 1,605 Regular
*YTD Nov 2019

6
 Products of AHM

CUB AT SPORT

Forza 250 SH 150 i

HIGH
Adv 150 CRF 250RL CBR 250RR Monkey
Supra GTR 150 Supercub
125 Vario 150 PCX 150

MID CRF 150L

Supra X 125 FI Scoopy CB 150R
Vario 125
CBR 150R

LOW BeAT Sporty BeAT Street CB Verza

Sonic 150R
Revo Fit & X
Genio 7
 Products of AHM – Big Bikes

CMX 500 CB 500F CB 650R CBR1000RR X-ADV

Rebel

CRF1000L Goldwing
CB 500X CBR500R Africa Twin

8
Plant 1 (Sunter) & HO Plant 2 (Pegangsaan) Plant Cikarang (3,3A & DMD)
Plant Karawang
Cub and AT Sport AT (4,5 dan Parts Center)
AT and Sport

TSD AHTC PQE dan Test Course Dies Manufacturing

Pulo Gadung Sunter Delta Mas Cikarang

AHM Plant & Support

9
Organizational
Structure
Company Structure
Marketing Division Structure

10
 Company Structure

Toshiyuki Inuma & Johanes

Loman
President & SEVP Director

Markus Budiman / Thomas Wijaya / Mutsuo David Budiono / Haruo Erik Tjahyadi S. /
Takashi Yashima Usui Nagita & Tetsuro Taguchi Takashi Yashima
Production, Engineering,
HR, GA, & IT Directorate Marketing Directorate Finance Directorate
Procurement Directorate

Denis J. Djunaidi
Marketing
Development

Ign. Didi Kwok Yuliana Wijaya Istiyani S. Wedijanto W. Andy Wijaya Dheni Setiawan Kurniawati S.
Market Plan & Analysis Overseas Business
Sales Division Logistic Division HC3 Division Technical Service Division Part Division
Division Division

11
 Sales Department Structure

Bpk. Ign. Didi Kwok

Div. Head

Leonita M.
PDCA
Aryaguna S.
Budget Officer

Ibu Monica E. Bpk. Dwi H.

Bpk. Ign Didi Kwok Bpk. Paulus Dani Bpk. Michael Bpk. Joe Petrus
Tantina Dewantoro
Dept. Head Reg 1 Dept. Head Reg 2 Dept. Head Reg 3 Dept. Head SBS Dept. Head SDP Dept. Head Sales
Product

Sales Area Supervisor Sales Area Sales Area Sales Development Sales Demand & Sales Product
Region 1 Supervisor Region 2 Supervisor Region 3 Supervisor Planning Analyst Analyst

12
Job Description
Sales Area Supervisor Plan, Do, Check, Action

13
 Job Description Sales Area Spv
Plan
1. Analisa & Forecasting Market di
Area MD yang di Assign
2. Menentukan Target Market Share
untuk MD
3. Menentukan Target Retail Sales
per Tipe untuk MD
4. Bekerjasama dengan Logistik dan
sales demand planning untuk
menentukan distribusi barang
5. Bekerjasama dengan Main Dealer
untuk menentukan activity (ATL
&BTL) dan development
Do
1. Memberikan Guidance
implementasi kepada MD
2. Implementasi Program
dengan Main Dealer
3. Memastikan semua activity
dan development di jalankan
4. Daily Monitoring untuk
pencapaian target sales,
distribusi, dan stock MD.
5. Melakukan visit ke lapangan.
Check
1. Evaluasi Retail Sales dan Market
Share
2. Supervisi ke Main Dealer &
Dealer mengenai performance
dan development (MD Review &
D Review)
3. Evaluasi sales program dan
activity yang sudah di lakukan.
4. Membuat analisa situasional
untuk perubahan growth dan
target yang tidak tercapai
Action
1. Membuat &
mengkomunikasikan Corrective
Action dari PI yang di buat.
2. Mengusulkan Activity &
perbaikan sales program
3. Memberikan masukan terkait
perbaikan untuk MD & D sesuai
dengan hasil MD Review & D
Review.
4. Memastikan perbaikan dilakukan
oleh MD & D di lapangan
14
OJT Activity &
Project
Sales Area Supervisor Plan, Do, Check, Action

15
Activity Plan

16
Activity Plan

17
Activity Plan

18
Main Dealer Profile

HSO Bengkulu

Jalan Ir. Rustandi, Dusun Kandang, Bengkulu, 38216

24 1 0

Reguler Reguler & Premium Reguler, Premium & BigBike

Product Product Product
19
 Area Economic Driven

HSO BENGKULU

9. Services 1. Agriculture & Plan-

24% tation & Fishery
36%
8. Financial
3%

7. Transportation & 2. Mining

Communication 4%
9%
4. Electricity, Gas, &
5. Construction Water
6. Trade, Hotel, & Restau- 5%
rant 0%
19%

20
M/S All Segment HSO BKL YTD Oct ‘19

1. Bengkulu Market
Trend from 2017
were Decreasing, but
Honda Market Share
still increasing.

2. The M/S YTD Oct

was decreasing
compare to Sep. this
is due to the
aggressive pricing
competitor & also
competitor GC.

21
M/S 9 Segment HSO BKL YTD Oct ‘19
22
 M/S All Segment per Kabupaten
10,000 87.6% 100.0%
9,000 79.7% 80.7% 78.9% 90.0%
6,810 73.9% 75.6% 73.2%
8,000 71.3% 80.0%
7,000 56.6% 70.0%
76.7%
6,000 60.0%
5,000 50.0%
4,000 3,621 40.0% Honda
23.3% 28.7% 26.8%
3,000 26.1% 24.4% 21.1% 30.0%
20.3% 19.3% Yamaha
2,846 2,175
2,000 1,743 1,830 20.0% Honda M/S
1,000 2,064 12.4% 1,407 10.0%
1,282 1,106 979 Yamaha M/S
- 403 701 702 467 336 404 262 0.0%
559

,5
%
,3
%
,8
% 5% 1% 6% 8% 0% 1% 3%
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23
Project Title
Winning the AT High M/S 55% in Bengkulu through 5P
Analysis & Improvement

24
 8 Steps to Practical Problem Solving

Plan Do Check Action

1. Clarify the Problem 6. Implement 7. Monitor Result & 8. Standardize

2. Breakdown the Problem Corrective Action Process
3. Set Target
4. Root Cause Analysis
5.Develop Corrective Action

25
 8 Steps to Practical Problem Solving

Plan Do Check Action

1. Clarify the Problem 6. Implement 7. Monitor Result & 8. Standardize

2. Breakdown the Problem Corrective Action Process
3. Set Target
4. Root Cause Analysis
5.Develop Corrective Action

26
 M/S per Segment YTD Oct 2019
15,8% -> 13,8% 73,3% -> 78,9% 10,9%->8,4%
36.0% 25.0%
41.2% 44.4% 39.5% 40.6%
55.6% 0.0%
64.4%
6.3%

Sport High
Cub High
100.0%

AT High
Cub High Sport High
AT High 64.0% 75.0%
58.8% 55.6% 60.4%
44.4% 53.1%
35.6%

0.0%

Sep-19 Oct-19 YTD 19 Sep-19 Oct-19 YTD 19 Sep-19 Oct-19 YTD 19

Cub Mid AT Mid 0.7% 0.0%
Sport Mid
26.1% 26.1%
50.8% 80.0%
70.2% 67.2%
81.7% 83.0% 81.8%

29.8%

Sport Mid
Cub Mid

AT Mid
70.4% 70.4%
Sport Low 49.2%
Cub Low AT Low 29.8% 32.8% 66.6%
18.3% 17.0% 18.2%

Sep-19 Oct-19 YTD 19 Sep-19 Oct-19 YTD 19 Sep-19 Oct-19 YTD 19

0.0% 0.0% 0.0%

80.5% 79.2% 78.7%

92.3% 91.7% 86.8%
98.5% 100.0% 99.4%

Sport Low
Cub Low

AT Low
19.5% 20.8% 21.2%
7.7% 8.3% 13.2%
27
Sep-19 Oct-19 YTD 19 Sep-19 Oct-19 YTD 19 Sep-19 Oct-19 YTD 19
Why AT High?

1. Decreasing Average Market Share Trend Since 2017

2. Losing M/S from Competitor Y

3. 5th largest contributor of sales (4,7%) in HSO

Bengkulu after AT Low, AT Mid, Cub Low and Sport
Mid (based on YTD Oct 2019)

28
 M/S AT High per Kabupaten
1,200 79.9% 90.0%
74.4% 80.0%
1,000 69.5%
438 62.1% 70.0%
56.7% 59.6% 58.2%
800 60.9% 52.1% 51.1% 60.0%

40.4% 41.8% 50.0%

600 39.1% 37.9%
47.9% 48.9% 30.5% 40.0% Honda
43.3% 25.6%
400 20.1% 30.0% Yamaha
573 147 20.0% Honda M/S
200 111
42 91 10.0% Yamaha M/S
217 173 167 71
99 99 64
67 33
96 39
89 39
64
- 0.0%

,2
%
,4
%
,4
% 7% 0% 3% 8% 7% 7% 8%
37 13 10 7, 7, 6, 4, r 4, 4, 3,
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g
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a
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U Le pa Se b. Se Te
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an
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Pilot Project: Kodya Bengkulu

29
 5P Analysis

Product Price Promotion

VS Product Price Intelligence ATL & BTL

Product Features H & Competitor Competitor Pricing Sales Program

Place People

Area Coverage No of SM & SC, SWAT

No of Dealers H vs Competitor Productivity of SM & SC
No of POS

30
 Products

Vario VS Aerox PCX & ADV VS NMAX

100 89 180
85 158
90 84 148
160
80 140 123
70 65 65 80 58
58 120 ADV 150 Series
54 54 69 Vario 150 99
60 48 88 90 PCX Series
63 Aerox 155 100 84
50 60 72 72 NMAX
44 57 55 80 65
40 50 51
39 43 60 46 47
30 34 37 36 34 40
20 40 25 23
10 20 0 0 0 0 0 0 0 38 38 36
0 0
Jan Feb Mar Apr Mei Jun Jul Aug Sep Oct Jan Feb Mar Apr Mei Jun Jul Aug Sep Oct

YTD Oct ‘19, Honda AT High is still losing from competitor

31
Products Features
Vario 150 Aerox 155 Performance wise, competitor product has
better specification.
149,3 CC PGM-FI 155,1 CC LC4V Blue
13,1 HP / 8.500 Core Overall, Honda product was already
13,4 Nm / 5.000 14,9 HP / 8.000 competitive enough with better physical
5,5L Fuel Tank 13,8 Nm / 6.250 specs and additional features.
4,6L Fuel Tank

1919 x 679 x 1062 1990 x 700 x 1125

109 Kg 116 Kg
Double Cradle Frame Underbone Frame
Telescopic Fr. Susp Telescopic Fr. Susp
Swing Arm Rr. Susp Twin Swing Rr. Susp

Power Socket Power Socket

Full Digital Panel meter Digital Panel meter +
Answer Back System Tacometer
ACG & ISS 25L Bagasi
18L Bagasi

32
Products Features
PCX CBS ADV150 CBS Nmax STD New Nmax STD
149,1 CC PGM-FI 149,1 CC PGM-FI 155,1 CC LC4V Blue 155,1 CC VVA
14,7 HP / 8.500 14,7 HP / 8.500 Core 15,1 HP / 8.000
13,2 Nm / 6.500 13,2 Nm / 6.500 15,1 HP / 8.000 13,9 Nm / 6.500
8L Fuel Tank 8L Fuel Tank 14,4 Nm / 6.000 7,1L Fuel Tank
6,6L Fuel Tank
1923 x 745 x 1107 1950 x 763 x 1153 1955 x 740 x 1155 1919 x 740 x 1160
131 Kg 132 Kg 127 Kg 130 Kg
Double Cradle Frame Double Cradle Frame Underbone Frame Underbone Frame
Telescopic Fr. Susp Telescopic Fr. Susp Telescopic Fr. Susp Telescopic Fr. Susp
Twin Rr. Suspension Twin Subtank Rr. Susp Swing Subtank Rr. Susp Swing Arm Rr. Susp

Smart Key Smart Key Conventional Key Smart Key (ABS Only)
ACG & ISS ACG & ISS 23L Bagasi Y Connect (ABS Only)
28L Bagasi Hazard Lamp ACG & ISS
28L Bagasi 23L Bagasi

Performance wise, competitor product has better specification.

Overall, Honda product was already competitive enough with better physical specs and additional
33
features.
 Price
Rate
DP PL DP Real
Segment Type OTR Discount Angsuran Tenor Before
Minimal Minimal
Discount
Vario 150 23.630.000 2.750.000 650.000 2.100.000 1.094.000 35 26,7%
Aerox 155 VVA 25.198.000 3.500.000 1.400.000 2.100.000 1.152.000 35 25,3%
PCX STD 29.190.000 3.250.000 500.000 2.750.000 1.300.000 35 24,4%
ATH
NMAX STD 29.084.000 4.000.000 1.500.000 2.500.000 1.333.000 35 25,4%
ADV 150 CBS 33.900.000 4.000.000 500.000 3.500.000 1.517.000 35 23,5%
ADV 150 ABS 36.800.000 4.250.000 500.000 3.750.000 1.650.000 35 23,5%
*Oct 2019

Honda OTR Price’s was already competitive enough with competitor

Also, the Rate before Discount for Honda was already competitive than competitor’s

34
 Promotions

Honda
As in Promotion, Honda has outrun the number
of ATL & BTL done by Competitor Yamaha

35
Place

In General, the number of channel in Kodya Bengkulu

has already outnumbered competitor’s. But we need to
be careful on Sentral Yamaha due to it’s sales
achievement.

1
36
People

No of Actual Salesman < than Plan

Automatically, Sales & Productivity of Salesman also not
Achieved.

No of Actual Salescounter > than the Plan.

But, the Productivity still below the Plan.

37
 People
SWAT Sales Man Sales Counter
25.0 10.0 35.0
30.0
20.0 8.0
25.0
15.0 6.0 20.0
10.0 4.0 15.0
10.0
5.0 2.0
5.0
- - -

All SWAT have achieved Province All SM were below the Province Kodya Bengkulu, Kab Mukomuko, Kab.
Target. Target. Seluma, Kab. Bengkulu Selatan were
below the Province Target. 38
 Conclusion

Product Promotion

Honda AT High Product image in - Honda BTL has outrun the

Bengkulu lost from competitor in competitor, but the focus is still
terms of: increasing the brand image. The next
- Performance target is to create a target to convert
- Non-modification friendly BTL activities to sales.

- Honda Sales Program also

People competitive but hadn’t effect to the
sales.
- Productivity of the SM & SC were still Price
under the target.
Pricing of Vario 150 vs competitor stil
uncompetitive enough.

39
Simulation

40
 8 Steps to Practical Problem Solving

Plan Do Check Action

1. Clarify the Problem 6. Implement 7. Monitor Result & 8. Standardize

2. Breakdown the Problem Corrective Action Process
3. Set Target
4. Root Cause Analysis
5.Develop Corrective Action

41
 How To Achieve

Product Promotion

- Conducting Survey to make sure - Review the effectiveness of AT High Sales

the customer wants in AT High Program
Segment - Propose and monitor new Sales Program
- Create the Image of Honda AT and Direct Gift to attract more customer
High products based on customer interest
wants - Increasing the number of AT High BTL in
targeted segment of customer
People

Review the competency of SM & SC to

make sure that they are capable to
represent Honda and also increasing the
productivity through training and
assessment.

42
Thank You
For Your Attention!

Salam Satu Hati