Meeting TLM 15 September2026

Agenda Overview and Introduction

Meeting Initiation

• The meeting begins with a greeting and an invitation to start the agenda presentation.

• A representative from Quality Assurance introduces themselves and thanks attendees for their presence.

Progress Reports

• The speaker outlines the agenda, which includes reporting on scaling up progress, general work program achievements across divisions, and operational division accomplishments.

• Emphasis is placed on efficient time management during the meeting, with a warning that the session will conclude by 10:30 AM.

Scaling Up Roadmap Implementation

Phases of Scaling Up

• The first phase of scaling up was completed in April-May, focusing on financial and legal value assessments.

• A review of strategic planning using a balanced scorecard approach was also conducted during this phase.

Execution Phase Insights

• The second phase involves execution and system establishment, including KPI determination for new products and sales pipeline data review.

Evaluation of Six-Month Scaling Up

Key Performance Indicators (KPIs)

• KPIs have been established for all divisions, cascading down to individual levels with monitoring through custom dashboards at Stella Maris.

Operational Challenges

• Ongoing development of dashboards is noted as a critical area needing improvement alongside procedural design for new work programs.

Financial Review Highlights

Revenue Assessment

• A significant revenue figure of 1 trillion is highlighted as undefined; five units are underperforming based on strategic elements.

Standard Operating Procedures (SOP)

• Many divisions lack complete SOP documentation; only three SOP documents exist within Marketing Communication (Markom).

Performance Evaluation by Coach Maxim

Business Unit Assessments

• High-scoring business units include educational sectors like Stella Maris Gering Satpong; lower scores are seen in finance and operational areas.

Internal Control Analysis

• Evaluations reveal that internal controls are lacking in several units, particularly those transitioning from cost centers to revenue engines.

Cultural Shift Requirements

Transitioning Strategies

• There’s a need for cultural shifts within finance and Asiawan to adapt from cost center operations to revenue-generating models.

Strengthening Internal Controls

Identifying Gaps

• Issues related to internal control accuracy were identified; improvements needed in dashboard input accuracy as of September 4th.

Financial Planning Concerns

Revenue Target Discrepancies

• Initial revenue targets set at 8 billion have not translated effectively into actionable work programs leading to gaps in financial planning.

Service Program Challenges

Strategic Development Needs

• Asiawan requires further strategic organization due to incomplete program structures and unfilled structural positions impacting overall performance.

Execution Risks in Revenue Initiatives

Reflection of Capacity and Execution Challenges

• The execution of initiatives is rated poorly due to high risks, particularly for the only unit with five simultaneous revenue engine targets.

• The operational web-based application is still under development; current processes remain 100% manual, relying on hard copies.

• Cash income diversification shows a concentration risk, with 45% focused on one initiative (GA), while three out of five initiatives lack a definitive schedule.

Income Diversification Initiatives

• Five key initiatives for income diversification include:

• School operation manual and SOP system (target: 850 million)

• School quality assurance and audit system (target: 850 million)

• E-player teaser Thailand pipeline (target: 500 million)

• Asset utilization (1.8 billion)

• Digital ecosystem transformation in operations is not yet implemented.

Human Resource Gaps and Training Needs

• A gap analysis indicates a need for new personnel in operational roles such as purchasing, quality assurance, and HR staff.

• The team currently focuses on support systems rather than generating revenue, indicating a lack of training in revenue generation strategies.

Technology and Process Automation Issues

• There are gaps in digital employer branding training and data analytics; most software used remains outdated (Microsoft and Google).

• Quality assurance processes are largely manual; there is no automated workflow across operational divisions.

Budget Constraints and Operational Adjustments

Financial Limitations Impacting Operations

• Limited operational budgets necessitate adjustments in training needs analysis for human resources and digitalization efforts.

High Execution Risk Without Strict Prioritization

• The five income diversification initiatives carry high execution failure risks without strict prioritization measures.

Marketing Communication Team Structure

Staffing and Functionality Concerns

• The marketing communication team consists of seven members covering six functions but lacks standard operating procedures (SOP), especially regarding talent management which poses legal risks.

Need for Comprehensive SOP Development

• Existing SOP documentation within Marcom is insufficient; only three SOP documents exist when at least thirty are needed across various functions.

Key Performance Indicators Review

KPI Evaluation Recommendations

• It’s proposed to revise the weightage of KPIs after recent reviews; examples include revenue metrics tied to brand awareness that require reassessment.

Disparities in Program Work Execution

• Current program work execution shows imbalances among key performance indicators related to brand awareness versus lead growth.

Revenue Recognition Challenges

Clarifying Revenue Streams

• Revenue must be recognized as cash received by the foundation; potential revenues from platforms cannot be acknowledged until converted into cash.

Structural Development Needs

Organizational Hierarchy Gaps

• Current structural levels within existing teams do not align with necessary functional requirements, indicating low conviction development for newer programs.

Strategic Alignment Issues

Product Duplication Concerns

• There’s a need to eliminate product duplication across units while ensuring clarity in strategic alignment between different business units.

New Critical Numbers Proposal

Shifting Focus from Weekly Revenue Metrics

• A recommendation has been made to shift focus from weekly revenue metrics towards production completion rates for modules ready for Asia One delivery.

Operational Evaluation Insights

Current State Assessment

• An evaluation reveals that critical incidents have been absent over the past month across various locations including Garin Serpong, Pak Agung, and BSD.

Overview of Operational Productivity and Income Diversification

Current Performance Metrics

• The productivity per person is calculated at 88.2%, indicating a stable operational efficiency.

• Income diversification remains stagnant at 0% since its initiation in October, suggesting potential delays in progress.

Quality Assurance Initiatives

• Preparation for the school module operation manual is underway as an initial step towards improving quality assurance.

• Operational achievements include resolving 107 cases from GA with a completion rate of 100% within two days.

Internal Facility Usage and Support Needs

Sports Center Utilization

• The Sports Center has been officially utilized since September 10, following procedural approvals on September 8 and internal HRD permissions on September 9.

Business Process Mapping

• A request for support in business process mapping and SOP creation across all divisions to enhance operational effectiveness.

KPI Dashboard Feedback and Future Plans

Ongoing Monitoring

• Continuous input and feedback on the KPI dashboard are essential for tracking performance metrics effectively.

Upcoming Initiatives

• A QR Code and Google Form will be distributed internally to gather feedback on the Galileo Sports Center's usage.

Discussion on Cost Management

Financial Queries

• Inquiry about cost management timelines indicates that discussions will occur by September 21–22, highlighting ongoing financial alignment issues.

Focused Discussions for Alignment

Strategic Meetings Ahead

• Next week's meeting aims to clarify outstanding issues to ensure all programs align effectively before the end of the second quarter.

Recruitment Challenges

Hiring Status Update

• There are ongoing interviews with five candidates; however, none have been approved yet, raising concerns about recruitment efficiency.

Candidate Evaluation Insights

Interview Outcomes

• Two out of five interviewed candidates show promise but face age-related concerns regarding suitability for roles.

Presentation of Performance Metrics

Key Performance Indicators (KPIs)

• The presentation focuses on three main KPIs: student retention rates, total enrollment figures, and revenue generation targets as of early September.

Student Retention Rates Analysis

Enrollment Statistics

• As of September 10, retention rates show that K2 to Primary has a registration rate of approximately 65%, below the target of 70%.

Total Student Enrollment Achievements

Quarterly Targets Met

• The first-quarter target was met with a total enrollment reaching 240 students by September 10, achieving a full quota at this stage.

Revenue Generation Overview

Financial Goals Assessment

• Total revenue generated stands at approximately Rp23.47 billion or around 31% of the annual target set at Rp74.6 billion as per August data.

Unit-Specific Revenue Contributions

Breakdown by Division

• Primary division leads revenue contributions with Rp8.78 billion; preschool follows closely behind in terms of financial performance against targets.

Positive External Growth and Trust

Importance of External Engagement

• Emphasizes the necessity of external engagement for growth, indicating that reliance on internal metrics alone is insufficient for progress.

• Highlights increasing trust from external parties despite their lack of prior experience with the organization.

Yearly Growth Analysis

Performance Metrics

• Discusses total yearly growth, noting a previous high of 237 two years ago, which raises concerns about stagnation at current figures.

• Aims to reach a target of 350 students to set a new record, reflecting ongoing efforts to improve enrollment numbers.

Caution in Progress Evaluation

Historical Context

• Warns against complacency by referencing past achievements and the need for vigilance in maintaining growth momentum.

• Mentions successful promotional events like Edu Fair involving universities from four continents, excluding Africa due to lack of interest.

Representation at Edu Fair

University Participation

• Notes participation from top universities across various regions including North America and Asia, showcasing diversity in educational options available.

• Lists Indonesian universities participating in the fair as part of broader outreach efforts.

CCA Financial Success

Revenue Generation

• Reports significant revenue generation through CCA initiatives with over 319 student registrations contributing approximately 400 thousand each.

• Outlines progressive financial targets for CCA over three years, aiming for continued growth towards 1.45 billion this year.

Event Structuring Improvements

Effective Organization

• Describes changes made to event structuring by separating units for better focus during activities aimed at parents and students.

Urgent Staffing Needs

Human Resource Challenges

• Identifies critical staffing shortages in English teaching positions due to resignations and delays in hiring processes affecting academic performance.

Vendor Dependency Issues

HR Concerns

• Critiques reliance on a single agency for expatriate permits as inefficient; calls for vendor selection processes to enhance operational efficiency.

Reward System Review Necessity

Policy Reevaluation

• Stresses the need for revisiting reward policies that currently favor certain teachers disproportionately without considering overall contributions.

Quality Assurance Support Needed

Survey Implementation

• Calls attention to the requirement for conducting NPS surveys among parents and staff but notes absence of effective review instruments thus far.

Future Enrollment Goals

Strategic Planning

• Sets an ambitious target of reaching 300 students by December while planning new programs focused on referral enhancement and retention strategies.

Parent Engagement Initiatives

Community Building

• Plans restructuring parent groups and organizing gatherings as part of community engagement efforts aimed at strengthening relationships with families.

Non-Digital Lead Generation Strategies

Outreach Efforts

• Discusses plans to conduct canvassing activities alongside digital marketing strategies to broaden recruitment channels effectively.

Field Trip Preparations

Logistics Coordination

• Details preparations underway for field trips including proposal submissions and vendor finalization aimed at avoiding past logistical failures.

Internship Program Development

Student Opportunities

• Highlights plans for expanding internship opportunities across multiple companies while seeking partnerships that can accommodate growing student numbers.

Closing Remarks and Acknowledgments

Summary of Meeting Outcomes

• The speaker expresses gratitude to the team for their efforts, emphasizing the importance of collaboration, humility, and faith in achieving positive results.

• Discussion on proposed changes to the reward distribution system; suggestions are encouraged from finance and other units to improve efficiency.

• Coordination with various stakeholders is highlighted as essential for ensuring clarity in contributions and responsibilities regarding reward distribution.

• Emphasis on creating a Standard Operating Procedure (SOP) if one does not exist, particularly concerning the Net Promoter Score (NPS) report due by September 25th.

• Confirmation that a recent meeting addressed field trip planning, indicating ongoing organizational efforts.

Upcoming Deadlines and Responsibilities

Important Dates

• Reminder about the upcoming deadline for Talenta on September 27th; discussions about potential extensions are necessary to avoid operational disruptions.

• If no better alternatives are found for Talenta, existing arrangements will be extended to maintain daily operations without issues.

Reporting Achievements

Progress Updates

• A report is presented detailing achievements from August alongside follow-up actions taken by the team at BSD based on QA directives.

• Action plans were discussed during previous meetings; improvements noted in PMB performance metrics with an increase towards achieving targets set for August.

• Collaboration with marketing has led to successful promotional activities that positively impacted attendance at open house events.

Focused Strategies

Marketing and Engagement Tactics

• The strategy emphasizes unique selling propositions (USPs), avoiding competition traps while enhancing content quality across promotional materials.

• Presentation materials have been standardized to include physical evidence such as student work and testimonials, improving audience engagement during presentations.

Enhancing Presentations

Presentation Techniques

• The approach "show don't just tell" is adopted, involving parents and students as speakers during meetings with prospective families to enhance relatability.

• Consistency across all presentations ensures comprehensive coverage of programs available at different educational levels within Stella Maris.

Open House Insights

Event Execution

• Open house events featured thorough presentations showcasing benefits of Stella Maris education; student involvement was crucial in engaging visitors effectively.

• Follow-ups with staff members indicate successful implementation of action plans post-open house events, highlighting areas for improvement based on feedback received.

Student Involvement Initiatives

Community Engagement

• Students actively participated in open house activities as guides or presenters, fostering pride among them while enhancing visitor experiences through direct interaction.

Language Integration Efforts

English Language Programs

• Morning assemblies now incorporate English language components like Angelus Prayer led by students using audio equipment for broader reach within classrooms.

Cross-Level Discussions

Parent Engagement

• Group discussions held between teachers and parents aim to address concerns regarding transitions from elementary to secondary education.

• Feedback collected from these sessions will inform future service improvements based on parental expectations.

Evaluation Results

Areas of Improvement

• Evaluations cover various aspects including learning outcomes, facilities condition, extracurricular activities participation rates which will guide future action plans.

Alumni Involvement

Social Media Presence

• Alumni engagement showcased through social media highlights achievements while maintaining transparency about current enrollment statistics.

Enrollment and Revenue Insights

Overview of Enrollment Trends

• The enrollment data shows an increase across all levels (TK, SD, SMP), except for SMA, which is still struggling compared to last year.

• Revenue has exceeded 100%, reaching 137% in August due to early payments from the previous month.

Strategies for Improvement

• Focus on following up with parents who have not completed enrollment despite purchasing forms; this includes both TK and SD.

• Plans include hosting a closing event for BKSN instead of an open house, inviting local stakeholders to generate leads.

Commitment to Quality Education

• Emphasis on maintaining quality education starting from grades 4 and 5 to ensure a positive experience that impacts future transitions to SMP.

• Class mapping now begins at grade 5 rather than grade 6, indicating proactive measures in student progression.

Internal Challenges and Solutions

Service Excellence Issues

• Internal surveys indicate that service excellence is lacking, affecting students' experiences and their willingness to continue into higher grades.

• Collaboration between SMA and SMP aims to enhance internal support systems through peer activities.

External Support Maximization

• Request for support from the Board of Directors (BOD) regarding external marketing activities and referral programs.

Operational Improvements Needed

Standardization in Purchasing Processes

• There are significant needs for standardizing purchasing processes within the organization to meet unit requests timely.

Enhancing School Experience

• Efforts are underway to improve health branding and cleanliness within school facilities while enhancing parent experiences during visits.

Future Activities and Engagement

Upcoming Events

• Planned events include Stema Fest, Open Stema Cup, and Copad Stema aimed at increasing community engagement.

Parental Feedback Insights

Communication Gaps Identified

• Discussions reveal that parents feel communication from the school is unclear or insufficient, leading to dissatisfaction with information flow.

Service Standardization Concerns

• Parents express concerns over inconsistent service standards across different educational levels regarding child pick-up procedures.

Addressing Educational Quality Perceptions

Academic vs. Non-Academic Programs

• Parents desire clarity on academic pathways post-graduation as well as improvements in non-academic offerings perceived as lacking quality or engagement opportunities.

Action Plan Development

• Acknowledgment of various issues raised by parents will lead to creating actionable plans addressing these concerns over the next three months.

Discussion on Action Items and SOP Development

Immediate Actions Required

• Pak Michelle emphasizes the need for immediate actions within a week, particularly regarding teacher management, while longer-term SOP communications may take up to a month.

FGD and Standard Questions

• Bu Lani's survey results are acknowledged; discussions about creating an SOP for Focus Group Discussions (FGD) are underway.

Consistency in FGDs

• There is a request for QA and Bu Lani to develop standard questions for FGDs to ensure uniformity across campuses.

Clarity in Objectives

• The importance of having clear agendas and outcomes when involving parents in FGDs is highlighted to avoid wasting time.

Monthly Report Presentation

Overview of the Meeting

• A monthly report presentation by Pak Michelle begins, focusing on the PPUB Division's activities for August, reported on September 15, 2025.

Key Agenda Items

• The report outlines five main agenda items: three KPIs related to PPUB, overall KPI performance, achievements, support needed, and follow-up actions.

Revenue Management Insights

Revenue Challenges Identified

• Discussion includes identifying revenue sources and disputes that have arisen over management fees from all branches under PPUB control.

Branch Expansion Issues

• The challenges faced during branch expansions are noted as they fall under PPUB’s responsibilities but often get managed by BD instead.

School Consultant Role Clarification

Integration into PPUB

• It is confirmed that school consultants will be integrated into PPUB due to their expertise in human resources and area management despite overlaps with AU.

Operational Challenges

Product Development Delays

• Concerns are raised about operational delays affecting product visibility; there has been no significant output despite ongoing inquiries about weekly progress.

Support System Setup

New School Setup Issues

• Ongoing issues with setting up new schools within franchise agreements remain unresolved; clarity is still lacking after initial discussions.

Revenue Channel Finalization

Upcoming Meetings

• A meeting scheduled for September 21–22 aims to finalize revenue channels related to school consulting services.

AI Adoption Progress

Application Deployment Status

• Updates on AI adoption reveal targets set for ten live applications; some applications like the canteen app have gone live successfully.

Learning Process Evaluation

Collaboration with QA

• Emphasis on collaboration between PPUB and QA ensures clarity in roles without overlap; both teams benefit from shared findings leading to solutions.

Open Findings from Assessments

Assessment Outcomes

• Recent assessments have yielded open findings requiring further attention before closure can be achieved according to the designated timeline.

Student Store Application Development

Backend Integration Plans

• The Student Store application is nearing completion with backend integration planned between IT and Midtrans aimed at launching trials by end of September.

Inventory Management Improvements

Mobile Inventory Solutions

• An inventory application has reached full development but requires data input before going live; it promises mobile functionality for easier access.

Dashboard Enhancements

Continuous Improvement Efforts

• Ongoing improvements are being made on dashboards managed by Bank Ma'el as part of efforts towards better operational efficiency.

KPI Performance Review

Current Status Across Branches

• All branches show green status in key performance indicators except Sunnyfield which faces challenges attracting new students.

Specific Challenges at Karawaci

Targeted Coaching Initiatives

• Karawaci branch experiences multiple red flags prompting specialized coaching interventions aimed at improving overall performance metrics.

Roleplay and School Consultant Initiatives

Roleplay Training for Admissions

• The school is implementing roleplay sessions every two days, focusing on hands-on training materials that staff must study.

• These roleplays are designed to enhance learning and performance in admissions processes.

Development of School Consultant Program

• Plans to expand the franchise model include establishing a standalone program for School Consultants.

• There is interest from students seeking internships at schools, indicating potential growth in teaching roles.

Monitoring and Competency Assessment

• Implementation of monitoring by PPUB aims to assess competencies and capacities of interns, particularly for preschool positions.

• Successful candidates may be added to a database for future hiring needs.

Scheduling and Reporting

Meeting Schedules

• Meetings regarding school performance documentation are scheduled for the end of the month, aligning with term closures.

• This timing allows comprehensive reporting on achievements before moving into the next phase.

Staffing Updates

• Ongoing efforts to secure permanent staff include tracking candidates from various locations; updates have been slow.

• A candidate from Sunnyfield has been identified but faced delays due to administrative issues affecting accreditation requirements.

Application Audits and Social Media Strategy

Changes in Hiring Process

• Adjustments in the formula for hiring permanent staff necessitate early communication about expectations and support structures.

Audit Plans

• Monthly audits will be conducted on application usage to identify bugs and improve functionality ahead of a planned go-live date on September 28th.

Revenue Generation Strategies

New Programs and Promotions

• Efforts continue towards revenue generation through new programs like EBITesting, alongside creative promotional strategies.

AI Implementation Discussion

• A seminar discussed AI's role within organizations, emphasizing its potential impact on productivity rather than mere installation of technology.

Effectiveness of AI Integration

Measuring Productivity Gains

• The focus is on evaluating whether AI implementations lead to measurable increases in productivity across departments.

Continuous Improvement Goals

• The ultimate aim is not just adopting AI but improving existing procedures, reporting methods, and work patterns over time.

Marketing Communication Insights

KPI Discussions

• Acknowledgment of scaling up efforts leads into discussions about Key Performance Indicators (KPIs), with requests for feedback on Markom’s performance.

Revenue Generation Challenges

• Concerns raised about lack of feedback hinder understanding how Markom can better contribute to revenue generation despite being primarily supportive.

Brand Awareness Achievements

Target vs. Achievement Analysis

• Reports indicate significant success in brand awareness campaigns exceeding targets due to extensive advertising efforts.

Voucher Sales Issues

• Challenges remain regarding monetizing vouchers effectively while ensuring proper financial channels are established without fraud risks.

Overview of Marketing and Social Media Performance

Agency Services and Team Structure

• The success of agency services relies on having a dedicated team to engage potential clients effectively.

Social Media Metrics

• Social media performance includes 1.1 million reach, 442 hours of YouTube watch time, and 212 published content assets excluding ads.

Instagram and TikTok Engagement

• Instagram reached 928,000 followers with a new follower count of 716; engagement rate is at 3.06%. TikTok gained 12,410 followers in August with significant viewer engagement.

Audience Demographics

• The primary audience for social media consists of young mothers aged between 25-34 years, making up about 65% of the demographic.

Optimal Engagement Times

• Peak interaction times on social media are Friday evenings from 6 PM to 9 PM and Sundays; advertising should be planned accordingly to maximize reach.

Lead Generation Achievements

Audit Process and Campaign Performance

• In August, the marketing team conducted an audit leading to a total digital posting time of 89 minutes across various campaigns.

Campaign Statistics

• A total of 128 campaigns were published in August under the supervision of digital marketing specialists within the marketing communications (Markom).

Budget Adjustments and Cost Efficiency

• There was an increase in budget allocation as per directives from DOD, resulting in a decrease in cost per lead during August.

Closing Rates Analysis

• Total closings saw a decline in August; click-through rate (CTR) stood at 3.56% for that month.

Return on Ad Spend (ROAS)

Financial Insights from Advertising Efforts

• ROAS calculations indicate that Marcom's ad spending accounted for only 1.42% of total revenue generated from ads based on varying campaign performances.

Content Performance Breakdown

• In August, there were a total of 55 digital posts; notable mentions include zero posts from Sanifil Karawaci while Pontianak and Jambi had minimal activity.

Winning Content Strategies

Effective Campaign Elements

• The most successful content contributing to leads included "always-on" advertisements yielding significant results with over 700 leads generated.

Event Support Strategies

• Events like Open House contributed significantly to lead generation through strategic digital advertising efforts by Markom, resulting in substantial closing rates.

Recent Updates on Lead Management

List Management Challenges

• As reported on September 14th, there were challenges managing lists with only a small percentage converting into closings despite high list numbers (374 leads).

Future Directions

• Emphasis will be placed on improving conversion rates by categorizing leads more effectively into hot or warm prospects for better targeting strategies moving forward.

Digital Transition Initiatives

Support Requests for Digital Campaigning

• A call for support regarding campaign management was made due to overwhelming backend processes associated with numerous ongoing campaigns needing alignment without limiting ad placements directly.

Conclusion Remarks

• Final thoughts emphasized the need for audits followed by benchmarking future campaigns while maintaining flexibility in material changes as necessary.

Performance Overview for August

Achievement Against Targets

• In Gading Serpong, the achievement was 98% of the target, missing by only 2%, which equates to 22 students.

• BSD achieved 97% of its target with a shortfall of 15 students; Sunnyfield reached only 94%, falling short due to one student's low score affecting overall performance.

• The maximum AP usage across branches was below 90%, indicating budget adherence but also room for improvement in several areas.

Financial Insights

• Increased enrollment in annual tuition payments at Gading Serpong rose from 310 to 328 students (6% increase), while BSD saw a significant rise from 222 to 260 students (17% increase).

• Immediate actions are needed for treasury management regarding upfront tuition payments to optimize financial income.

Finance Division Discussion

Questions and Coordination

• A call for questions from the finance division was made, emphasizing the need for coordination on revenue accounts outside school operations.

• Discussion about creating separate bank accounts for revenue generation without using the foundation's name, highlighting legal considerations.

Operational Improvements

• Emphasis on collaboration between various units such as education and admissions to enhance operational efficiency and update standard operating procedures (SOP).

Business Development Unit Update

Key Performance Indicators (KPIs)

• The business development unit has set an annual revenue target of IDR 10 billion and aims to manage a total of 19 property units.

• Current revenue realization is at IDR 97 million against a target of IDR 70.5 million, marking a total achievement rate of only 36%.

Property Management Challenges

• Out of the targeted properties, only three are currently leased, representing just a fraction (16%) of the goal; efforts are underway to improve marketing strategies through real estate agents.

Revenue Tracking and Lead Generation

Weekly Revenue Analysis

• Weekly income tracking shows that August's total revenue did not meet expectations; week three recorded particularly low figures compared to targets.

Team Structure and Lead Optimization

• Currently, there is only one staff member alongside the head of business development; efforts are being made to generate eight new leads weekly despite limited resources.

Marketing Strategy Review

Promotion Effectiveness

• Observations indicate minimal promotional content on social media platforms; previous posts lacked consistency and quality in presentation.

Future Initiatives

• Plans are underway to enhance promotional activities with better content creation strategies involving design teams aimed at improving visibility and engagement.

Content Planning and Database Organization

Overview of Content Strategy

• The team has developed a content plan focusing on four pillars, which will be elaborated upon later. Initial promotional content is already in progress.

Database Management

• A database organization effort was initiated due to the previous disorganization observed upon entry into the role.

• Staff member Maria indicated that the old BD did not leave behind any assets related to the database, necessitating reconstruction from existing files.

Lead Follow-Up Process

• Approximately 300 leads were compiled for follow-up, including those from 2022 and 2023.

• Daily follow-ups are being conducted on existing leads while also adding new ones; August saw an addition of 137 new leads.

Importance of Customer Engagement

Challenges with Customer Retention

• There is a noticeable lack of customer engagement, leading to transient interactions without repeat orders.

• Establishing strong relationships with leads is crucial for generating repeat business and increasing revenue potential.

Support Needed for Business Development

Human Resource Requirements

• Additional human resources are needed as per directives from management; coordination with HRD has begun to focus on sales-oriented roles.

Portfolio Development

• The absence of a catalog or portfolio hinders effective lead approaches; efforts are underway to create a comprehensive portfolio showcasing past work.

Standard Operating Procedures (SOP)

SOP Development Initiatives

• Discussions have started regarding the creation of SOP documents for staff in business development, aiming to streamline operations.

Sales Planning Strategies

Target Setting and Lead Generation

• Current critical numbers indicate a need for eight new leads weekly; however, targets have been set at ten new leads daily outside personal efforts.

Canvassing Efforts

• Coordination with Maria includes canvassing wedding organizers who prefer face-to-face communication over virtual meetings.

B2B Focus and Content Planning

Strategic Partnerships

• Emphasis is placed on building long-term partnerships with wedding organizers and companies rather than one-time customers.

Content Posting Schedule

• A posting schedule has been established featuring three posts weekly across four content pillars: franchise, shooting, get some money, and others.

Continuous Improvement Commitment

Evaluation and Strategy Refinement

• The unit acknowledges existing shortcomings but commits to ongoing evaluation and strategy refinement for better performance outcomes.

Questions Regarding System Building

Discussion Points Raised

• Questions arise about establishing systems such as SOP for team members like Maria and design staff involved in shooting projects.

Importance of Relationship Building

Bonding with Partners

• Emphasizes the significance of relationship-building skills among team members to foster lasting connections with partners.

Documentation Needs

Asset Documentation Requests

• A request is made for documentation visits within a week to gather fresh promotional materials since current assets are outdated.

Addressing Negative Feedback

• Some negative feedback has surfaced regarding past collaborations that need addressing before moving forward effectively.

Sales and Event Progress Overview

Critical Numbers and Sales Metrics

• The first KPM critical number indicates a small annual fund of 6 billion, with a pipeline coverage ratio at 8% and corporate seminar retention at 0%, as no seminars have been held yet.

• As of today, ticket sales increased from 37 to 47, generating revenue of Rp67.624.312.

• A booth was sold to Mekari for Rp15.000.000; the administrative process is ongoing, but confirmation has been received.

Coordination and Support

• Coordination among divisions is progressing well, especially with teams from Marko, PMB, and BSD providing significant support for the upcoming event.

• Promotional assistance from other units like Markom and PMB has been beneficial in internal promotions.

Social Media Sales Efforts

• Ticket sales via social media platforms like tiket.com are underway; however, sponsorship proposals to Unilever and Cinarmas were unsuccessful due to lack of serious interest.

Event Logistics and Planning

• Current achievements include selling 47 tickets with total revenue at Rp67 million; the website is functioning smoothly without technical issues.

• A list of committee members has been prepared for discussion; additional networking leads are still needed from other units.

Promotion Ideas and Future Events

• The PMP team has provided numerous promotional ideas; further discussions on engaging content that could go viral are encouraged.

• Plans include continuing offline promotions targeting B2B opportunities at campus events such as "Road to Golden Jobly" on September 26.

Community Engagement Strategies

• Anticipating around 1,400 attendees at the event aims to generate quality leads; discussions with Indodax indicate potential collaboration opportunities.

Finalization Steps for Event Preparation

Committee Structure Finalization

• The finalization of the committee structure is expected by September 20, ensuring all roles are clearly defined before the event date.

Rundown Completion Timeline

• Aiming for completion of the event rundown by September 18 to align with committee organization efforts.

Suggestions for Enhancing Ticket Sales

Utilizing Speaker Networks

• Engaging speakers' social media followers can enhance outreach by directly messaging their audiences about the event.

Clarifying Revenue Goals

• Emphasizing that ticket sales should not be viewed as immediate revenue but rather targets that need clear operational goals set beforehand.

Focus on Community Outreach

Importance of Community Engagement

• Highlighting community connections as essential for driving ticket sales rather than relying solely on traditional marketing methods.

Strategic Recommendations

Sponsorship Over Ticket Sales

• Prioritizing securing sponsorship deals over ticket sales is crucial since they cover operational costs more effectively than ticket revenues alone.

Current Ticket Status

• Last reported figures show a total sale of 47 tickets against an auditorium capacity of up to 500 seats.

Coordination of Free Tickets Distribution

Discussion on Ticket Allocation

• The speaker emphasizes the need for coordination regarding the distribution of 100 free tickets, questioning how they will be allocated and whether they will be given to FOS or another party.

Updates on Campus Engagement

• Inquiry about previous campus outreach reveals that only one institution, Akmajaya, is showing potential interest while discussions are ongoing with others like Terusakti.

Challenges with Other Institutions

• The speaker notes that Binus has declined participation, and Monash initially showed interest but hesitated due to perceived high costs after learning about ticket prices.

Alternative Engagement Strategies

• Suggestion made to invite Monash as a guest speaker or for a parenting seminar to engage students and parents effectively, highlighting mutual benefits.

Ticket Purchase Limitations

• A request from a community member for purchasing a single ticket is denied due to lack of privileges associated with such purchases; the importance of maintaining ticket value is stressed.

Community Outreach Efforts

Need for Speaker Connections

• Discussion around reaching out to various communities for potential speakers; emphasis on leveraging existing connections within the community for better outreach.

Concerns Over Speaker Saturation

• There are concerns about overexposure of certain speakers which may complicate future sales efforts; urgency in establishing connections is highlighted.

Closing Remarks

Acknowledgment of Challenges

• The speaker acknowledges the difficulties faced in achieving extra revenue targets but expresses confidence in positive outcomes stemming from collective efforts.

Gratitude and Encouragement

• Concludes by thanking all participants for their reports and encouraging continued collaboration despite challenges ahead.