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Balanced Scorecard By Dr.Somjai Phagaphasvivat. Financial “To succeed financially, how should we appear to our shareholders?” Vision and Strategy Internal.

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งานนำเสนอเรื่อง: "Balanced Scorecard By Dr.Somjai Phagaphasvivat. Financial “To succeed financially, how should we appear to our shareholders?” Vision and Strategy Internal."— ใบสำเนางานนำเสนอ:

1 Balanced Scorecard By Dr.Somjai Phagaphasvivat

2 Financial “To succeed financially, how should we appear to our shareholders?” Vision and Strategy Internal Business Process “To satisfy our shareholders and customers,what business processes must we excel at?” Customer “To achieve our vision, how should we appear to our customers?” Learning and Growth “To achieve our vision, how will we sustain our ability to change and improve?” The Balanced Scorecard Provides a Framework to Translate a Strategy into Operational Terms

3 Broaden Revenue Mix Improve Returns Improve Operating Efficiency Increase Customer Satisfaction Through Superior Execution Increase Customer Confidence in Our Financial Advice Shift to Appropriate Channel Minimize Problems Cross-Sell the Product line Develop New Products Understand Customer Segments Provide Rapid Response Increase Employee Productivity Develop Strategic skills Access to Strategic Information Align Personal Goals Learning and Growth Perspective Internal Perspective Custom er Perspe ctive Financi al Perspec tive The Productivity Strategy “Improve operating efficiency by shifting customers to more cost-effective channels of distribution The Revenue Growth Strategy “Improve stability by broadening the source of revenue from current customers

4 Strategic Objective : “Develop the competencies needed to support the sales process” Strategic Outcome Measure (Lag indicator) Revenue per Employee or Sales per Salesperson Performance Driver (Lead indicator) Strategic Job Coverage Ratio Strategic Initiative Redesign the Staff Development Process 1. Identify strategic jobs 2. Build competency profiles 3. Assess current staff 4. Forecast requirements 5. Identify gap 6. Build staff development plan

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6 Strategic Themes Growth Sustain Harvest Business Unit Strategy Financial Perspective

7 The Customer Perspective - Core Measures Market Share Customer Profitability Customer Satisfaction Customer AcquisitionCustomer Retention

8 Customer Profitability

9 The Customer Value Proposition Responsive Personal Advisor ConvenientKnowledgeable Seamless Services Error Free Breadth of Offering ValueProduct/Service Attributes PriceFunctionalityQuality ImageRelationship Time Generic Model =++ Example : Retail Banking Value Proposition Product / Service AttributesImageRelationship Strategic Measures * Service* Request Failure Fulfillment Index Time

10 The Customer Value Proposition - Kenyon Stores Shopping ExperienceAvailabilityBrand ImageQuality Fashion and Design Price Benefit Value Propositio n Product / Service AttributesImageRelationship Strategic Measures * Average * Mark-up * Return * Market Share * Out-of-Stock * Mystery Shopper Unit Retail Rate ( key item) (%) ( key items) Price * Transactions * Target Item * Premium on per Store Growth Rate Brand Label Core Customer Measures * Customer Loyalty * Customer (annual purchase growth) Satisfaction (survey)

11 The Customer Value Proposition (Tier I) - Rockwater Relationship Professional Management TimelinessQualityFunctionalityPrice Product / Service AttributesImageRelationship * Safety * Minimum * Hours * Meeting Schedule * Honesty and Openness Revision of Worked of Contractor * Engineering Submitted * Timely Submission Service Procedures * Value for of Procedures * Flexibility * Quality and Money Awareness of * Contractual Performance * Innovativeness Responsiveness * Standard of to Reduce Cost Equipment * Team Rapport/ Provided Spirit * Quality of Personnel * Production Quality

12 The Internal - Business - Process Perspective - The Generic Value Chain Model Customer Need Identified Customer Need Satisfied Identified the Market Create the Product/Service Offering Build the Products/ Services Innovation Process Deliver the Products/ Services Service the Customer Operations Process Postsale Service Process The Internal - Business - Process Perspective - The Innovation Process Customer Need Identified the Market Create the Product/Service Offering Innovation Process Build the Products/ Services Deliver the Products/ Services Operations Process Postsale Service Process Customer Need Satisfied Service the Customer

13 The Learning and Growth Measurement Framework Results Employee Satisfaction Climate for Action Technology Infrastructure Staff Competencies Employee RetentionEmployee Productivity Enablers Core Measurements

14 Learning And Growth Perspective The Strategic Job Coverage Ratio - Measurement Concept The value chain can be used to identify the critical job families of the future ProcessActivitiesStrategic Job Families Make the Market* Identify segmentsCustomer Consultant * Economic value* Generalist * Listen to customer* Specialist Create the Offering* Design the productCustomer Service * Sourcing the product * Develop and package Market and Sell* PromoteOperations * Advise clients

15 Corporate Scorecard Strategy เพิ่มรายได้ลดต้นทุน Financial Perspective : F2 ลดต้นทุน F1 เพิ่มรายได้ Customer Perspective : C1 เพิ่มส่วนแบ่งทางการตลาด C3 รักษาจำนวนลูกค้าเก่า C4 สร้างความพึงพอใจให้ลูกค้า C2 เพิ่มจำนวนลูกค้าใหม่ พัฒนาผลิตภาพบุคลากร L1 พัฒนาคุณภาพบุคลากร L2 พัฒนาฐานข้อมูล L3 พัฒนาบรรยากาศการทำงาน Internal perspectiv e : Aftersale ProcessOperation ProcessInnovative Process I 1 พัฒนา ระบบ R&D I 9 พัฒนาระบบการตรวจ รับบ้านและโอนกรรมสิทธิ์ I 2 พัฒนาระบบ ประชาสัมพันธ์ Learning & Growth Perspective : I 7 พัฒนาประสิทธิภาพ การก่อสร้างและ QC I 3 พัฒนาระบบการ ให้ข้อมูลสินค้า I 10 พัฒนาระบบ บริการหลังการขาย I 5 พัฒนาระบบการให้ คำปรึกษาด้านสินเชื่อ I 6 พัฒนาระบบ การขอสินเชื่อ I 4 พัฒนาระบบการจอง และทำสัญญา I 8 พัฒนาระบบการ ส่งมอบให้ตรงเวลา

16 Corporate Scorecard Strategic Theme Customer SatisfactionSupply Chain Financial Perspective : F2 ลดต้นทุน F1 เพิ่มรายได้ Customer Perspective : C1 เพิ่มส่วนแบ่งทางการตลาด C3 รักษาจำนวนลูกค้าเก่า C4 สร้างความพึงพอใจให้ลูกค้า C2 เพิ่มจำนวนลูกค้าใหม่ พัฒนาผลิตภาพบุคลากร L1 พัฒนาคุณภาพบุคลากร L2 พัฒนาฐานข้อมูล L3 พัฒนาบรรยากาศการทำงาน Internal perspectiv e : Aftersale ProcessOperation ProcessInnovative Process I 1 พัฒนา ระบบ R&D I 9 พัฒนาระบบการตรวจ รับบ้านและโอนกรรมสิทธิ์ I 2 พัฒนาระบบ ประชาสัมพันธ์ Learning & Growth Perspective : I 7 พัฒนาประสิทธิภาพ การก่อสร้างและ QC I 3 พัฒนาระบบการ ให้ข้อมูลสินค้า I 10 พัฒนาระบบ บริการหลังการขาย I 5 พัฒนาระบบการให้ คำปรึกษาด้านสินเชื่อ I 6 พัฒนาระบบ การขอสินเชื่อ I 4 พัฒนาระบบการจอง และทำสัญญา I 8 พัฒนาระบบการ ส่งมอบให้ตรงเวลา

17 City of Chariotte City Council’s Strategy Map Restructuring Government Economic Development Transportation Community Safety City-within-a-City Strategic Themes Reduce Crime Increase Perception of Safety Strengthen Neighborhoods Enhance Service Delivery Maintain Competitive Tex Rate Promote Economic Opportunity Secure Funding/Service Partners Grow the Tax Base Maximize Benefit/Cost Maintain AAA Rating Increase Infrastructure Capacity Promote Community-Based Problem-Solving Improve Productivity Streamline Customer Interaction Increase Positive Contacts Corporate Scorecard Close Skills Gap Achieve Employee Climate Enhance Information Management Customer Perspective Financial Perspective Internal Process Perspective Learning and Growth Perspective Source : Adapted from R.S.Kaplan, “City of Chariotte(A),” (Boston:Havard Business School,1998),12.Reprinted by permission of Havard Business School.

18 City of Chariotte’s Scorecard Reduce Crime Increase Perception of Safety Strengthen Neighborhoods Enhance Service Delivery Maintain Competitive Tex Rate Promote Economic Opportunity Secure Funding/Service Partners Grow Tax Base Maximize Benefit/Cost Maintain AAA Rating Increase Infrastructure Capacity Promote Community-Based Problem-Solving Improve Productivity Streamline Customer Interaction Increase Positive Contacts Close Skills Gap Achieve Employee Climate Enhance Information Management Customer Perspective Financial Accountability Perspective Internal Process Perspective Learning and Growth Perspective Corporate objectives affected by the Department of Transportation. This was based on the original Chariotte Scorecard

19 City of Chariotte Department of Transportation’s Balanced Scorecard PerspectiveObjectiveLead MeasureLag Measure Customer C-1 Maintain the Transportation System C-2 Operate the Transportation System C-3 Develop the Transportation System C-4 Determine the Optimal System Design C-5 Improve Service Quality C-6 Strengthen Neighborhoods C-1 Repair Response: repair response action C-1 Travel Speed: average travel speed by facility and selected location C-2 On-Time Buses: public transit on time C-3 Programs Introduced: newly introduced programs, pilots, or program specifications C-5 Responsiveness: % of citizen complaints and requests resolved at the CDOT level C-6 Issue Response: defined situations where CDOT identities, responds to neighborhood traffic and mobility issues C-1 High-Quality Streets: condition of lane miles >,=90 rating C-2 Safety: citywide accident rate: # of high-accident locations C-3 Basic Mobility: availability of transit C-4 Plan Progress: % complete on 2015 Transportation Plan C-5 Commute Time:average commute time on selected roads C-6 Neighborhood-Oriented Programs: programs implemented as a result of community-based problem-solving

20 City of Chariotte Department of Transportation’s Balanced Scorecard PerspectiveObjectiveLead MeasureLag Measure Financial F-1 Expand Noncity Funding F-2 Maximize Benefit/Cost F-2 Costs: compared with other municipalities and private sector competition F-1 Funding Leverage: dollar value from noncity sources F-2 New Funding Sources: dollar value from sources not previously available

21 City of Chariotte Department of Transportation’s Balanced Scorecard PerspectiveObjectiveLead MeasureLag Measure Internal Process I-1 Gain Infrastructure Capacity I-2 Secure Funding/Service Partners I-3 Improve Productivity I-4 Increase Positive Contacts with Community I-1 Capital Investment: $ allocated to capital projects in targeted areas I-2 Leverage Funding/Service Partners: new funding/resource partners identified I-3 Cost per Unit: cost per unit I-3 Competitive Sourcing: % of budget bid I-3 Problem Identification: source and action I-4 Customer Communications: #, type, frequency I-1 Capacity Ratios: incremental capacity build vs. required by 2015 plan I-2 # of Partners: number of partners I-3 Street Maintenance Cost: cost/lane mile I-3 Transit Passenger Cost: cost/passenger I-4 Customer Surveys: survey results concerning service quality

22 City of Chariotte Department of Transportation’s Balanced Scorecard PerspectiveObjectiveLead MeasureLag Measure Learning and Growth L-1 Enhance Automates Information Systems L-2 Enhance “Field” Technology L-3 Close the Skills Gap L-4 Empower Employees L-1 IT Infrastructure: complete relational database across CDOT L-3 Skills Identified: key skills identified in strategic functions L-4 Employee Climate Survey: results of employee survey L-1 Information Access: strategic information available vs. user requirement L-2 Information Tools:strategic tools available vs. user requirement L-3 Skills Transfer: skill evidence in job L-4 Employee Goal Alignment: training/career development aligned with mission

23 ABB Switzerland’s Strategic Controlling Process Strategy Business Idea Actions and Key Performance Indicators Strategic Controlling Main Actions Key Performance Indicators 1 Balanced Scorecard 2 Objectives/Measure/Milestones 3 and 4 Strategic Program/Actions (Costs,Benefits,Key Performance Indicators,Milestones,Owners) Management Process Strategy Budget (1 year) Business Plan (2 Years) Target Data Gap Analysis 3-Quarter Rolling Forecast


ดาวน์โหลด ppt Balanced Scorecard By Dr.Somjai Phagaphasvivat. Financial “To succeed financially, how should we appear to our shareholders?” Vision and Strategy Internal.

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