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INTEGRATING THE BALANCED SCORECARD INTO STRATEGIC PLANNING PROCESS

Targets for Value Drivers

Instruction
(Growth, Profitability) and

Strategy
0. Top-Down Targets
Success, Dimensions
(Customers, Market, Processes, (Action + Key Performance
Innovation, Employees) Indicators)

What is our Business Mission.? 1. Business Idea

2. Status and Targets


Where are we now.? Traditional
Where should we be in 4 years.? Process for
From Scenario
to Strategy
Strategy
Development
How can we 3. Market Description
describe our
market.?

Who are our 4. Competitive Situation


competitors?

Updating of What factors 5. SWOT Analysis


targets are for and
against us.?

6. Strategy
How should we advance.?

Preparation for Development of the Balanced Scorecard

7. Strategic Objectives
Management From Strategy

Translate the strategy into a set


to Action

Of objectives and measures.

Build an action plan balancing 8. Measurement


Outcome measures and
Performance drivers New Process
9. Business Plan for Strategy
Process

Depolyment

Link the Strategic action plan to the 10. Integration of the Balanced
management process Scorecard into the company
LINK AND ALIGN THE ORGANIZATION AROUND ITS STRATEGY

MAADANIYAH

Maadaniyah Scorecard Line Business Support Units External Parteners


(Shared Strategic Agenda)

Aslak Mahawer Masabik XXX


Themes Actual Target Measures A B C D

1. Aggressive Growth XXX

2. EBITDA XXX

3. Profit margin XXX


▪ Customer Scorecards
4. Customer Retention % XXX
▪ Finance ▪ Distributor Scorecards
5. Customer Loyalty XXX
▪ Marketing ▪ Joint Venture Scorecards
6. Cost per unit XXX
XX XX XX XX ▪ Distribution ▪ Vendor Scorecards
7. Cycle time index XXX
▪ Procurement ▪ New Venture Scorecards
8. Complaint rate XXX
▪ Purchasing ▪ Outsourcer Scorecards
9. Employee Satisfaction XXX
▪ Human Resources
10. Absenteeism & Incident report XXX
▪ Information Technology

A corporate scorecard defines Each SBU develops a long - range Each support unit Plans and Balanced
overall strategic priorities. plan and Balanced scorecard develops a plan and Scorecards define
Consistent with Balanced Scorecard Relationships with external
corporate strategic for “ best-practice” Partners consistent with
agenda sharing to create SBU strategy
synergies across SBUs.
OPERATIONS MANAGEMENT STRATEGY MAP

Productivity Strategy Growth

Financial
Long-Term
Perspective Shareholder value

Industry Cost Maximize use of Increase Share of New Revenue


Leader Existing Assests Customer Sources

Customer Competitive Speedy, Timely Excellent


Low Total Cost Perfect Quality
Perspective Prices Purchase Selection

Develop Supplier Produce Products and


Distribute to Customer Manage Risk
Internal Relations Services
Perspective ▪ Lower cost of ▪ Lower cost of ▪ Lower cost of serve ▪ Financial risk (high credit
ownership Production ▪ Responsible delivery time rating)
▪ Just-in-time delivery ▪ Continuous Improvement ▪ Enhance quality ▪ Operating risk
▪ High - quality supply ▪ Process cycle time ▪ Technology risk
▪ New Ideas from suppliers ▪ Fixed Asset utilization
▪ Suppliers partnerships ▪ Working Capital
▪ Outsource mature efficiency
nonstrategic services

Human Capital Information Technology Organisation Capital

Learning and
Skills in Quality Management / Technology That
Growth Culture for Continuous
Process Improvement Facilitates Process
Perspective Improvement
Improvement
CUSTOMER MANAGEMENT SCORECARD

Perspective Objective Measure


▪ Create new sources of revenue ▪ Revenue from new customers
Financial ▪ Increase revenue per customer ▪ Share of wallet
▪ Increase customer profitability ▪ Profits per customer (ABC)
▪ Improve sales productivity ▪ Cost of sales (by channel)

▪ Increase customer satisfaction ( with value proposition) ▪ % customers highly satisfied


Customer ▪ Increase customer loyalty ▪ Customer retention
▪ Create raving fans ▪ Depth of relationship
▪ % business from customer referrals

▪ Understand segments ▪ Contribution by segment


Selection ▪ Screen unprofitable customers ▪ % unprofitable customers
▪ Target high-value customers ▪ # strategic accounts
▪ Manage the brand ▪ Brand awareness / preference

▪ Communicate value proposition ▪ Brand awareness


Internal Process

Acquisition ▪ Customize mass marketing ▪ Campaign response rate


▪ Acquire new customers ▪ # leads / conversion rate
▪ Develop dealer networks ▪ Dealer quality rating

▪ Provide premium customer service ▪ # premium customers


Retention ▪ Create sole source partnerships ▪ % revenue from sole source
▪ Provide service excellence ▪ Service levels (by channel)
▪ Create lifetime customers ▪ Customers lifetime value

▪ Cross-selling ▪ # products per customer


Growth ▪ Solution selling ▪ # jointly developed service agreements
▪ Partnering / Integrated management ▪ # / $ from gain - sharing agreements
▪ Customer education ▪ Hours with customer

Human ▪ Develop strategic competencies ▪ Human capital readiness


Learning and Growth

Capital ▪ Attract and retain top talent ▪ key employee turnover

Information ▪ Develop strategic CRM portfolio ▪ Application portfolio readiness


Capital ▪ Increase knowledge sharing ▪ # customer KMS hits /employee

Organisation ▪ Create customer - focused culture ▪ Customer survey


Capital ▪ Create personal goal alignment ▪ Employee objectives linked to BSC

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