International Academic Seminars
January, 2014
Dr. (c) Rodolfo J. Cremer, MBA
Director
MdS Perú
Rodolfo J. Cremer, MBA, Ph.D. (c)
Academic Vice President
San Ignacio de Loyola University
© Dr. (c) Rodolfo J. Cremer - E...
The way we will interact (in this course)

“When teaching,
teach also to doubt
what you teach”.
Ortega y Gasset

© Dr. (c)...
¿who are you?
¿where do you come from?
¿what do you expect to happen?
(in this 6 hours)
¿who am I?
¿what am I doing here?
(what do I expect to happen)
Ph.D. (c) Rodolfo J. Cremer, MBA
Vice President at Universidad San Ignacio de Loyola, Lima, Perú
Director at Marketing de ...
Education

Student

Teacher / Lecturer

Undergraduate
•

Business
Administration

Graduate
•

MBA

Doctoral
•

Internation...
Work Experience

Full Time

Consultancy

Services
•
•
•
•
•
•
•
•

Education
Banking
Microfinance
Gaming
Beauty
Consultanc...
¿who am I?
¿what am I doing here?
(what do I expect to happen)
Getting to know your
expectations

¿what do you expect from a quality

Strategy &
Balanced Scorecard?
“course” of

www.mar...
Expectations from the course of Strategy & BSC

Course: Strategy & Balanced Scorecard
INSEEC, Paris. 2014-01-20
© Dr. (c) ...
OK. Let’s start …

IMPORTANT / “DISCLAIMER”:
This PPT is only supporting material for class discussion.
Not everything tha...
Neils Böhr said:

“The opposite of a fact is a
falsehood;
but the opposite of a
profound truth may well be
another profoun...
Confucius said:

“Study without thinking
is a waste of time;
thinking without study
is dangerous”.
The Art of Strategy, Th...
In this seminar :

We are going to do something
executives rarely do
(and I include myself of course).

2012 © - Dr. (c) R...
We are going to

think
(to think strategically)
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios....
We have no time to plan the
future; we are too busy
solving today’s problems.
Anonymous

(and -on the waywe are measuring ...
“I am interested
in the future
because is where I am
going to spend
the rest of my life”.
Woody Allen

© Dr. (c) Rodolfo J...
2 favours:

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
© Dr. (c) Rodolfo J. Cremer – Md...
1. During learning
periods the mind acts as
a parachute
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Serviciosese...
It’s better

when it is

open
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
© Dr. (c) Rodo...
The opposite to …

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
© Dr. (c) Rodolfo J. Crem...
The closes to …

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
© Dr. (c) Rodolfo J. Cremer...
2.
NO Paradigms /
NO Prejudices.
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
© Dr. (c) R...
Managing the
plan

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com

27
“However beautiful the strategy,
you should occasionally look at the results.” Churchill
2012 © - Dr. (c) Rodolfo J. Creme...
What
gets
measured,
gets
done.
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
© Dr. (c) Rod...
Agenda for today
1. What’s Balanced Scorecard
(Aligned to Strategy and Tactic).

2. A synthesized step-by-step method
to m...
What’s Balanced Scorecard
BSC

© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
First concept

WHAT’S BSC
Balanced Scorecard

© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
Introduction

“The BSC transfers the strategy and
mission of an institution into a wide
group of actions that provide the
...
(translating strategy into action & ensures focus on results)

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servi...
[a way… a tool …
a methodology to…]

“make the
strategy land on
the action.”
Dr. (c) Rodolfo J. Cremer, MBA
2012 © - Dr. (...
“Tell me what you
measure,
and I tell you what you
achieve.”
Seminario de fidelización de clientes.
Lima, Perú. 2012.
(exa...
Changes
We're not in a world of changes
We are in a change of world


The competence in the industrial era has
transforme...
Intangible Assets as…


Developing customer relations (loyalty)



Segmentation of customers and personalized service

...
New Hypothesis in the Organizations
in the Information Era


Cross-functions.
 The functional especialization led to a h...
Cross-functions

organization

customer

Process
(need cross-functional organization)

© Dr. (c) Rodolfo J. Cremer – MdS M...
This is the way in
which a traditional
organization chart
works today

Contribution from
Prosper Bernard, Ph.D.
(mi profes...
… and these are the results…

It’s not enough to do things right,
we have to do “right” the “right” things.

© Dr. (c) Rod...
New Hypothesis in the Organizations
in the Information Era


Cross-functions.
 The functional especialization led to a h...
Changes in the Organization



TQM  Total Quality Management.



JIT  Just in Time Production.



Competence based on...
Team work


The

objectives they want to reach must be explicit

(and understood by everybody in the same way)

2012 © - ...
Team work


The

objectives they want to reach must be explicit

(and understood by everybody in the same way)

For examp...
Team work


The

objectives they want to reach must be explicit

(and understood by everybody in the same way)

For examp...
Introduction to concepts and processes of BSC

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.c...
Four barriers to strategic implementation
(9 out of 10 companies fail when executing their strategies)

1. Vision Barrier
...
Four Barriers to strategic implementation
(9 out of 10 companies fail when executing their strategies)

1. Vision Barrier
...
BSC creates an organziation oriented to the strategy
1.Executive leadership
Sense of urgency & focus on execution

2.Trans...
Principles of a strategy-oriented company

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com

...
Principles of a strategy-oriented company

We do not need lone rangers
we need teams
2012 © - Dr. (c) Rodolfo J. Cremer – ...
Principles of a strategy-oriented company
1. Transform strategies into
operational terms

… so that everyone can
understan...
Principles of a strategy-oriented company
1. Transform strategies into
operational terms

… so that everyone can
understan...
every time you
change the strategy
Principles of a strategy-oriented company
must (look) change /
align the
organization
1...
Principles of a strategy-oriented company
1. Transform strategies into
operational terms

… so that everyone can
understan...
Principles of a strategy-oriented company
1. Transform strategies into
operational terms

… so that everyone can
understan...
Principles of a strategy-oriented company
1. Transform strategies into
operational terms

… so that everyone can
understan...
“What is executieve
leadership?”
What skills should the leader have?

© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servi...
Leadership

Video: Leadeship - Himno

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com

61
Leader Skills
Conclusiones

Conclusions

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
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
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






Acompañó.
Dio Seguridad.
Guio, ...
Leader Skills
Conclusiones

Conclusions

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



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
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



No se roba los triunfos.
Es humilde per...
What’s BSC
Conceptually, the BSC is a management model that
helps the organization to transform the strategy into
operatio...
Four perspectives of business
Vision
•Profitability
•Growth
•Shareholder value

1.
2….

How to translate
the SP1 into
proc...
transforming

Vision

into

Action

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
© Dr. (c...
VISION

Reach
finnancial
success

Finnancial results

Generate
value to our
customers

Benefits for the
customers

read

F...
BSC terminology
 Objetive
Statement of what the strategy must accomplish and it is key to its success

 Indicators
How w...
Example: Southwest Airlines
Strategic Topic:
Operational Effectiveness
Profitability
Finnancial
Fewer
planes

More
passeng...
6-step process to delevop the BSC
Step 1

Step 3
Build strategic
relations

Define the
strategic
destination

Step 5
Selec...
Key factors for success

1. Involve the right
people
2. Make sure the leaders
know and support the
process
3. Make sure th...
Input for the process of building the BSC
Information from the company:


Strategic plan



Finnancial plan



Human Re...
Four perspectives of business
Indicators

Vision
•Profitability
•Growth
•Shareholder value

1.
2….

1.
2…

Customers

•Cyc...
Four perspectives of business
Indicators

Vision

1.
2….

ROI

Goals

1.
2…

Initiaitives

1.
2…

EVA

•Profitability
•Gro...
Strategy Mapping

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com

75
Steps 1 to 3
A look at the big picture
Step 1

Step 3

Step 5

Define the
strategic
destination

Build strategic
relations...
The develpment tema synthetize the strategy
2
Define / form
strategic goal and
topics
1
Takes notes of
the interviews

4
D...
Strategic direction / destination
The purpose
¿what will your organization be like in 5 years?
Describe the “DESTINATION” ...
Strategic Topics
Articulate the strategy
Strategic topics:

 They form a chain of
objectives linked to the
strategic focu...
Example: Southwest Airlines
Strategic Topic:
Operational Effectiveness
Profitability
Finnancial
Fewer
planes

More
passeng...
Objectives: Southwest Airlines (example)
Strategic Topic:
Operational Effectiveness

Objectives
Individual
objectives

Pro...
workshop

Strategy mapping
(please form groups of 4-6 people each)

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de ...
1. Map the following strategy.
(just an practice)
For a small supermarket / convenience store
located in high class reside...
Vision:

Finnancial

Value Proposition
Characteristics / Attributes:
• abc

Differentiation:
• abc

Customer

Internal Pro...
workshop
Conclusions

Strategy mapping

© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
Strategy Mapping
Conclusions





abc
abc
…

© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
Strategy Mapping
Some Conclusions



A lot of ideas are requiered, discusseed and the most
appropiate is chosen.



Keep...
Step 4
Determining the key indicators
Step 1

Step 3

Step 5

Define the
strategic
destination

Build strategic
relations
...
Definition of Indicators

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com

89
Objective of the strategic indicators


Organizational motivation
 The indicators work well as a tool to move towards th...
Criteria to select strategic
1. Strategic communication


Remember: “Tell me
what you measure,
indicators you what
and I ...
Indicators can have different formats
Rates

Absolut
numbers

(i.e. finnancial
ratios) a
relationship
between two
numbers ...
Indicators can have different formats
indicator

Pros

Cons

Absolut numbers

Simple, clear;
unambigouously

Quality depen...
2 types of strategic indicators

Results Measurements

Trend and Action Inducers
Purpose

Purpose
– Focuses on the perform...
Indicators
BSC
Financial Perspective

Result Indicators

Customer Perspective

Internal and process
perspective

Trend Ind...
Result indicators (LAG) - Example
Perspective
Finnancial
Perspective

Strategy

Result measurements
ROE
Growth Ratio

F1 –...
Trend indicators (LEAD) - Example
Result indicators
Finnancial
Perspective

Increase
sales

Extend
sales MIX

Client’s
Per...
The Value Proposition


Inside the customer’s perspective

The Value Proposition
Basic requirements
¿what must be
accompl...
Competitive Advantage
“Something”
my company
has

Competitive
Advantage

“Something"
that my
competition
does not

“Someth...
Common difficulties when developing indicators or
measurements



Does not have a transfunctional reliable interpretation...
workshop

Identifying the indicators

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
© Dr. ...
1. Now lets work on the indicators.
2. (this is just another exercise)
Identify an indicator for each objective:
• Keep ou...
workshop
Conclusions:

Identifying the indicators

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservici...
Identifying the indicators
Conclusions





abc
abc
…

© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
Setting Goals

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com

105
Step 4
Determining the indicators
Step 1

Step 3

Step 5

Define the
strategic
destination

Build strategic
relations

Sel...
The purpose of goals


Set / Communicate the
expected level of
performance for the
organization



Give the individuals ...
Criteria to set goals


Set one goal per indicator



Make sure they are measurable (quantifiable)



Make sure the exp...
Long Term Goals


Establish a long Term Goal (3 - 5 years)



Keep the organization focused on the Long Term (while
work...
Methods to set goals
Methods to set goals

Indicators

Goals
2005

Derived from a general
goal

Income

Benchmarking with
...
Check the logic of assumptions
Correlation
Finnancial
Perspective

Objective

Indicators

Customer’s
Perspective

Satisfy ...
Check the logic of assumptions
Correlation
Finnancial
Perspective

Sale of new
products

Customer’s
Perspective

Objective...
The BSC process

El BSC project is a dynamic
process: the definitions can
be checked and adjusted
after every step of the
...
Possible difficulties setting goals
Consequences
1. No data to support the goal
2. The new indicator is totally new - no h...
Making an inventory, Mapping and Prioritizing
Initiatives
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Serviciose...
Steps 5 and 6
Prioritizing initiatives and implementation plan
Step 1

Step 3

Step 5

Define the
strategic
destination

B...
Purpose of the initiatives
1. They are defined to close the perforamance GAP
Example:
Objetive

Indicator

Goal

Initiativ...
Definition of initiatives
A strategic initiattive can be seen as a “project
itself (per se)”
A good strategic initiative m...
Objectives and Initiatives
 Name of the objective
 Sponsor (champion): responsible for developing it

 Responsible (¿wh...
Process of Rationalization of initiatives
1. Identify and collect all the initiatives
2. Map the relation between the init...
Prioritizing and Alignment of initiatives
Quality projects,
processes,
improvements,
etc

-1–
Identify
initiatives

Market...
Initiative 15

Initiative 14

Initiative 13

Initiative 12

Initiative 11

Initiative 10

Initiative 9

Initiative 8

Init...
Process of prioritizing Initiatives
When we prioritize initiatives to link them to the strategy
remember to:
1. Create a s...
Benefits of the Inventary process, Map and prioritizing
BSC innitiatives
1. Links insufficient
resources with the
strategy...
Typical challenges in inventary, linking and prioritizing
innitiatives
1. It can be difficult to collect / link all initia...
Lead, Sponsor y Internal sale

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com

126
Advocacy /Defense
1. BSC projects won’t be successful
without an ongoing & permanent
committment (leadership /
coaching)
2...
Abilities and attributes of the sponsor
1. Ability to “sell” concepts (perception and differentiation)
2. Able to stimulat...
Questions?
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios

129
Final Conclusions
Seminar Conclusions’

1. abc
2. abc
3. …

© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
!

thanks

© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
Second concepts

Some examples

© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
Second concepts

Some examples
Microfinances Bank

© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
BSC
Performance indicators
Balanced Scorecard
3 de junio del 2003
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
WE ARE A GROUP OF PEOPLE COMMITTED TO THE DEVELOPMENT OF THE MICRO AND SMALL ENTERPRISE
PROVIDING QUALITY SERVICE THAT EXC...
To be a Leader ih the EMyPE segment
 Reknown by everybody

 Identify the leadership attributes (in the industry)

top of...
opinion

To be a Leader in the EMyPE segment
5
4
3

2
1
1

2

3

4
5
knowledge

© Dr. (c) Rodolfo J. Cremer – MdS Marketin...
High value PRODUCT growth in
EMyPE
 Grow over their own portfolio

 Grow over the sector average
 Ensure sustainability...
High value PRODUCT growth in
EMyPE
Mibanco investment growing in the MyPE sector
should be increasing (o at least grow at ...
Develop a VALUE RELATIONSHIP
with the customer

BELIEVE

VALUE RELATIONSHIP
ASSUMPTIONS:
 High retention (current custome...
Universe of clients (and ex- clientes ) from Mibanco
(Note: Don’t include prospects)

Recency:
Ex – Customers who haven’t
...
1) Retention rate:
Current customers
Universe of customers

Óptimal:
Minimum:

= Retention

1.00
0.00

2) Recency rate:
 ...
Develop a VALUE RELATIONSHIP
with the customer
(“Real World Results”)
measurement date

April 1st 2013

Active
Active clie...
Give adequate financial products and
services
 Objective: fianncial products and services
appreciated by the client
 App...
Give adequate financial products and
services
Methods:
 Survey of satisfaction (current MyPE clients)

Value Scale:
 Val...
Being appreciated for the associated
services
 All the needs (not only the financial ones)

 How Mibanco contributes to ...
To have a strong MiBanco image in the
EMyPE
 Clear and strong image in the current customers as
well as in the target cus...
To have a strong MiBanco image in the
EMyPE
Atributo 1
6

5

Actua Image

4

Atributo 6

Atributo 2

3

2

1

0

Atributo ...
Develop the relationship with the
customer, to ensure the product and
services’ appreciation.
 To measure the “quality of...
Develop the relationship with the
customer, to ensure the product and
services’ appreciation.
C=E–P

ó

C = P / E (índice ...
Generate a unique and differentiated
message
 A message that transmits Mibanco’s identity
 Differentiating element
 Cle...
Generate a unique and differentiated
message
Measurement:
 Anonymus Customer

Seeks to measure the degree of knowledge an...
DEVELOP THE STANDARDS OF THE
MICRO CREDIT INDUSTRY IN PERU
 To be the pioneer

 “set up the rules” in the industry

Meas...
Develop partnerships for complementary
services
 Services that exceed the financial aspect (without
disregarding it) that...
Develop partnerships for complementary
services
Measurement:
 Penetration (percentage) of provided services through
allia...
Diversify funding attracting savings
 Ensure funding reducing the risk
 Clients (MyPE) and non-clients from Mibanco

Mea...
Diversify funding attracting savings

I=

People Funding
Total Bank Loans

a) Ratio: deposits / loans
b) Ratio: volume gro...
Second Concept

Some examples
An electronic security
company

© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
Balanced Scorecard [BSC]

… from the Strategic Planning…
Our Vision:
“To be the leaders in integrated solutions for securi...
Balanced Scorecard [BSC]

… from the Strategic Planning…

Our values:


Trust – Honesty



Responsibility – Commitment

...
Balanced Scorecard [BSC]

… from the Strategic Planning…
Selected strategies:

1.

Entering and developing business inthe ...
Balanced Scorecard [BSC]

… from the Strategic Planning…

The big TIS strategy should be :
Enter the fire detection and f...
Balanced Scorecard [BSC]

Map: Managers Team

TO BE THE LEADERS IN INTEGRAL SOLUTIONS OF THE SECURITY MANAGEMENT THROUGH T...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Balanced Scorecard [BSC]

Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAV...
Second Concepts

Some examples
A steel & wire manufacter
Vision: to be recognized as a world class supplier of wire and related derivatives.

Financial
perpective

Income
increase...
Attachments
Material to make
the strategic plan

© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
Balanced Scorecard
Company XXX

- Personal Paper -

2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservic...
Vision:

Financial
Perpespective

Proposition of Value
Characteristics
abc

Differences:
• abc)

Client’s
Perpective

Inte...
Inseec - Strategy and Balanced Scorecard
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Transcript of "Inseec - Strategy and Balanced Scorecard"

  1. 1. International Academic Seminars January, 2014
  2. 2. Dr. (c) Rodolfo J. Cremer, MBA Director MdS Perú
  3. 3. Rodolfo J. Cremer, MBA, Ph.D. (c) Academic Vice President San Ignacio de Loyola University © Dr. (c) Rodolfo J. Cremer - Escuela de Postgrado Universidad San Ignacio de Loyola
  4. 4. The way we will interact (in this course) “When teaching, teach also to doubt what you teach”. Ortega y Gasset © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  5. 5. ¿who are you? ¿where do you come from? ¿what do you expect to happen? (in this 6 hours)
  6. 6. ¿who am I? ¿what am I doing here? (what do I expect to happen)
  7. 7. Ph.D. (c) Rodolfo J. Cremer, MBA Vice President at Universidad San Ignacio de Loyola, Lima, Perú Director at Marketing de Servicios for Perú, MdS Director at MERCO for Peru Professor Cremer is the Academic Vice President at Universidad San Ignacio de Loyola, responsible of the operation of the graduate, undergraduate & working adult programs. Until December 2012 he was Dean at the Universidad San Ignacio de Loyola Graduate School of Business. He is also Director at MdS (Marketing de Servicios, Peru), and member of the Advisory Committee at Merco Perú. He was Vice President at Universidad Peruana de Ciencias Aplicadas – UPC, member of Laureate International Universities), and his professional experience and academic background during the past 20 years have taken him to lead projects, directories and general management at different industries and market segments. He has wide experience in commercial and marketing strategies, designing strategic planning and constructing balanced scorecards, defining KPIs, designing service and loyalty programs, and the tactic execution of the strategy in the operational business. Professor Cremer teaches Strategic Marketing and Service Marketing, and has been lecturer in subjects as strategic planning and balanced scorecard, loyalty programs and service marketing strategies in many prestigious universities, MBA programs and postgraduate schools, as well as in open seminars and consulting projects. He was also lecturer in the international event BALAS 2006 (Business Association of Latin American Studies) and in the XI Seminary and I International Congress of Marketing and Publicity in Bucaramanga, Colombia (2007), and visiting professor at DeSales University, Pennsylvania, US (2009). His professional experience background is in multinational companies, where he has held the positions of director, marketing manager and commercial manager. His professional experience is in strategic planning and commercial and marketing plans, developing loyalty programs (CRM). He has worked for companies such as Pepsico, Price Waterhouse Coopers, Yamaha Motor of Peru, Kawasaki, Suzuki of Peru, General Motors, Mibanco, Los Delfines Hotel & Casino, Banco Financiero, Atlantic City Casino. He has developed programs of consultancy and participated in in-company seminaries for Interbank, Nissan, LAN, Asosiación Peruano-Britpanico, Constructora Líder, Besco, Impulse Telecom, Belcorp, Telefónica, Postobón (Colombia), among others. Mr. Cremer is a Ph.D. candidate in International Business Administration at Universidad Politécnica de Cataluña, Spain. He is also MBA by the UQÀM (Université du Quebec à Montreal), Canada, and MBA by the Universidad San Ignacio de Loyola (Lima, Peru). In both cases he graduated first place in his class.
  8. 8. Education Student Teacher / Lecturer Undergraduate • Business Administration Graduate • MBA Doctoral • International Administratrion © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  9. 9. Work Experience Full Time Consultancy Services • • • • • • • • Education Banking Microfinance Gaming Beauty Consultancy Security Health Automobile / Motorcycles / Industry Consumer Goods Construction / Real State © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  10. 10. ¿who am I? ¿what am I doing here? (what do I expect to happen)
  11. 11. Getting to know your expectations ¿what do you expect from a quality Strategy & Balanced Scorecard? “course” of www.marketingdeservicios.com © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  12. 12. Expectations from the course of Strategy & BSC Course: Strategy & Balanced Scorecard INSEEC, Paris. 2014-01-20 © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 13
  13. 13. OK. Let’s start … IMPORTANT / “DISCLAIMER”: This PPT is only supporting material for class discussion. Not everything that we discuss in class is in the PPT, either everything that is in the PPT will not necessary be discussed in class … However, I am available at rcremer@marketingdeservicios.com or rcremer@usil.edu.pe for any further information .
  14. 14. Neils Böhr said: “The opposite of a fact is a falsehood; but the opposite of a profound truth may well be another profound truth. © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 15
  15. 15. Confucius said: “Study without thinking is a waste of time; thinking without study is dangerous”. The Art of Strategy, Thomas Cleary © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 16
  16. 16. In this seminar : We are going to do something executives rarely do (and I include myself of course). 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 17
  17. 17. We are going to think (to think strategically) 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 18
  18. 18. We have no time to plan the future; we are too busy solving today’s problems. Anonymous (and -on the waywe are measuring anything) My own experience – Rodolfo Cremer © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  19. 19. “I am interested in the future because is where I am going to spend the rest of my life”. Woody Allen © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  20. 20. 2 favours: 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 21
  21. 21. 1. During learning periods the mind acts as a parachute 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 22
  22. 22. It’s better when it is open 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 23
  23. 23. The opposite to … 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 24
  24. 24. The closes to … 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 25
  25. 25. 2. NO Paradigms / NO Prejudices. 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 26
  26. 26. Managing the plan 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 27
  27. 27. “However beautiful the strategy, you should occasionally look at the results.” Churchill 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 28
  28. 28. What gets measured, gets done. 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 29
  29. 29. Agenda for today 1. What’s Balanced Scorecard (Aligned to Strategy and Tactic). 2. A synthesized step-by-step method to make the BSC (including some excercises) 3. Some examples Banks, Services y Others... © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  30. 30. What’s Balanced Scorecard BSC © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  31. 31. First concept WHAT’S BSC Balanced Scorecard © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  32. 32. Introduction “The BSC transfers the strategy and mission of an institution into a wide group of actions that provide the necessary structure for a managing and strategic measurement system.” Cuadro de Mando Integral (The Balanced Scorecard) Robert S. Kaplan; David P. Norton 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 33
  33. 33. (translating strategy into action & ensures focus on results) 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 34
  34. 34. [a way… a tool … a methodology to…] “make the strategy land on the action.” Dr. (c) Rodolfo J. Cremer, MBA 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 35
  35. 35. “Tell me what you measure, and I tell you what you achieve.” Seminario de fidelización de clientes. Lima, Perú. 2012. (example of the automotive industry) © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  36. 36. Changes We're not in a world of changes We are in a change of world  The competence in the industrial era has transformed into the competence in the information era.  During the industrial era (1850 – 1975) companies were successful thank to the economies of escale.  In the information era, the ability of a company to move and exploit its intagible assets has become something more important than the management of their physical assets. Cuadro de Mando Integral (The Balanced Scorecard) Robert S. Kaplan; David P. Norton 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 37
  37. 37. Intangible Assets as…  Developing customer relations (loyalty)  Segmentation of customers and personalized service  Creation of innovative services  Applying the data base and inforamtion system technology  Making activitities and motivating the employees to improve their skills, processes, quality and responsiveness  Developing employee loyalty (retention rate) Cuadro de Mando Integral (The Balanced Scorecard) Robert S. Kaplan; David P. Norton 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 38
  38. 38. New Hypothesis in the Organizations in the Information Era  Cross-functions.  The functional especialization led to a huge inefficiency, the no cooperation between departments and slow responsiveness  The organization in the information era functions with integrated processes that cross trditional processes. 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 39
  39. 39. Cross-functions organization customer Process (need cross-functional organization) © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  40. 40. This is the way in which a traditional organization chart works today Contribution from Prosper Bernard, Ph.D. (mi professor at UQÀM Graduate School) © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  41. 41. … and these are the results… It’s not enough to do things right, we have to do “right” the “right” things. © Dr. (c) Rodolfo J. www.marketingdeservicios.com Fuente: IMdS. Cremer – MdS Marketing de Servicios
  42. 42. New Hypothesis in the Organizations in the Information Era  Cross-functions.  The functional especialization led to a huge inefficiency, the no cooperation between departments and slow responsiveness  The organization in the information era functions with integrated processes that cross trditional processes.  Links with the customers (CRM) and suppliers (SCM).  Information technology allows processes to integrate provisioning and production processes.  Customers’ segmentation.  Individualized solutions are requested ( the client can have the colour of car he wishes as long as it is black).  Global escale / Understanding different cultures.  National borders are not a barrier anymore: efficiency and growing competitiveness of global operations sensitive to local customers.  Innovation (continuous innovation).  Shorter life cycles.  Top employees (but) throughout (all) the organization.  In the industrial era only physical capacities The minds were not. The employees have to add value thank to what they know. People now “solve” problems. 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 43
  43. 43. Changes in the Organization  TQM  Total Quality Management.  JIT  Just in Time Production.  Competence based on time (“time-to-market”).  Cost Reduction  Operational Efficiency.  CFO (Customer Focus Organization).   Customer Centric.  Cost Maganement per Activity (ABC).  Empowerment (give power to the employees).  (frequent) Reengineering. 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 44
  44. 44. Team work  The objectives they want to reach must be explicit (and understood by everybody in the same way) 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 45
  45. 45. Team work  The objectives they want to reach must be explicit (and understood by everybody in the same way) For example: “Provide a high quality service to selected customers.” 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 46
  46. 46. Team work  The objectives they want to reach must be explicit (and understood by everybody in the same way) For example: “Provide a high quality service to selected customers.” ¿What is high quality service? ¿Who are “the selected customers”? 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 47
  47. 47. Introduction to concepts and processes of BSC 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 48
  48. 48. Four barriers to strategic implementation (9 out of 10 companies fail when executing their strategies) 1. Vision Barrier Only 5% of the workforce understands the strategy. 2. Management Barrier 85% of the teams spend less than 1 hours discussing about strategy. 3. Resources Barrier 60% of the organizations don’t link their budgets to the strategy. 4. People Barrier (only) 25% of the managers have objectives linked to the strategy. 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 49
  49. 49. Four Barriers to strategic implementation (9 out of 10 companies fail when executing their strategies) 1. Vision Barrier 2. Management Barrier 3. Resources Barrier 4. People Barrier 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 50
  50. 50. BSC creates an organziation oriented to the strategy 1.Executive leadership Sense of urgency & focus on execution 2.Transform strategies into actions Map (transform strategies into operational terms) 3.Align the organization with the strategy Consistency and sense (drill down the strategy to the operational units) 4.Transform the strategy into everybody’s task Team work – sinergy culture (link the strategy to the people) 5.Transform the strategy into an ongoing process Construction 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 51
  51. 51. Principles of a strategy-oriented company 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 52
  52. 52. Principles of a strategy-oriented company We do not need lone rangers we need teams 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 53
  53. 53. Principles of a strategy-oriented company 1. Transform strategies into operational terms … so that everyone can understand it. 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 54
  54. 54. Principles of a strategy-oriented company 1. Transform strategies into operational terms … so that everyone can understand it. 2. Align the organization with the strategy … with everybody’s committment and participation 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 55
  55. 55. every time you change the strategy Principles of a strategy-oriented company must (look) change / align the organization 1. Transform strategies into operational terms … so that everyone can understand it. 2. Align the organization with the strategy … with everybody’s committment and participation 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 56
  56. 56. Principles of a strategy-oriented company 1. Transform strategies into operational terms … so that everyone can understand it. 2. Align the organization with the strategy … with everybody’s committment and participation 3. Transform the strategy into everybody’s task … through the personal contribution when implementing the strategy 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 57
  57. 57. Principles of a strategy-oriented company 1. Transform strategies into operational terms … so that everyone can understand it. 2. Align the organization with the strategy … with everybody’s committment and participation 3. Transform the strategy into everybody’s task … through the personal contribution when implementing the strategy 4. Transform the strategy into an ongoing process … through ongoing learning and revision of the strategy 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 58
  58. 58. Principles of a strategy-oriented company 1. Transform strategies into operational terms … so that everyone can understand it. 2. Align the organization with the strategy … with everybody’s committment and participation 3. Transform the strategy into everybody’s task … through the personal contribution when implementing the strategy 4. Transform the strategy into an ongoing process … through ongoing learning and revision of the strategy 5. Motivating the change through the executive leadership … to promote transformation 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 59
  59. 59. “What is executieve leadership?” What skills should the leader have? © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  60. 60. Leadership Video: Leadeship - Himno 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 61
  61. 61. Leader Skills Conclusiones Conclusions                         Acompañó. Dio Seguridad. Guio, soportó. Le dio el compás. Generó Confianza. Motivo. Animó. No le quitó el protagonismo. Sirvió. Hizo un “extra mile”. Liderazgo situacional. Llegó a tiempo: en el momento justo. Manejó el entorno. Empoderó. Consiguió más seguidores. He accompanied. Give Security. Guided, support. He gave the beat. Confidence. Motivation. Encouraged. It did not took center stage. He served. He made an "extra mile". Situational Leadership. He arrived on time: at the right time. Managed the environment. He empowered. He got more fans. 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 62
  62. 62. Leader Skills Conclusiones Conclusions                     No se roba los triunfos. Es humilde pero tiene conocimientos Hace las cosas por convicción. Da el ejemplo correcto. Toma decisiones momento correcto. Mantiene la calma. Consigue el objetivo. Es agradecido. Deja una huella. … Does not steal victories. Humble but has knowledge. Do things for conviction. Gives the right example. Makes decisions at the right time. Remains calm. Achieves the goal. Is grateful. Leaves a trace. … 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 63
  63. 63. What’s BSC Conceptually, the BSC is a management model that helps the organization to transform the strategy into operational objectives that guide behaviour and performance 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 64
  64. 64. Four perspectives of business Vision •Profitability •Growth •Shareholder value 1. 2…. How to translate the SP1 into processes 1. 2… Customers •Cycle (cycle time) •Quality •Productivity •Market innovation •Ongoign learning •Intellectual Assests Initiaitives 1. 2… What finnancial objectives should we readch to satisfy our shareholders? Finnancial •Image •Service •Price / Cost Goals Normally a SP1 only has this part Indicators Internal Process Which clients’ needs shoud we satisfy to get our finnancial objectives? Which processes should excellent to satisfy ourcustomers? Learning and Growth How to learn how to improve our organization to reach our goals 1 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com SP = Strategic Planning 65
  65. 65. transforming Vision into Action 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 66
  66. 66. VISION Reach finnancial success Finnancial results Generate value to our customers Benefits for the customers read Fulfill the misision construct BSC logic Develop capacities Train our people Efficient processes Value Proposition Excellent Knowledge, abilities and systems 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com How I turn intangible assests into tangible ones ( values / culture) 67
  67. 67. BSC terminology  Objetive Statement of what the strategy must accomplish and it is key to its success  Indicators How will it be measured and the success monitores during the process of accomplishing the strategy  Goals The level of performance or necessary improvement rate  Initiatives Key action plan required to reach the objectives. 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 68
  68. 68. Example: Southwest Airlines Strategic Topic: Operational Effectiveness Profitability Finnancial Fewer planes More passengers fast ground staff rotation • Time ashore • On time flights Goals • 30 minutes • 90% Initiatives Cheaper price Objetives Indicators Flights on time • Programme to maximize cycle time Customers fast ground staff rotation Internnal Process Aligned ground staff Learning & Knowledge 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 69
  69. 69. 6-step process to delevop the BSC Step 1 Step 3 Build strategic relations Define the strategic destination Step 5 Select priority initiatives Step 2 Step 4 Identify key topics that guide the strategy Determine the indicators and goals Step 6 Plan the implementation Implantation time 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 70
  70. 70. Key factors for success 1. Involve the right people 2. Make sure the leaders know and support the process 3. Make sure the sponsor is at the right level 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 71
  71. 71. Input for the process of building the BSC Information from the company:  Strategic plan  Finnancial plan  Human Resources Plan  Custemers’ & segmentation  Quality plans  … others Information from the industry:  Competitors    Trends Challenges Opportunities 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 72
  72. 72. Four perspectives of business Indicators Vision •Profitability •Growth •Shareholder value 1. 2…. 1. 2… Customers •Cycle (cycle time) •Quality •Productivity •Market innovation •Ongoign learning •Intellectual Assests Initiaitives 1. 2… What finnancial objectives should we readch to satisfy our shareholders? Finnancial •Imagn •Service •Price / Cost Goals Internal / Process Which clients’ needs shoud we satisfy to get our finnancial objectives? Which processes should excellent to satisfy ourclients? Learning and Growth 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com How to learn how to improve our organization to reach our goals 73
  73. 73. Four perspectives of business Indicators Vision 1. 2…. ROI Goals 1. 2… Initiaitives 1. 2… EVA •Profitability •Growth •Shareholder value What finnancial objectives should we readch to satisfy our Customer shareholders? Relationship Finnancial Management (CRM) •Imagn •Service •Price / Cost Customers TQM quality •Cycle (cycle time) •Quality •Productivity Change management •Market innovation Leadership •Ongoign learning •Intellectual Assests Internal / Process Which clients’ needs shoud we satisfy to get our finnancial objectives? Processes Reingeneering excellent Which processes should to satisfy ourclients? Learning and Growth 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com Huaman Resources Strategy How to learn how to improve Retention our organization to reach our goals 74
  74. 74. Strategy Mapping 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 75
  75. 75. Steps 1 to 3 A look at the big picture Step 1 Step 3 Step 5 Define the strategic destination Build strategic relations Select priority initiatives Step 2 Identify key topics that guide the strategy Agreement on the longterm goal Step 4 Determine the indicators and goals Check and tune the topics Step 6 Draft and tune the links Implementation plan Discuss the next steps 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 76
  76. 76. The develpment tema synthetize the strategy 2 Define / form strategic goal and topics 1 Takes notes of the interviews 4 Draft the strategic plan (BSC) Learning Internal Clustomer Financial Searching for strategic documents 3 Identify strategic topics 5 Validate the strategic map 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 77
  77. 77. Strategic direction / destination The purpose ¿what will your organization be like in 5 years? Describe the “DESTINATION” o “arrival point” If the goal is reached in the statement of strategy ¿in 5 years, what will your orgnization be seen by…?: We understand where we go  The shareholders  The customers  The staff B We know where we are A 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com Define the direction 78
  78. 78. Strategic Topics Articulate the strategy Strategic topics:  They form a chain of objectives linked to the strategic focus in the organization Customers Internal / Process Learningn & knowledge 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com Operational effectiveness  They can cut the organization throughtout the 4 perspectives of business Increase the value for customers  They are generally limited to 3 to 5 strategic impulses Increase the franchise  Help the organization cocnentrate on getting to the destination Financial 79
  79. 79. Example: Southwest Airlines Strategic Topic: Operational Effectiveness Profitability Finnancial Fewer planes More passengers Flights on time Cheaper price Customers fast ground staff rotation ¿what will lead us to operational effectiveness?  More customers, fewer planes ¿How will we do it?  Attracting segments of ccustomer that value the price and on time arrivals ¿What should be the internal focus?  Fast rotation Internnal Process ¿will our people do this? Aligned ground staff Learning / Knoeledge  Educate and compensate the ashore staff according to their contribution to the success  Stock participation program 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 80
  80. 80. Objectives: Southwest Airlines (example) Strategic Topic: Operational Effectiveness Objectives Individual objectives Profitability Finnancial Fewer planes More passengers • Profitability • More customers • Fewer planes Flights on time Cheaper price • Flights on time • Better prices Customers fast ground staff rotation • Fast rotation Internnal Process Build targets for each strategic topic and for each of the four perspectives  Finanncial  Customers  Internal / Process  Learning / Knowledge • Aligned ground staff Aligned ground staff Learning 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 81
  81. 81. workshop Strategy mapping (please form groups of 4-6 people each) 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 82
  82. 82. 1. Map the following strategy. (just an practice) For a small supermarket / convenience store located in high class residential neighborhood Build a strategic map Find the strategic topics. Time: 20’ © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  83. 83. Vision: Finnancial Value Proposition Characteristics / Attributes: • abc Differentiation: • abc Customer Internal Process Learning & Knowledge 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 84
  84. 84. workshop Conclusions Strategy mapping © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  85. 85. Strategy Mapping Conclusions    abc abc … © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  86. 86. Strategy Mapping Some Conclusions  A lot of ideas are requiered, discusseed and the most appropiate is chosen.  Keep in mind that whatever I implement has to be measured later.    Its success or failure depends on the monitoring.  A map allows you to “read the strategy”. It is the most executive. There’s feedback. Synergy. Complemenrary of ideas We are almost always focused on doing what we have always done. We don’t look for different alternatives. © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  87. 87. Step 4 Determining the key indicators Step 1 Step 3 Step 5 Define the strategic destination Build strategic relations Select priority initiatives Step 2 Identify key topics that guide the strategy Inputs: previous job (Core Team) Tunned strategic plan Inventary of existing indicators Proposed indicators developed with the leaders Step 4 Determine the indicators and goals Tune and validate the map Check proposed indicators Define new indicators Step 6 Implementation plan Start discussions of goals Plan to develop indicators 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com Outputs 90% of the strategic map complete 80% of indicators complete Plan to develop indicators Schedule of workshop 3 88
  88. 88. Definition of Indicators 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 89
  89. 89. Objective of the strategic indicators  Organizational motivation  The indicators work well as a tool to move towards the expected behaviour.  Indicators direct us towards what needs to be done to reach the orgnizational strategy.  People respond to “what’s expected”  Evaluation of the strategy and strategic learning  The administration uses strategic measurements to check the progress of the achievement of its strategic objectives.  The indicators show a relation among the objectives and constantly proves the validity of the strategy. 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 90
  90. 90. Criteria to select strategic 1. Strategic communication  Remember: “Tell me what you measure, indicators you what and I tell you achieve.” The selected indicator adequately focuses on the strategic matter or disperses the attention, distorts performance or underestimate behaviour? 2. Repeatable and reliable (high level of confidence)  Are indicators measurable, reliable and repeatable? 3. Updating frequency (updated frequently)  Updating frequency is more important; monthly or three-monylt cycles have to be established, etc. 4. Useful to set goals  ¿can meaningful improvement goals be set? 5. Useful to establish resposibilities  ¿can the teams define resposibilities for each indicator making a “drill down”? 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 91
  91. 91. Indicators can have different formats Rates Absolut numbers (i.e. finnancial ratios) a relationship between two numbers of the same kind. (i.e. sales target) Is a positive number. Evaluations Indicators Index (i.e. sales growing) shows you how many times to use the number in a multiplication. Percentages (i.e. Number of employees with under graduate complete) (i.e. number of stores with a service qualification over 8 into a 10 scale) Rankings There are pros and cons of using any of these formats (i.e. Top 10,000 companies) 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 92
  92. 92. Indicators can have different formats indicator Pros Cons Absolut numbers Simple, clear; unambigouously Quality depends on the plan for its development Index Allows the analysys of multiple variables It is difficult to generate an action or redirect based on the analysis Percentages Good indicators of movement; they are excelent when used in the long term They can be wrongly interpreted or misused Evaluations (ratings) Good quantitative & qualitative data Can be contaminated depending on the used tool or methodology Rates They represent critical relations to be managed (cost growth vs sales growth) Sometimes they required additional analysis before confirming a conclusion 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 93
  93. 93. 2 types of strategic indicators Results Measurements Trend and Action Inducers Purpose Purpose – Focuses on the performance result at the end of a period – Measures intermediate process, activities and behaviours Example Example – End ofthe year sales – Market share – Profits Strengths – Objective and easy to attract Matters – Result indicators reflect past successes but not current actions or decisions – Time spent with the customer – Mix of income Strengths – More predicitive nature – Allows the organization adjust its behaviour based on performance Matters – Based on strategic case-effect hypothesis – Difficult to get and support. 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 94
  94. 94. Indicators BSC Financial Perspective Result Indicators Customer Perspective Internal and process perspective Trend Indicators Learning, knowledge and Growth perspective 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 95
  95. 95. Result indicators (LAG) - Example Perspective Finnancial Perspective Strategy Result measurements ROE Growth Ratio F1 – meet the shareholders expectations F2 –improve the performance portafolio mix F3 – to grow Client’s Perspective C1 – improve customer service C2 – Satisfy the selected clients P1 – do business in selected segments P2 - Underwrite profitability Internal Perspective P3 – Align complaints with the business P4 – improve L1 – Improve staff competencies are mostly genereic or determined by the type of industry Purchase Ratio / retention (versus plan) Purchase Ratio / retention (per segment) Business mix (per segment) Loss ratio Frequency and seriousness of complaints Expenses Ratio L2 – improve access to strategic information Learning Perspective Result indicators Staff productivity 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com We can be prescritive with these mesurements form the beginning 96
  96. 96. Trend indicators (LEAD) - Example Result indicators Finnancial Perspective Increase sales Extend sales MIX Client’s Perspective Understand / segmets of Internal clients Perspective Trend indicator •Ssales growth •Sales Mix •Customers’ satisfaction Increase the client’s trust when making a financial question Develop bank services •Customer’ loyalty •Depth and quality of the relation Make the cross sales in a line of products •Market share Improve staff satisfaction •Sales of new products •Time spent with the client •Cross-sales relation Learning Mejorar las Perspective capacidades de Planeación Financiera Improve information for the client •Sales per employee Reward different performances •Coverage of strategic capacities •Employee satisfaction •Alignment of personal goals 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 97
  97. 97. The Value Proposition  Inside the customer’s perspective The Value Proposition Basic requirements ¿what must be accomplished? 1. 2. 3. 4. Saving time Security Price Reliability Differences ¿why should they choose us? 1. 2. 3. 4. Multiple channels Personalized service Easy use Variety of products / models 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 98
  98. 98. Competitive Advantage “Something” my company has Competitive Advantage “Something" that my competition does not “Something" my market wants 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 99
  99. 99. Common difficulties when developing indicators or measurements  Does not have a transfunctional reliable interpretation  Information availability  Indicators do not clearly communicate the objectives  Too many indicators  Disagreement within the indicators 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 100
  100. 100. workshop Identifying the indicators 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 101
  101. 101. 1. Now lets work on the indicators. 2. (this is just another exercise) Identify an indicator for each objective: • Keep our consumers satisfied • Keep the satisfaction of our channels( strategic partners? Or commercial partners?) • Operational effectiveness (production) • Service / Product Innovation • The customer should be devoted to Carrefour. Time: 20’ © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  102. 102. workshop Conclusions: Identifying the indicators 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 103
  103. 103. Identifying the indicators Conclusions    abc abc … © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  104. 104. Setting Goals 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 105
  105. 105. Step 4 Determining the indicators Step 1 Step 3 Step 5 Define the strategic destination Build strategic relations Select priority initiatives Step 2 Identify key topics that guide the strategy Inputs: previous job (Core Team) Tunned strategic plan Inventary of existing indicators Proposed indicators developed with the leaders Step 4 Determine the indicators and goals Tune and validate the map Revise proposed indicators Define new indicators Step 6 Implementation plan Start discussions of goals Plan to develop indicators 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com Outputs 90% of the strategic map complete 80% of indicators complete Plan to develop indicators Schedule of workshop 3 106
  106. 106. The purpose of goals  Set / Communicate the expected level of performance for the organization  Give the individuals a goal /a defined contribution related to the general strategy of the organization  Focus the organization on an ongoing improvement process 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 107
  107. 107. Criteria to set goals  Set one goal per indicator  Make sure they are measurable (quantifiable)  Make sure the expected performance is clearly communicated  Make sure the strategic sense is clearly communicated: the relation between the indicator, the objective, the topic and the strategic destination must be shown & explicit. 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 108
  108. 108. Long Term Goals  Establish a long Term Goal (3 - 5 years)  Keep the organization focused on the Long Term (while working in the short term)  Identify where the organization must change its "status quo" and the size of the change required (i.e. process reengineering, product development, organization, etc…) Ejemplo de Metas de Largo Plazo Incrementar los Ingresos en 58% Año Ventas % Incremento 2005 (Real) 1,000,000 2006 (meta) 1,250,000 25% 2007 (meta) 1,437,500 15% 2008 (meta) 1,581,250 10% 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com Meta de Largo Plazo 1,581,250 58% 109
  109. 109. Methods to set goals Methods to set goals Indicators Goals 2005 Derived from a general goal Income Benchmarking with industry leaders Responsiveness at the call center Increasing improvement based on historic performance Employee retention Establish a point and define goals throughout the time Established Mystery Shopper program and benchmarking 2006 $39,744 $111,482 90% in 20 seconds 90% in 20 seconds 85% more than 5 years 90% more than 5 years None 90% rating of compliance 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 110
  110. 110. Check the logic of assumptions Correlation Finnancial Perspective Objective Indicators Customer’s Perspective Satisfy “early adopters” $800 MM Segmet Sale of new products Increase the sale through new products 24% market share “Early Adopters” Internal & Process Perspective Develop new products Learning Perspective Develop new products $400 MM of sales of new products Keep key executives 90% of retention Keep key executives 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 111
  111. 111. Check the logic of assumptions Correlation Finnancial Perspective Sale of new products Customer’s Perspective Objective Indicators Increase the sale through new products If we need sales of $800 MM in new products and there is a market with potential demand Segmet Satisfy “early adopters” $800 MM 24% market share “Early Adopters” ¿when was the last time we developed new products? ¡10 years ago! Internal & Process Perspective Develop new products Learning Perspective May the solution Retener be: to bring new funcionarios claves talents? Develop new products $400 MM of sales of new products If I want to increase sales in this Keep key executives market: 90% of retention new ¿do need to keep the key executives who didn’t get any results in 10 years? 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 112
  112. 112. The BSC process El BSC project is a dynamic process: the definitions can be checked and adjusted after every step of the construction process. 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 113
  113. 113. Possible difficulties setting goals Consequences 1. No data to support the goal 2. The new indicator is totally new - no historic information 3. Remove – Reduce “Freedom” / Organiozational Autonomy 4. Fear and anxiety regarding the goals / objectives/ established indicators 5. Posibles effects over future compensations and rewards 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 114
  114. 114. Making an inventory, Mapping and Prioritizing Initiatives 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 115
  115. 115. Steps 5 and 6 Prioritizing initiatives and implementation plan Step 1 Step 3 Step 5 Define the strategic destination Build strategic relations Select priority initiatives Step 2 Identify key topics that guide the strategy Inputs: previous work(Core Team) Indicators and refined links Inventary of initiatives Proposal of new inititaitves First mapping by topics Step 4 Determine the indicators and goals Revise and validate links and initiatives according to the topic Check exisiting initiatives Brainstorm new initiatives Step 6 Align / Rationalize inititives according to the objectives Implementation plan Start the implementat ion plan 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com Outputs 90% of the strategic map complete 80% of defined inititives  Stablished rationalization plan Inictial plan of implementation 116
  116. 116. Purpose of the initiatives 1. They are defined to close the perforamance GAP Example: Objetive Indicator Goal Initiative Increase the effectiveness of cross sales Three-month sales income per seller $5 MM (in cross sales) Implementation of a CRM system in the organization What the strategy must reach and it’s key for the success How the success to reach the strategy will be monitored and measured Performance level or growth rate needs to be based on an identified differential $ MM Goal 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com GAP Real 117
  117. 117. Definition of initiatives A strategic initiattive can be seen as a “project itself (per se)” A good strategic initiative must have: 1. Responsability at the leadership team level. 2. Clearly defined start and end dates as progress milestones 3. Clearly defined deliveries 4. A budget 5. Assigning resources (e.g: real people hours) An initiative IS NOT the usual business e.g: “to reach the three-month period goals” 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 118
  118. 118. Objectives and Initiatives  Name of the objective  Sponsor (champion): responsible for developing it  Responsible (¿who will measure it?)  Description (¿what does it intend to measure?)  Intention (¿what is it expected to get?)  Formula (¿how is it going to be measured?)  Source (¿where is the information?)  ¿is it available today?  ¿do we have to look for a place to measure it?  Frequency (¿how often will it be measured?)  What’s the goal (¿what’s the ideal objective?) 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 119
  119. 119. Process of Rationalization of initiatives 1. Identify and collect all the initiatives 2. Map the relation between the initiatives with the strategic objectives 3. Value the impact between the iniciatives and the strategic objectives 4. Rationalize the initiatives (that produce the most value) to align them with the budget 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 120
  120. 120. Prioritizing and Alignment of initiatives Quality projects, processes, improvements, etc -1– Identify initiatives Marketing projects, commecial activities,etc Development processes, formation activities, etc Corporate projects, strategic projects,etc -2– Filter initiatives in order of priority Short list of aligned initiatives 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 121
  121. 121. Initiative 15 Initiative 14 Initiative 13 Initiative 12 Initiative 11 Initiative 10 Initiative 9 Initiative 8 Initiative 7 Initiative 6 Initiative 5 Initiative 4 Initiative 3 Initiative 2 Objectives Initiative 1 Perspective Iniciatitive Example of an Initiative Grid EVA Assets Productivity to have the lowest manufacturing costs Financial create a new demand in the market price behaviour Customers Satisfaction speed delivery number of models Integrate and align resources Internal & ISO 9000 Processes no mistakes People & change management strategic competencies and abilities Learning and individual and team performance Change Sensitive culture oriented to the client 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 122
  122. 122. Process of prioritizing Initiatives When we prioritize initiatives to link them to the strategy remember to: 1. Create a score/ weight criteria to distinguish the strategic initiatives from the non-strategic 2. Separate & classify strategic initiatives from the nonstrategic 3. Create a common Business Case format where you can check the initiatives that will be prioritized 4. Prioritize the initiatives with the Leadership Team 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 123
  123. 123. Benefits of the Inventary process, Map and prioritizing BSC innitiatives 1. Links insufficient resources with the strategy 2. Ensures alignment between the inititives and the strategy 3. Clarifies resposibilities 4. It has a potential conecction between the budgeting process and the strategic planning 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 124
  124. 124. Typical challenges in inventary, linking and prioritizing innitiatives 1. It can be difficult to collect / link all initiatives (innitiatives are from all the company not from the areas) 2. Insufficient priority or understanding can leave too many initiatives without a focus on the objectives. 3. Misunderstand the impact or dependency between the inititives and the objectives. 4. Organizational policies & Paradigms (“we can’t do this” / “We have never done this)” 5. Natural anxiety regarding (budget) cuts 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 125
  125. 125. Lead, Sponsor y Internal sale 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 126
  126. 126. Advocacy /Defense 1. BSC projects won’t be successful without an ongoing & permanent committment (leadership / coaching) 2. People are afraid of the change 3. People get tired 4. Projects lose potential (with time) 5. The “we have done this before…” syndrome 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 127
  127. 127. Abilities and attributes of the sponsor 1. Ability to “sell” concepts (perception and differentiation) 2. Able to stimulate / motivate (in a good way) 3. Marketing Abilities (associate the bussines and its vision to the BSC, identify people’s needs and relate them to the benefits.) 4. Leadership abilities / Coach / interacting 5. Conceptual Thinker abilities (wide experience) 6. Accepts risks 7. Credibility 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 128
  128. 128. Questions? © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 129
  129. 129. Final Conclusions Seminar Conclusions’ 1. abc 2. abc 3. … © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  130. 130. ! thanks © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  131. 131. Second concepts Some examples © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  132. 132. Second concepts Some examples Microfinances Bank © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  133. 133. BSC Performance indicators Balanced Scorecard 3 de junio del 2003 © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  134. 134. WE ARE A GROUP OF PEOPLE COMMITTED TO THE DEVELOPMENT OF THE MICRO AND SMALL ENTERPRISE PROVIDING QUALITY SERVICE THAT EXCEEDS THEIR EXPECTATIONS INNOVATIVELY, EFFICIENTLY AND HONESTLY Impact perspedtive Achieving EMYPE Integral Development, with the society’ support Be the leader of the segment (MYPE) Be financially and economically sustainable Growing up in the products and services of high value to the EMYPE. Financial Perspective Being competitive in the sector costs To make the MYPE entrepreneur believe in MIBANCO Develop a relationship of Value with the Client Attributes: Client’s Perspective •Provide adequate financial products and services. •Being appreciated for associated services •Possess strong MiBanco image RELATION Develop the relationship with the client, to ensure the product and services’ appretiation. Internal processes’ Perspective EFFICIENCY Generate a unique and differentiated message Develop products (assets / liabilities) suitable to the EMYPE’s needs. Investigate and identify business opportunities Develop partnerships for complementary services Relation with the community Learning and Growth Perspective Expand the market coverage Optimize and Standardize processes to improve efficiency, balancing flexibility and contingency Ensuring Efficent Funding Diversify funding attracting savings DEVELOP THE STANDARDS OF THE MICRO CREDIT INDUSTRY IN PERU Attracting, developing and retaining key competencies Motivating people, encouraging development, to generate an appreciated workplace Optimize the process of staff development Share the vision putting values into practice Share knowledge for action Make the IT available forthe key processes
  135. 135. To be a Leader ih the EMyPE segment  Reknown by everybody  Identify the leadership attributes (in the industry) top of mind Image / opinion © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  136. 136. opinion To be a Leader in the EMyPE segment 5 4 3 2 1 1 2 3 4 5 knowledge © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  137. 137. High value PRODUCT growth in EMyPE  Grow over their own portfolio  Grow over the sector average  Ensure sustainability and leadership High value for the customer profitability © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  138. 138. High value PRODUCT growth in EMyPE Mibanco investment growing in the MyPE sector should be increasing (o at least grow at a steady rate) Indicator 1 Indicator 2 portfolio T1 Mibanco investment T1 portfolio T0 Total MyPe investment T1 © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  139. 139. Develop a VALUE RELATIONSHIP with the customer BELIEVE VALUE RELATIONSHIP ASSUMPTIONS:  High retention (current customer / total customers = 1 (ideal), it measns no rotation)  Low recency (Ideal cero recency, it means inmediate renewal of products) © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  140. 140. Universe of clients (and ex- clientes ) from Mibanco (Note: Don’t include prospects) Recency: Ex – Customers who haven’t Renewed operations with Mibanco, but have less than 1 year We need: a) How many b) Average time Ex – Customers: They had transactions (liabilities or assets) with Mibanco, but more than 1year ago Current Customers: We need: Customers of current a) How many products (liabilities or assets) We need: a) How many Universe = (Current Customers) + (Recency) + (Ex Customers) © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  141. 141. 1) Retention rate: Current customers Universe of customers Óptimal: Minimum: = Retention 1.00 0.00 2) Recency rate:  of time of customers who haven’t renewed operations < 365 días Total of customers who haven’t renewed operations < 365 días = Recency 365 Óptimal: Minimum: 0.00 1.00 3) Indicator of the “Relationship of value” Retention x (1 - Recency) = 1.00 es el Upper Limit. 0,00 es el Bottom Limit. © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  142. 142. Develop a VALUE RELATIONSHIP with the customer (“Real World Results”) measurement date April 1st 2013 Active Active client clients w ho end the relation <= 365 días clients w ho end the relation > 365 días Total portofolio of clients and ex-clients 38,245 (activos) 94,122 (recencia) 73,941 (pérdida) 206,308 sum of time recency average time recency avery index= rotation index = 455,707 (in months) 4.84 (in months) 0.60 0.34 Passive Active client clients w ho end the relation <= 365 días clients w ho end the relation > 365 días Total portofolio of clients and ex-clients 101,967 (activos) 22,994 (recencia) 9,541 (pérdida) 134,502 sum of time recency average time recency avery index= rotation index = 163,829 (in months) 7.12 (in months) 0.41 0.91 Total Active client clients w ho end the relation <= 365 días clients w ho end the relation > 365 días Total portofolio of clients and ex-clients 140,212 (activos) 117,116 (recencia) 83,482 (pérdida) 340,810 sum of time recency average time recency avery index= rotation index = 619,536 (in months) 5.29 (in months) 0.56 0.63 Indicator: Index of the development of the relationship of value with the client= 0.35 © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios closer to 1.00 is better. 1 = clients don't rotate and renew inmediately w ith new operations
  143. 143. Give adequate financial products and services  Objective: fianncial products and services appreciated by the client  Appropriate for the EMyPE needs  “To feel” that Mibanco the best supplier of these products  The focus is the current portfolio  The objective is to measure the level of satisfaction of their needs with the current offer. © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  144. 144. Give adequate financial products and services Methods:  Survey of satisfaction (current MyPE clients) Value Scale:  Value perception over the compentence Very good good normal bad © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios Really bad
  145. 145. Being appreciated for the associated services  All the needs (not only the financial ones)  How Mibanco contributes to the economical and social develepment of the family  To know what the client expect from the relationship with Mibanco (strategic partner)  ¿How are we doing this work? Knows Doesn’t know Cognitive component Affective component © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios Like dislike
  146. 146. To have a strong MiBanco image in the EMyPE  Clear and strong image in the current customers as well as in the target customers from EMyPE  Expand and build a long-lasting relationship Perceived image vs planned image (¿how are we perceived from outside?) Measure:  POSITIONING  50% Customers / 50% no customers from target © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  147. 147. To have a strong MiBanco image in the EMyPE Atributo 1 6 5 Actua Image 4 Atributo 6 Atributo 2 3 2 1 0 Atributo 5 Attribute Attribute Attribute Attribute Attribute Attribute 1 2 3 4 5 6 Atributo 3 Atributo 4 Imagen Real Imagen Planeada © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios 2 3 4 3 5 6 23 Planned Image 1.5 3.5 5 2 4 5 21 8.7%
  148. 148. Develop the relationship with the customer, to ensure the product and services’ appreciation.  To measure the “quality of the realtionship” Quality: only from the customer’s perspective (not the internat process’s) Attributes that define quality Measurement points Measurement tools © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  149. 149. Develop the relationship with the customer, to ensure the product and services’ appreciation. C=E–P ó C = P / E (índice de calidad) Measurement:  Define expectations (attributes)  Survey  Expectations can be weighted (attributes) according to their value for the customer © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  150. 150. Generate a unique and differentiated message  A message that transmits Mibanco’s identity  Differentiating element  Clear positioning  Image  Includes all the communication channels; not only publicity (Add)  “The action” (the given service & the way things are done) is the main source of communication & positioning. © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  151. 151. Generate a unique and differentiated message Measurement:  Anonymus Customer Seeks to measure the degree of knowledge and performance of the bank office and counselors in their most important role as Mibanco’s image generators © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  152. 152. DEVELOP THE STANDARDS OF THE MICRO CREDIT INDUSTRY IN PERU  To be the pioneer  “set up the rules” in the industry Measuremet: Participation in publicity:  To hire the company for the publicity measurements  To measure the “degree of reference” in the microfinances I= Mibanco rated appearance Total appearances from the competence © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  153. 153. Develop partnerships for complementary services  Services that exceed the financial aspect (without disregarding it) that add value to Mibanco’s offer  Services provided by third parties to assist in the customer’s development Next activities:  Define which services are more important  Make alliances © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  154. 154. Develop partnerships for complementary services Measurement:  Penetration (percentage) of provided services through alliances over the total defined services as likely to be provided  {(P1 * S1) + (P2 * S2)... + {(Pn * Sn)} I=  {S1 + S2 + ... Sn} © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  155. 155. Diversify funding attracting savings  Ensure funding reducing the risk  Clients (MyPE) and non-clients from Mibanco Measurement:  Atomize portfolio acquisition  Measures the share of deposits from the public on the total of the bank (degree of public funding ) © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  156. 156. Diversify funding attracting savings I= People Funding Total Bank Loans a) Ratio: deposits / loans b) Ratio: volume growth/ portfolio’s growth © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  157. 157. Second Concept Some examples An electronic security company © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  158. 158. Balanced Scorecard [BSC] … from the Strategic Planning… Our Vision: “To be the leaders in integrated solutions for security management through technology” Our Mission: “We provide excellent service in managing the security of people and companies” What we do: “We advise, design, develop, install and provide maintenance of systems security management for individuals and businesses” © Rodolfo J Cremer, MBA 159
  159. 159. Balanced Scorecard [BSC] … from the Strategic Planning… Our values:  Trust – Honesty  Responsibility – Commitment  Leadership  Professionalism  Ability to change (Flexibility)  Team work © Rodolfo J Cremer, MBA 160
  160. 160. Balanced Scorecard [BSC] … from the Strategic Planning… Selected strategies: 1. Entering and developing business inthe Andean market through the Telefonica corporation 2. Develop the bussiness of fire detection and fighting (their won business) 3. Develop the bussiness of fire detection and fighting (with an strategic partner) 4. Focusing on quality and process excellence : stablishing quality standards 5. Look for “their own” brands (representative). 6. Business Development of the Information Security © Rodolfo J Cremer, MBA 161
  161. 161. Balanced Scorecard [BSC] … from the Strategic Planning… The big TIS strategy should be : Enter the fire detection and fighting business Develop business accompanying Telefónica in the Andean region.. Look for “their own” brands (representative). © Rodolfo J Cremer, MBA 162
  162. 162. Balanced Scorecard [BSC] Map: Managers Team TO BE THE LEADERS IN INTEGRAL SOLUTIONS OF THE SECURITY MANAGEMENT THROUGH TECHNOLOGYA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Financial perpective 2004 2005 2006 $1.0MM $1.2MM $2.0MM SALES $2.0MM PROPOSITION OF VALUE Quality service Quality products Quality price Meeting deadlines Technolog Finanacial capacity Brand Trust ( Telefónica + transnational + knowhow and experience + portfolio + commitment and market presence Market share Client’s perpective Commercial efficiency Internal Perspective Commercial intelligence management Learning Perspective EBITDA 8.5% • • • • • • Administrative Logistics Innfrastructure Billing Collections Processes and knowledge • Contract management Update in new technologies Installation Administrative and knowledge management training professionalism knowledge Agressive commercial growth TODAY (negative) 2006: sero 2007-2008: positive Cross sales Strategic topics: -Agressive Commercial Growth -Processes efficiency -Total Market $10 – $12MM referred Retention Total client’ satisfaction After-sale and preventive maintenance Corrective maintenance Diagnosis / adequate design retention Selection process Processes’ efficiency © Rodolfo J Cremer, MBA 163
  163. 163. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA VENTAS $2.0MM Perspectiva Financiera Perspectiva Del Cliente Perspectiva Interna Perspectiva de Aprendizaje © Rodolfo J Cremer, MBA 164
  164. 164. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera Perspectiva Del Cliente 2004 2005 2006 $1.0MM $1.2MM $2.0MM VENTAS $2.0MM Falta: proyección 2007 – 2015 Mercado nacional total Mercado extranjero Ventas al grupo Ventas a terceros (1) Ventas reales / Ventas presupuestadas Falta hacer una proyección del mercado y de ventas 2006 2015 Perspectiva Interna Perspectiva de Aprendizaje © Rodolfo J Cremer, MBA 165
  165. 165. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM VENTAS $2.0MM EBITDA 8.5% Hoy (negativo) 2006: Cero 2007-2008: positivo Perspectiva Del Cliente Perspectiva Interna Perspectiva de Aprendizaje © Rodolfo J Cremer, MBA 166
  166. 166. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM VENTAS $2.0MM EBITDA 8.5% Hoy (negativo) 2006: Cero 2007-2008: positivo (1) EBITDA: Se revisará EBITDA para adecuarlo a estrategia de crecimiento intensivo y ciclo de vida del mercado: crecimiento. Perspectiva Del Cliente Perspectiva Interna Perspectiva de Aprendizaje © Rodolfo J Cremer, MBA 167
  167. 167. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM VENTAS $2.0MM EBITDA 8.5% Hoy (negativo) 2006: Cero 2007-2008: positivo Market share Perspectiva Del Cliente Eficiencia Comercial Perspectiva Interna Perspectiva de Aprendizaje © Rodolfo J Cremer, MBA 168
  168. 168. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM Market share Perspectiva Del Cliente Perspectiva Interna Eficiencia Comercial VENTAS $2.0MM EBITDA 8.5% Hoy (negativo) 2006: Cero 2007-2008: positivo (1) Market share: Compra de productos para TIS en T1 / total de importaciones de productos en T1; expresado en unidades Indice de eficiencia comercial: (Captación de prospectos * Peso1) + (Ventas * Peso2) + (Cumplimiento Cuota * Peso3) ; donde Peso1= 0.25, Peso2 = 0.25, y Peso3 = 0.50 Perspectiva de Aprendizaje © Rodolfo J Cremer, MBA 169
  169. 169. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM VENTAS $2.0MM EBITDA 8.5% Venta cruzad a Market share Perspectiva Del Cliente Hoy (negativo) 2006: Cero 2007-2008: positivo Referido s Retención Eficiencia Comercial Perspectiva Interna Perspectiva de Aprendizaje © Rodolfo J Cremer, MBA 170
  170. 170. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM VENTAS $2.0MM EBITDA 8.5% Venta cruzad a Market share Perspectiva Del Cliente Perspectiva Interna Eficiencia Comercial Hoy (negativo) 2006: Cero 2007-2008: positivo (1) Índice de recomendación: Desarrollar fórmula para medición la capacidad de recomendación de clientes en T1. Referido s (1) Índice de venta cruzada: Número de clientes que han comprado más de un producto diferente en un período T1 (sugerimos aun año). Retención (1) Índice de retención: 1 – (ex clientes / Total de Cartera TIS); ex cliente es un RUC que no ha comprado nada en el último año. Perspectiva de Aprendizaje © Rodolfo J Cremer, MBA 171
  171. 171. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM VENTAS $2.0MM EBITDA 8.5% Venta cruzad a Market share Perspectiva Del Cliente Hoy (negativo) 2006: Cero 2007-2008: positivo Referido s Retención Eficiencia Comercial Satisfacción total del cliente Perspectiva Interna Perspectiva de Aprendizaje © Rodolfo J Cremer, MBA 172
  172. 172. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM VENTAS $2.0MM EBITDA 8.5% Venta cruzad a Market share Perspectiva Del Cliente Perspectiva Interna Hoy (negativo) 2006: Cero 2007-2008: positivo Referido s Retención Eficiencia Comercial Satisfacción total del cliente (1) Número de quejas en T1: Número de quejas en el periodo T1. Este indicador se podría mejorar (complementar) si medimos el número de quejas solucionadas satisfactoriamente sobre el número de quejas recibidas en un periodo T1. Perspectiva de Aprendizaje © Rodolfo J Cremer, MBA 173
  173. 173. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM Market share Perspectiva Del Cliente Eficiencia Comercial VENTAS $2.0MM EBITDA 8.5% PROPUESTA DE VALOR Calidad en el servicio Calidad en los productos Cumplimiento de plazos Tecnología Capacidad financiera Marca Confianza (grupo Telefónica + transnacional + know-how y experiencia + cartera de clientes + compromiso y permanencia en el mercado) Hoy (negativo) 2006: Cero 2007-2008: positivo Venta cruzad a Referido s Retención Satisfacción total del cliente Perspectiva Interna Perspectiva de Aprendizaje © Rodolfo J Cremer, MBA 174
  174. 174. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM Market share Perspectiva Del Cliente Perspectiva Interna Eficiencia Comercial VENTAS $2.0MM EBITDA 8.5% PROPUESTA DE VALOR Calidad en el servicio Calidad en los productos Cumplimiento de plazos Tecnología Capacidad financiera Marca Confianza (grupo Telefónica + transnacional + know-how y experiencia + cartera de clientes + compromiso y permanencia en el mercado) Instalación Hoy (negativo) 2006: Cero 2007-2008: positivo Venta cruzad a Referido s Retención Satisfacción total del cliente Mantenmto . Preventivo y post venta Mantenmto . correctivo Perspectiva de Aprendizaje © Rodolfo J Cremer, MBA 175
  175. 175. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM Market share Perspectiva Del Cliente Eficiencia Comercial VENTAS $2.0MM EBITDA 8.5% PROPUESTA DE VALOR Calidad en el servicio Calidad en los productos Cumplimiento de plazos Tecnología Capacidad financiera Marca Confianza (grupo Telefónica + transnacional + know-how y experiencia + cartera de clientes + compromiso y permanencia en el mercado) Perspectiva Interna Perspectiva de Aprendizaje Instalación (1) Índice de satisfacción del cliente externo: Encuesta de satisfacción de expectativas luego de terminado todo trabajo de instalación (nuevo). Venta cruzad a Referido s Retención Satisfacción total del cliente Mantenmto . Preventivo y post venta (1) Retención de clientes: cartera vigente de clientes con contrato de mantenimiento / total de contratos de mantenimiento vendidos = 1 óptimo. (2) Colocaciones: venta de nuevos contratos de mantenimiento / total de trabajos nuevos realizados = 1 óptimo © Rodolfo J Cremer, MBA Hoy (negativo) 2006: Cero 2007-2008: positivo Mantenmto . correctivo (1) Número de ocurrencias: número de ocurrencias / total de clientes con contrato de mantenimiento vigentes = 0 óptimo. (2) Satisfacción con el mantenimiento realizado: Encuesta de calidad con los trabajos realizados. 176
  176. 176. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM Market share Perspectiva Del Cliente Perspectiva Interna Eficiencia Comercial VENTAS $2.0MM EBITDA 8.5% PROPUESTA DE VALOR Calidad en el servicio Calidad en los productos Cumplimiento de plazos Tecnología Capacidad financiera Marca Confianza (grupo Telefónica + transnacional + know-how y experiencia + cartera de clientes + compromiso y permanencia en el mercado) Instalación Hoy (negativo) 2006: Cero 2007-2008: positivo Venta cruzad a Referido s Retención Satisfacción total del cliente Mantenmto . Preventivo y post venta Mantenmto . correctivo Diagnostico / Diseño adecuado Perspectiva de Aprendizaje © Rodolfo J Cremer, MBA 177
  177. 177. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM Market share Perspectiva Del Cliente Perspectiva Interna Perspectiva de Aprendizaje Eficiencia Comercial VENTAS $2.0MM EBITDA 8.5% PROPUESTA DE VALOR Calidad en el servicio Calidad en los productos Cumplimiento de plazos Tecnología Capacidad financiera Marca Confianza (grupo Telefónica + transnacional + know-how y experiencia + cartera de clientes + compromiso y permanencia en el mercado) Instalación (1) Encuesta de calidad y satisfacción de expectativas: Se realizará una encuesta de calidad sobre el funcionamiento del sistema; se aplica a los 2 meses de entregado todo trabajo de forma que el cliente ya haya experimentado su uso. © Rodolfo J Cremer, MBA Hoy (negativo) 2006: Cero 2007-2008: positivo Venta cruzad a Referido s Retención Satisfacción total del cliente Mantenmto . Preventivo y post venta Mantenmto . correctivo Diagnostico / Diseño adecuado 178
  178. 178. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM VENTAS $2.0MM PROPUESTA DE VALOR Calidad en el servicio Calidad en los productos Cumplimiento de plazos Tecnología Capacidad financiera Marca Confianza (grupo Telefónica + transnacional + know-how y experiencia + cartera de clientes + compromiso y permanencia en el mercado) Market share Perspectiva Del Cliente Perspectiva Interna EBITDA 8.5% Eficiencia Comercial • • • • • • • Administrativos Logísticos Instalaciones Programación Facturación Cobranzas Procesos y conocimiento • Gestión de la contrata Instalación Gestión administrativa y del conocimiento Hoy (negativo) 2006: Cero 2007-2008: positivo Venta cruzad a Referido s Retención Satisfacción total del cliente Mantenmto . Preventivo y post venta Mantenmto . correctivo Diagnostico / Diseño adecuado Perspectiva de Aprendizaje © Rodolfo J Cremer, MBA 179
  179. 179. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM VENTAS $2.0MM PROPUESTA DE VALOR Calidad en el servicio Calidad en los productos Cumplimiento de plazos Tecnología Capacidad financiera Marca Confianza (grupo Telefónica + transnacional + know-how y experiencia + cartera de clientes + compromiso y permanencia en el mercado) Market share Perspectiva Del Cliente Eficiencia Comercial Perspectiva Interna a) Aplicación del conocimiento adquirido: Número de intervenciones y costo de la contrata por trabajos que TIS no puede resolver por falta de información, conocimiento, know-how. b) Cobranza: Ratio de cuentas por cobrar (días). c) Trabajos terminados en fecha (interno): días total de ejecución / días total programados; y Perspectiva de total de trabajos a tiempo / total de trabajos Aprendizaje realizados d) Facturación: Prueba ácida. Pretende medir la velocidad de emisión de facturas para cubrir las obligaciones de corto plazo. e) Rotación de inventarios: Costo de bienes vendidos / inventario. EBITDA 8.5% • • • • • • • Administrativos Logísticos Instalaciones Programación Facturación Cobranzas Procesos y conocimiento • Gestión de la contrata Instalación Gestión administrativa y del conocimiento © Rodolfo J Cremer, MBA Hoy (negativo) 2006: Cero 2007-2008: positivo Venta cruzad a Referido s Retención Satisfacción total del cliente Mantenmto . Preventivo y post venta Mantenmto . correctivo Diagnostico / Diseño adecuado 180
  180. 180. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM VENTAS $2.0MM PROPUESTA DE VALOR Calidad en el servicio Calidad en los productos Cumplimiento de plazos Tecnología Capacidad financiera Marca Confianza (grupo Telefónica + transnacional + know-how y experiencia + cartera de clientes + compromiso y permanencia en el mercado) Market share Perspectiva Del Cliente Eficiencia Comercial Perspectiva Interna Gestión de la inteligencia comercial EBITDA 8.5% • • • • • • • Administrativos Logísticos Instalaciones Programación Facturación Cobranzas Procesos y conocimiento • Gestión de la contrata Instalación Gestión administrativa y del conocimiento Hoy (negativo) 2006: Cero 2007-2008: positivo Venta cruzad a Referido s Retención Satisfacción total del cliente Mantenmto . Preventivo y post venta Mantenmto . correctivo Diagnostico / Diseño adecuado Perspectiva de Aprendizaje © Rodolfo J Cremer, MBA 181
  181. 181. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM VENTAS $2.0MM PROPUESTA DE VALOR Calidad en el servicio Calidad en los productos Cumplimiento de plazos Tecnología Capacidad financiera Marca Confianza (grupo Telefónica + transnacional + know-how y experiencia + cartera de clientes + compromiso y permanencia en el mercado) Market share Perspectiva Del Cliente Eficiencia Comercial Perspectiva Interna Gestión de la inteligencia comercial EBITDA 8.5% • • • • • • • Administrativos Logísticos Instalaciones Programación Facturación Cobranzas Procesos y conocimiento • Gestión de la contrata Instalación Gestión administrativa y del conocimiento Hoy (negativo) 2006: Cero 2007-2008: positivo Venta cruzad a Referido s Retención Satisfacción total del cliente Mantenmto . Preventivo y post venta Mantenmto . correctivo Diagnostico / Diseño adecuado Perspectiva de Aprendizaje (1) Índice “3M”: X% productos con menos de Y años en el mercado / Oferta total actual de productosservicios TIS. © Rodolfo J Cremer, MBA 182
  182. 182. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM VENTAS $2.0MM PROPUESTA DE VALOR Calidad en el servicio Calidad en los productos Cumplimiento de plazos Tecnología Capacidad financiera Marca Confianza (grupo Telefónica + transnacional + know-how y experiencia + cartera de clientes + compromiso y permanencia en el mercado) Market share Perspectiva Del Cliente Eficiencia Comercial Perspectiva Interna Gestión de la inteligencia comercial Perspectiva de Aprendizaje EBITDA 8.5% • • • • • • • Administrativos Logísticos Instalaciones Programación Facturación Cobranzas Procesos y conocimiento • Gestión de la contrata Actualizació n en nuevas tecnologías Instalación Gestión administrativa y del conocimiento Hoy (negativo) 2006: Cero 2007-2008: positivo Venta cruzad a Referido s Retención Satisfacción total del cliente Mantenmto . Preventivo y post venta Mantenmto . correctivo Diagnostico / Diseño adecuado Capacitación profesionalismo conocimiento © Rodolfo J Cremer, MBA 183
  183. 183. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM Market share Perspectiva Del Cliente Perspectiva Interna Eficiencia Comercial (1) Asistencia a eventos internacionales y ferias: Número de asistencias a eventos Gestión de y ferias internacionales del la sector / Número de ferias y inteligencia eventos internacionales claves. comercial (2) Horas de capacitación en proveedores Número de horas de capacitación recibidas por proveedores Perspectiva de Aprendizaje VENTAS $2.0MM EBITDA 8.5% PROPUESTA DE VALOR Calidad en el servicio Calidad en los productos Cumplimiento de plazos Tecnología Capacidad financiera Marca Confianza (grupo Telefónica + transnacional + know-how y experiencia + cartera de clientes + compromiso y permanencia en el mercado) • Administrativos Instalación • Logísticos (1) Proceso de evaluación de • Instalaciones capacidades (anónimo?). • Programación Explicación: un examen de • Facturación competencias nos explicaría si • Cobranzas el • Procesos y conocimiento ha sido Gestión interiorizado. conocimiento administrativa • Gestión de la contrata Actualizació n en nuevas tecnologías y del conocimiento Hoy (negativo) 2006: Cero 2007-2008: positivo Venta cruzad a Referido s Retención Satisfacción total del cliente Mantenmto . Preventivo y post venta Mantenmto . correctivo Diagnostico / Diseño adecuado Capacitación profesionalismo conocimiento © Rodolfo J Cremer, MBA 184
  184. 184. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM VENTAS $2.0MM PROPUESTA DE VALOR Calidad en el servicio Calidad en los productos Cumplimiento de plazos Tecnología Capacidad financiera Marca Confianza (grupo Telefónica + transnacional + know-how y experiencia + cartera de clientes + compromiso y permanencia en el mercado) Market share Perspectiva Del Cliente Eficiencia Comercial Perspectiva Interna Gestión de la inteligencia comercial Perspectiva de Aprendizaje EBITDA 8.5% • • • • • • • Administrativos Logísticos Instalaciones Programación Facturación Cobranzas Procesos y conocimiento • Gestión de la contrata Actualizació n en nuevas tecnologías Instalación Gestión administrativa y del conocimiento Capacitación profesionalismo conocimiento © Rodolfo J Cremer, MBA Hoy (negativo) 2006: Cero 2007-2008: positivo Venta cruzad a Referido s Retención Satisfacción total del cliente Mantenmto . Preventivo y post venta Mantenmto . correctivo Diagnostico / Diseño adecuado Retención Proceso selección 185
  185. 185. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM Perspectiva Financiera 2004 2005 2006 $1.0MM $1.2MM $2.0MM VENTAS $2.0MM PROPUESTA DE VALOR Calidad en el servicio Calidad en los productos Cumplimiento de plazos Tecnología Capacidad financiera Marca Confianza (grupo Telefónica + transnacional + know-how y experiencia + cartera de clientes + compromiso y permanencia en el mercado) Market share Perspectiva Del Cliente Eficiencia Comercial Perspectiva Interna Gestión de la inteligencia comercial Perspectiva de Aprendizaje EBITDA 8.5% • • • • • • • Administrativos Logísticos Instalaciones Programación Facturación Cobranzas Procesos y conocimiento • Gestión de la contrata Actualizació n en nuevas tecnologías Instalación Gestión administrativa y del conocimiento Hoy (negativo) 2006: Cero 2007-2008: positivo Venta cruzad a Referido s Retención Satisfacción total del cliente Mantenmto . Preventivo y post (1) Retención:venta (1) Número de puestos que calzan con el perfil de Mantenmto competencias: . correctivo Número de puestos en la organización con un perfil detallado y aprobado por el gerente general. Tasa de retención del personal, solo para los puestos con un perfil desarrollado y aprobado y que se cubre al 80%. Diagnostico Capacitación profesionalismo conocimiento © Rodolfo J Cremer, MBA / Diseño adecuado Retención Proceso selección 186
  186. 186. Balanced Scorecard [BSC] Mapa: EQUIPO DE GERENTES SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA 2006: Grupo Telefónica: 0.5MM Ajemos: 1.5MM 2004 2005 2006 Perspectiva Financiera $1.0MM $1.2MM $2.0MM VENTAS $2.0MM PROPUESTA DE VALOR Calidad en el servicio Calidad en los productos Cumplimiento de plazos Tecnología Capacidad financiera Marca Confianza (grupo Telefónica + transnacional + know-how y experiencia + cartera de clientes + compromiso y permanencia en el mercado) Market share Perspectiva Del Cliente Eficiencia Comercial Perspectiva Interna Gestión de la inteligencia comercial Perspectiva de Aprendizaje EBITDA 8.5% • • • • • • • Administrativos Logísticos Instalaciones Programación Facturación Cobranzas Procesos y conocimiento • Gestión de la contrata Actualizació n en nuevas tecnologías Instalación Gestión administrativa y del conocimiento Capacitación profesionalismo conocimiento Crecimiento comercial agresivo Hoy (negativo) 2006: Cero 2007-2008: positivo Venta cruzad a Referido s Temas Estratégicos: -Crecimiento comercial agresivo -Eficiencia en los procesos -Mercado Total $10 – $12MM Retención Satisfacción total del cliente Mantenmto . Preventivo y post venta Mantenmto . correctivo Diagnostico / Diseño adecuado Retención Proceso selección Eficiencia en los procesos © Rodolfo J Cremer, MBA 187
  187. 187. Second Concepts Some examples A steel & wire manufacter
  188. 188. Vision: to be recognized as a world class supplier of wire and related derivatives. Financial perpective Income increase (sales) Consolidate market leadership (Market Share) Expense reduction Exportations’ growth (Ton) Keep current clients Client’s perpective ROI Propoposition of value Characteristics: • Price and credit • Stock (opportunity cost) • Certifications Crecer: Nuevos Mercados / Clientes Differences: • Technical service (pre y post sale) • we provide “integral solutions” • Flexibility: orders according to the client • Variety • Innovation: development of new products / processes/ uses • Brand Value (prestigeo, positioning and promos) Client’s satisfaction Internal Perspective Con accide nts PAMA Operational excellence No waste Learning Perspective Job profile Selection Training and development Staff retention I&D EGE Work climate Human resources managment Management ( share knowledge) Teamwork Share the vision and mission putting values into practice Leadership Profitability
  189. 189. Attachments Material to make the strategic plan © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
  190. 190. Balanced Scorecard Company XXX - Personal Paper - 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 191
  191. 191. Vision: Financial Perpespective Proposition of Value Characteristics abc Differences: • abc) Client’s Perpective Internal Perpective Learning Perspective 2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 192
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