More Related Content Similar to Inseec - Strategy and Balanced Scorecard (20) More from Juan Carlos Alcaide Casado (20) Inseec - Strategy and Balanced Scorecard3. 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. 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
8. 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.
12. 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
13. 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
14. 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 .
15. 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
16. 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
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17. 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
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18. 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
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19. 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
20. “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
21. 2 favours:
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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22. 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
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23. 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
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24. The opposite to …
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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25. The closes to …
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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26. 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
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28. “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
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30. 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
33. 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
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34. (translating strategy into action & ensures focus on results)
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
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35. [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
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36. “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
37. 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
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38. 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
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39. 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
41. 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
42. … 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
43. 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
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44. 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
45. 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
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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.”
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
46
47. 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
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48. Introduction to concepts and processes of BSC
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
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49. 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
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50. 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
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51. 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
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52. Principles of a strategy-oriented company
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
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53. 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
54. 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
55. 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
56. 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
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
57
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
58
59. 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
62. 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
63. 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
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64. 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
65. 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
67. 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
68. 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
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69. 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
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70. 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
71. 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
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72. 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
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73. 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
74. 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
76. 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
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77. 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
78. 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
79. 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
80. 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
81. 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
82. 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
83. 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
87. 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
88. 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
90. 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
91. 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
92. 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
93. 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
94. 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
96. 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
97. 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
98. 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
100. 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
102. 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
105. Setting Goals
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
105
106. 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
107. 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
108. 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
109. 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
110. 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
111. 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
112. 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
113. 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
114. 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
115. Making an inventory, Mapping and Prioritizing
Initiatives
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
115
116. 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
117. 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
118. 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
119. 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
120. 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
121. 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
122. 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
123. 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
124. 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
125. 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
126. Lead, Sponsor y Internal sale
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com
126
127. 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
128. 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
135. 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
136. 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
137. 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
138. 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
139. 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
140. 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
141. 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
142. 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
143. 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
144. 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
145. 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
146. 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
147. 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
148. 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%
149. 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
150. 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
151. 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
152. 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
153. 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
154. 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
155. 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
156. 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
157. 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
159. 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
160. 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
161. 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
162. 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
163. 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
164. 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
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
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
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
Perspectiva
Del
Cliente
Perspectiva
Interna
Perspectiva de
Aprendizaje
© Rodolfo J Cremer, MBA
166
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
(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
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
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
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
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
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
Hoy (negativo)
2006: Cero
2007-2008: positivo
Referido
s
Retención
Eficiencia
Comercial
Perspectiva
Interna
Perspectiva de
Aprendizaje
© Rodolfo J Cremer, MBA
170
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
© Rodolfo J Cremer, MBA
181
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
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
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
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
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
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
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
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
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
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
187. 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
189. 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