2.DATAMANAGEMENT-DIGITAL TRANSFORMATION AND STRATEGY

OVERALL SCHEME
Module M1 COMPANY MANAGEMENT
Module M2 PHYSICAL INTERNET
Module M3 SUPPLY CHAIN DIGITALISATION
Module M4 ANALYTICS. GLOBAL, MANUFACTURING AND LOGISTICS KPIS

digitalization
in logistics
M4. ANALYTICS. GLOBAL KEY PERFORMANCE
INDICATOR (KPI) OF LOGISTICS OPERATIONS.

M4. ANALYTICS. GLOBAL, MANUFACTURING AND
LOGISTICS KPIS
4.1. Big Data
4.2. Data Management
4.3. Business Intelligence Tools
4.4. Definition and Management of Indicators

INDEX
4.2. Data Management
4.2.1. Business Intelligence & Data
Warehousing
4.2.2. Technologies and solutions in
organizations
4.2.3. The General Directorate and
Business Intelligence
4.2.4. Competitive strategy

7
Data Marts
Transactions
Data Warehousing
Integrated Performance Management
• Corporate information
• Advanced Analytics Solutions
Business Information
• Functional Measures
Aggregate Information
• Integrated
• Consistent
Transaction Data
• Detailed
• Operalitonal
Business
Intelligence
HIERARCHY OF INFORMATION

8
COMPANY SOURCES
External
Open Data
Legacy
CRM
ERP
Data
Sources
Data
Middle-ware
Quality
Extract/
Tranform
Load
Data
Transformation
Context
Data
Marts
ODS
DW
Data
Warehousing
Information
Analytics
Modeling/
Simulation
Integrated
Analytics
Research
Analytics
Business
Intelligence
Knowledge
External
Front-End
Management
Executive
Consumer
Information
Actions

9
CRM
Servicio
Cliente
eCommerce
Market
Mgmt
Loyalty
Systems Security Storage
Self-installation, Cloud, As a Service
Aplicaciones
Nuevas/Mejoradas
Fuentes
de Datos
Real-time
analytics
zone
Corporate
DW and
appliances
zone
Information Governance Zone
Landing zone,
exploration
and archiving
Information
ingestion and
operational
information
zone
What
could
happen?
Predictive
models
What
action to
take?
Decisio
n making
What is
happening?
Discovery
and
exploration Why did it
happen?
Reporting
, analysis,
content
analysis
Cognitive
Systems
Comisiones
ARCHITECTURE

10
HIGH PERFORMANCE DATA WAREHOUSING
Velocity
– Consider an analytics-
optimized appliance
• HW-based query acceleration
• Massively Parallel Processing
(MPP)
• In Memory Database
Scalability
– Up to petabytes
– Parallel architecture
Simplicity
– Integrate SW, processor and
storage
– Facilitate standard interfaces
– Minimize management and
optimization
Analítica
Avanzada
Advanced
Analytics
Cargador
Charger
ETL
ETL
BI
BI
Applications
FPGA
Memory
CPU
FPGA
Memory
CPU
FPGA
Memory
CPU
Hosts
Host
Store Process Conect
Massively Parallel Processing (AMPP™)
Orchestrate

11
HADOOP APACHE
Apache Hadoop is a software framework that supports applications distributed under a free license.
It allows applications to work with thousands of nodes and petabytes of data. Hadoop was inspired by
the Google docs for MapReduce and Google File System (GFS).
Hadoop is a high-level Apache project that is being built and used by a global community of contributors,
using the Java programming language. Yahoo! has been the largest contributor to the project, and uses
Hadoop extensively in his business.

12
HADOOP APACHE
Data stored in a distributed file system on multiple inexpensive
computers (intel)
Can operate with functions on data Scalable to thousands of nodes
and petabytes of data
Application
MapReduce
1. Mapping Phase
(divides the work into many
parts)
2. Combination
Phase
(transfers the output to the
final processing)
3. Reduction Phase
(Reduces all output to a single
set of data)
Returns a simple set of
results
Game result
Combine
public static class TokenizerMapper
extends Mapper<Object,Text,Text,IntWritable> { private final static
IntWritable
one = new IntWritable(1); private Text word = new Text();
public void map(Object key, Text val, Context StringTokenizer itr =
new StringTokenizer(val.toString()); while (itr.hasMoreTokens()) {
word.set(itr.nextToken());
context.write(word, one);
}
}
}
public static class IntSumReducer
extends Reducer<Text,IntWritable,Text,IntWrita private IntWritable
result = new IntWritable();
public void reduce(Text key, Iterable<IntWritable> val, Context
context){ int sum = 0;
for (IntWritable v : val) { sum += v.get();
. . .
Distribute tasks to
the cluster
Data nodes

▪ Big Data approach : Function to Data
Database
server
Data
Query Data
return Data
process Data
Master node
Data
nodes
Data
Application
server
User request
Send result
User request
Send Function to
process on Data
Query &
process Data
Data
nodes
Data
Data
nodes
Data
Data
nodes
Data
Send Consolidate result
▪Traditional approach
➢Application server and
Database server are separate
➢Data can be on multiple
servers
➢Analysis Program can run on
multiple Application servers
➢Network is still a the middle
➢Data have to go through the
network
•Big Data Approach
➢ Analysis Program runs
where are the data : on Data
Node
➢Only the Analysis Program
are have to go through the
network
➢Analysis Program need to be
MapReduce aware
➢Highly Scalable :
➢1000s Nodes
➢Petabytes and more
▪ Traditional approach : Data to Function

14
WHAT IS SPARK?
Apache Spark combines a distributed computing system across clusters of computers with a simple
and elegant way of writing programs. It was created at the University of California Berkeley and is
considered the first open source software to make distributed programming truly accessible to data
scientists.
Spark is easy to understand when compared to its predecessor, MapReduce, which revolutionized the
way you work with large data sets by offering a relatively simple model for writing programs that could
run in parallel on hundreds and thousands of machines at the same time. Thanks to its architecture,
MapReduce achieves a practically linear scalability relationship, since if the data grows it is possible to
add more machines and take the same time.
Spark maintains the linear scalability and fault tolerance of MapReduce, but extends its benefits thanks
to several features: DAG and RDD.

15
WHAT IS SPARK?
Fast
•Aggressively leverage distributed in-memory
operationFaster than Map
•Reduce on some workloads
General proposition
•Covers a wide range of workloads
•Facilitates complex, SQL, real-time analytics
•Friendly (for programmers)
•Written in Scala, an object-oriented language
•Scala, Python and Java APIs
•Runs on Hadoop, Mesos, alone or in the cloud
Apache Spark is an open source, in-memory engine that is fast, general-purpose, and friendly.

16
R
R is a programming language and environment with a focus on statistical analysis.
R is a free software implementation of the S language but with static scoping support. It is one of the
most used languages in research by the statistical community, and is also very popular in the field of
data mining, biomedical research, bioinformatics and financial mathematics. The possibility of loading
different libraries or packages with calculation or graphing functionalities contributes to this.
R is part of the GNU system and is released under the GNU GPL license. It is available for Windows,
Macintosh, Unix and GNU/Linux operating systems.

17
TEXT MINING
• Analyze text and detect meaning with
annotators
• Understand the context in which the text is
analyzed
• Includes pre-built annotators for standard
text constructions such as names,
addresses, telephone numbers, etc.
• Multi-language capability
• Convert unstructured information into
structured text
‾ Sentiment análisis
‾ Consumer Behavior
‾ Illegal activities
‾ …
Physically joins data, standardizes formats,
resolves self-references, processes
punctuation and ungrammatical characters,
standardizes spelling
Part-of-speech identification and extraction
custom dictionaries, concept categorization,
synonyms, exclusion3es, multiterms,
everyday expressions, fuzzy-matching, rules
Identify sentiment, analytics based on natural
language processing, define variables,
macros and rules
Iterative classification using manual and
automated techniques. Derivation and
inclusion of concepts, semantic networks and
co-occurrence rules
Reporting/Monitoring of social comments with
structured data, associated concepts,
correlated concepts, auto-classification of
documents, sites and posts.

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BUSINESS INTELLIGENCE
Tecnologías de BI

Graphs are Everywhere
User
Movie
Netflix
Collaborative Filtering
Docs
Words
Wiki
Text Analysis
Social Network
Probabilistic Analysis

Big Data Landscape –Apps, Infrastructure,
Data Semantics

26
The Optimization of Logistics
Operations

27
A. OPTIMIZE BUSINESS OPERATIONS
B. SPEED
C. CREATE SERVICES THAT WERE IMPOSSIBLE BEFORE
D. THE NECESSARY DATA AT THE VITAL
D. INCREASE REACTION SPEED
E. MOMENT ANTICIPATE DEMAND
F. REDUCTION OF LOSSES DUE TO FRAUD
G. MARKET BEHAVIORS
H. SEMANTIC ANALYSIS OF INADEQUATE CONTENT
I. INVENTORY OPTIMIZATION
J. SCENARIO SIMULATION
K. HEALTH
L. OPTIMIZATION OF AGRICULTURAL CROPS
M. CUSTOMIZATION OF CHANNELS AND TRAINING
OBJECTIVES

28
Problems that were previously difficult or impossible to solve are now feasible. Organizations
can analyze all of their data – not just a subset of it – more broadly, iteratively, and frequently.
CASE
Creditreform, a leading company in the German business reporting market, recently
implemented a Big Data project that aimed to analyze 650 million transaction data of its
clients that are produced in the 130 offices they have around the world. Thanks to
analytics, he accelerated processes up to 30 times faster, which meant he cut his costs
in half and provided his clients with valuable information for their commercial
transactions.
(SOURCE www.ibm.com)
A. OPTIMIZE BUSINESS OPERATIONS

29
The ability to deliver the best business decisions in a fraction of the time.
CASE
UK mobile commerce company Webe designed a real-time advertising system through
an app for its 17 million customers.
In this way, the user who browsed through the mobile applications received, in a fraction
of a second, an offer directed exclusively to them. The objective was not to send
information that would lead to spam, but rather through the navigation of its customers
and the sites they visited, the company better understood their consumption habits and
generated a marketing strategy in real time that directly served your preferences. They
increased their sales by 40% thanks to the use of analytics.
B. SPEED

30
Big Data helps organizations capitalize on a broader range of new data sources, apply more
sophisticated analytics to it, and get answers in minutes that previously took hours or days.
CASE
C. CREATE SERVICES THAT WERE IMPOSSIBLE BEFORE
Machine-generated data willl
account for
of all data by 2020. It was only
11% in 2005.

31
Manage overwhelming information overload and focus on the information that matters at the key
moment.
CASE
Physicians in the Department of Neurosurgery at UCLA Medical Center use IBM's high-
performance analytics capabilities to obtain real-time insights from more than 80,000
data points generated every minute in intensive care units to proactively identify patients
whose condition shows barely perceptible signs of worsening.
D. THE NECESSARY DATA AT THE VITAL MOMENT

32
Improve service quality by correlating and analyzing customer, network, service and device
information faster and in real time.
CASE
T-Mobile uses a Big Data & Analytics solution to obtain information from its entire
network in seconds, improving the accuracy of network data flow to more than 99.99
percent.
D. INCREASE REACTION SPEED

33
Anticipate product demand and balance inventory fulfillment more effectively by gaining deeper
visibility into customer purchasing patterns and improving merchandise reporting across the
enterprise.
CASE
Using predictive analytics capabilities, Meteolytix GmbH was
able to analyze weather forecast data to
accurately anticipate daily sales at
individual bakeries.
E. ANTICIPATE DEMAND

34
Analytics to identify emerging patterns and improve claims outcomes.
CASE
Insurance Bureau of Canada used Big Data & Analytics capabilities to identify two
criminal fraud rings in two weeks.That same action previously took years of
investigation and identification.
F. REDUCTION OF LOSSES DUE TO FRAUD

35
Erratic movements in turbulent markets.
CASE
NYSE Euronext used a data warehouse solution to streamline and simplify analysis
processes so surveillance experts could more quickly detect emerging trends in insider
trading and market manipulation.
G. MARKET BEHAVIOR

36
CASE
Regina Police Service, the municipal police force in Saskatchewan, Canada, relies on
IBM's sophisticated content analytics tools to identify and remove inappropriate content
from social media sites and make them safe for the general public.
H. SEMANTIC ANALYSIS OF INADEQUATE CONTENT

37
CASE
Qualcomm consolidated its large data warehouses to make advanced analytics simpler,
faster and more accessible, and reduce infrastructure costs.
I. INVENTORY OPTIMIZATION

38
CASE
The SAP solution offers data on the team and each player, from ball possessions to
shots on goal or acceleration and running speed.
J. SCENARIO SIMULATION

39
Medical research can improve greatly if it is able to assimilate an enormous amount of data
(monitoring, histories, treatments, etc.), especially unstructured, and organize or structure it to
define the causes of diseases and establish better solutions. Big data in healthcare will be used
to predict, prevent and personalize diseases and thus the affected patients. The fields will be
practically all health sectors, but in particular we can already mention some in which the
greatest challenges are found.
CASE
Thanks to the application of big data analytics, it was possible to detect the bad behavior
of a medicine that caused an increase in deaths due to its misuse and its unforeseen
harmful effects in its manufacture, clearly avoiding deaths since the problem was
detected..
K. HEALTH

40
Genomic research and genome sequencing.
Clinical operation.
Self-help and citizen collaboration.
Remote patient monitoring.
Personalized medicine for everyone.
Virtual autopsies.
Monitoring of chronic patients.
Improvements in medical processes.

41
The use of Big Data in this sector could combine information on weather forecasts and real-time
measurements on the water table with specific data on the topography of the farm, to establish
an efficient irrigation plan for the plantation or determine the optimal amount of fertilizer to use.
L. OPTIMIZATION OF AGRICULTURAL CROPS

42
M. CUSTOMIZATION OF CHANNELS AND TRAINING OBJECTIVES
It can now be tailored to Amazon and Google recommendations that match our interests exactly.
We need an education that adapts to our needs and that is the best way to learn
CASE
What happened in the United States, with online courses, called MOOCs, massive open
online courses, is that teachers can see when students are watching their courses, and
when they stop, when they reread a lesson. And a Stanford professor noticed that by
lesson seven or eight all the students returned to lesson number three. That lesson was
a math review class and showed that as students progressed further through the course,
they became less confident in their math foundation. Suddenly the teacher could see this
in the data and could learn two things. First of all, he had to better prepare his students.
And secondly, that he should insist more on that particular difficulty since the students
would stop and return to that lesson. ”

45
The General Directorate and Business Intelligence
Introduction.
In this section we are going to use general management models of companies that are
used as a decision-making instrument. Before using Business intelligence techniques,
it is necessary to know what we want to obtain, what our goals are. And we have to
apply methods that unite strategic management with operational management. When
planning with BI we have to rely on data and we obtain the company's internal data
from operational techniques that generate appropriate indicators for each objective.
Kaplan and Norton propose a closed-loop management system, which involves
improvement and coordination between different models and techniques of different
time horizons used in the company. The global strategic management models that we
will see are the Balanced Scorecard and for Quality management we will use the
EFQM Excellence Model and for operational techniques we will apply Process
Management. We will use all of them as a basis for the available information that
companies store to be able to control and perform Business Intelligence.

CYCLIC MANAGEMENT
SYSTEM
- MASTERING THE
MANAGEMENT SYSTEM –
Robert Kaplan y David Norton

INTRODUCTION
▪Companies do not achieve the success of their objectives because they do not
coordinate strategy with operations.
▪The problem lies in the company's management system, understanding this as the set
of processes and tools that the company uses to develop its strategy.
▪ To achieve success in the execution of the strategy, there are two basic rules:
o Understand the management cycle that links strategy and operations.
o Know what tools to use in each phase.
▪ This management cycle shows the design and implementation of a system for strategic
planning, operational execution, and feedback and learning.

PHASE 1: STRATEGY DEVELOPMENT
▪ What business are we in and why?
First, you must agree on the company's objective (Mission), aspirations for future results
(Vision) and the internal limits that will guide your actions (Values).
▪ What key problems does the company face? Strategic analysis of the internal and
external situation of the company.
- Analysis of the sector through Porter's Five Forces (customers, suppliers,
substitutes, competitors and new entrants).
- External environment through PESTLE analysis (political, economic, social,
technological, environmental and legal factors).
- Internal capabilities across the Porter Value Chain.
- Summarize in a SWOT that allows identifying the problems that the strategy must
solve.
▪ How can we compete better? Strategy formulation.
(Competitive advantage approach, Blue Ocean approach, resource-based approach or
disruptive technologies approach)

PHASE 2: TRANSLATION OF THE
STRATEGY
▪ This phase seeks to translate the strategy into objectives and measures that can be
communicated to all units and employees of the company.
▪Strategic Map: tool that allows you to visualize the strategy as a chain of cause-effect
relationships between strategic objectives.
▪Balanced Scorecard: linked to the Strategic Map, it contains the performance measures
and objectives of each strategic objective, which allows making decisions about the
strategy and evaluating its execution.
▪Identification and composition of a portfolio of strategic initiatives intended to help
achieve the objectives defined in the strategy. They are c/p shares from which a return is
expected in the medium-long term. They are assigned to strategic expenses (StratEx)

PHASE 3: OPERATIONS PLANNING
▪ Once we have defined the objectives, selected the measures and marked the strategic
initiatives, it is time to develop the Operational Plan that will develop the actions that will
lead to the achievement of the strategic objectives.
▪Improvement of key processes: Improve the performance of your continuous
processes (response capacity, speed, quality, costs...) Align c/p processes with strategic
priorities.
▪Detailed Sales Plan: Break down the sales objective into quantity, combination and
nature of sales orders consistent with the strategic plan.
▪Resource Planning: calculation of the necessary resources from the sales plan to
achieve strategic objectives.
▪Budget Preparation: authorization of resource spending, creation of pro-forma income
certifications and detailed profit and loss statements.

PHASE 4: MONITORING AND
LEARNING
▪ The objective of this stage is to observe and control the results and learn from them with
the purpose of correcting and improving. This purpose is carried out through two types of
meetings:
▪Operational Review Meetings: Short, highly focused, data-driven, action-oriented
meetings that aim to identify and resolve operational issues while encouraging continuous
improvements.
▪Strategic review meetings: They focus on defining whether the execution of the
strategy is on track, at what point in the implementation problems occur, why they occur,
what actions would correct them, and who has responsibility for achieving the objectives.

PHASE 5: VERIFICATION AND
ADAPTATION OF THE STRATEGY
▪ The objective of this phase lies in rigorously analyzing the strategy and adapting it to changes in the
environment, incorrect or obsolete purposes, and deciding whether it is enough to apply radical improvements
or a new transformative strategy is necessary.
▪Economic reports on costs and profitability to analyze existing products and customers in detail.
▪Statistical analysis of the correlations between the measures of strategy performance that will inform the
company of financial performance, investment links, customer loyalty.
▪Consideration of new strategic options, paying attention to changes in the environment, new emerging
strategies, the behavior of competitors and proposals from within the company.
▪All changes in strategic review, testing and adaptation of the strategy lead to starting a new cycle with all the
previous phases, and so on..

CONCLUSIONS
▪ The main problem that managers of large corporations have is balancing operational
concerns at c/p with long-term strategic priorities.
▪ The closed-loop management system proposed by the authors incorporates a series of
advantages since it allows:
- set clear strategic objectives,
- allocate resources in a manner consistent with the set objectives,
- establish priorities for operational action,
- recognize and measure the operational and strategic impact on the organization
and,
- update the company's strategic objectives.

COMPREHENSIVE CONTROL
PANEL
What cannot be measured, cannot be managed, nor can it be improved.
YOU CANNOT MAKE DECISIONS WITH DATA
BUSINESS INTELLIGENCE

PERSPECTIVES OF THE BALANCED
SCORECARD (BSC)
CLIENTS
What customer needs
must we address to be
successful?
FINANCIAL
What financial objectives
must we achieve to be
successful?
LEARNING
How should our organization learn
and innovate to achieve its
objectives?
VISION
AND
STRATEGY
INTERNAL PROCESSES
What processes should
we be excellent at?

BALANCED SCORECARD (BSC)
WHAT WE ACHIEVED…OR NOT
FOR WHOM WE ACT AND WHERE
WHAT WE DO OR OFFER AND THE DESIGN
OF THE ACTION FRAMEWORK
WHAT WE HAVE - RESOURCES
SOURCE: Prof. López Viñegla
Finances
Clients
Internal
Processes
Learning &
Growth

RESULTS
(EFFECTS)
Finances
Clients
Internal Processes
Learning & Growth
INDUCTORS
(CAUSES)
Past
(How did we do it?)
Future
(How will we do it?)

THREATS
(ADDRESS)
Finances
Clients
Internal Processes
Learning & Growth
OPPORTUNITIES
(EXPLOIT)
WEAKNESSES
(CORRECT)
STRENGTHS
(MAINTAIN)
INTERNAL
ANALYSIS
EXTERNAL
ANALYSIS

61
STRATEGIC MAP
● Clarify and translate the vision and mission into strategic objectives
● Related objectives, classified into four perspectives (financial,
customers, internal processes and learning and growth).
● Communicate and link strategic objectives in a set of indicators, for
control
● Align objectives and indicators with strategic initiatives.
● Increase Feedback and strategic training.

Sustained shareholder value
Productivity strategy Revenue growth strategy
Customer value proposition
Product/service attributes Relationship
Image
Financial
perspective
Customer
perspective
Internal
process
perspective
Learning
and
knowledge
perspective
Improve
cost
structure
Increase
asset
utilization
Improve
customer
value
Expand
income
opportunities
Operation
management
Produce and deliver
Products and
services
Customer
Management
Improve customer
value
Innovation
Create new products
and services
Social regulation
Improve
communities and
environment
Human capital:
- Competencies
- Skills
- Training
- Knowledge
Information capital:
- System
- Databases
- Networks
Human capital:
- Culture
- Leadership
- Teamwork
- Alignment
Price Quality Availability Selection Functionality Services Partners Brand

The Balanced
Scorecard needs for
its application:
An improvement in information systems and new
technologies that facilitate faster and more
effective decision making.

The implementation of the
BSC in an organization
allows processes to be
measured based on their
strategic value
The BSC is not a substitute for the Excellence Model (EFQM) but
rather a complement, as developed below.

The EFQM Excellence Model
The basic idea of the Model is to provide organizations with a tool to
improve their management system.
The tool is not normative or prescriptive: it does not say how things
should be done, thus respecting the characteristics of each
organization and the experience of its members.
To improve, it is necessary to first know the current situation and for
this it is useful to have a guide that leads us to systematically
examine all aspects of the organization's functioning.
We will call these aspects "criteria".

Leadership
(100)(10%)
Precesses,
products
and
services
(140)(10%)
Results in
People
(90)(10%)
Results in
Clients
(200)(15%)
Results in
Society
(60)(10%)
Key
Results
(150)(15%)
People
(90)(10%)
Policy &
Strategy
(80)(10%)
Alliances &
Resources
(90)(10%)
FACILITATING AGENTS RESULTS
INNOVATION , CREATIVITY Y LEARNING
Outline of the EFQM model

Agents and Results
A fundamental concept in the Model is that of "actors": those who receive the effects
of the organization's activity. The Model considers all these effects as results.
Examples of this are: for shareholders, profit; for employees, their remuneration
and professional development; for customers, the utility they obtain from the
organization's products and services; and so on. Better or worse results will be
symptoms of better or worse performance. The other group of criteria is called
"agents".
They represent the set of activities of the organization. In them we systematically
examine everything the organization does and, above all, how it does it and how
it manages it.
The strengths and areas of improvement obtained from this exam will form the basis
of the organization's improvement plan.

9. Final Performance
Every organization pursues a set of ultimate goals and objectives. This criterion
examines the extent to which these goals and objectives are achieved.
If it is a for-profit company, the final performance will necessarily include
concepts such as income, expenses, profit, share value, etc. Additionally ,
sometimes, the market share, the number of clients and other analogues.
In other cases, performance will be measured by other parameters: measures
referring, for example, to the knowledge imparted, to the effectiveness of
healthcare, and so on depending on the nature of the organization. Typically,
costs and budget compliance will be important here as well.
A distinction is made between key results (truly final) and indicators (generally
results of intermediate processes, such as depreciation, delivery times for
products or services, school failure rate, etc.) which, together with them,
usually constitute the "table of command".

6. Customer Results
Customers are those who use the organization's products or services, either to consume
them (end customers) or to distribute them or to use them as input to their own
production chain (immediate customers).
The creation of utility for each other (the satisfaction of their needs) is the object of the
organization's activity, whether it is motivated by profit or by any other consideration.
The Model considers, therefore, that the perception that its customers have about its
products and services, about their usefulness, ease of use and other characteristics
(even sometimes unexpressed) of the organization, is essential for the long-term
success of the organization. themselves, as well as the way in which their
relationships with the organization are developed.
As in the other results, internal indicators that can predict or be a consequence of the
subjective degree of customer satisfaction are also evaluated (for example,
objective quality indices, number of complaints, etc.)

7. Results in Personnel
The degree to which the organization satisfies the needs and expectations of its
members fundamentally affects the proper development of its activities, as
well as the establishment of satisfactory relationships with customers and the
social environment.
Contrary to the traditional identification of the company with its shareholders, the
staff is the company, and similarly in other types of organizations. A high level
of organizational excellence is, therefore, incompatible with dissatisfied staff.
This satisfaction, just as it happened with customers, is expressed through
subjective perceptions that the organization will know by taking an interest in
them and asking its employees systematically and using appropriate
techniques.
Objective indicators such as absenteeism rates, training provided, participation in
improvement projects, etc. will also be useful to complement this knowledge.

8. Results in Society
Every organization lives immersed in society. It maintains mutual relationships
both with the individuals who inhabit its physical environment and with
organized social bodies (local, state or international authorities, cultural or
other associations, ...). Its employees are also embedded in a network of
family, political, legal, etc. relationships.
All these relationships will give rise to perceptions of social groups about the
organization's activity and the effects it has on them.
These effects can also be measured directly through corresponding indicators
that could include the impact on the level of employment, the production of
noise and other pollution, economic or other contributions to social or
community activities, etc.

72
5. Processes
● How they are designed and managed: what techniques are used, how responsibilities are
established, what types of performance measures are established, how their objectives are set, ...
● How to improve : how improvement actions are planned and prioritized, how creativity and
participation are stimulated, how changes are controlled and communicated, ...
● How products and services are developed to satisfy customer needs. How these needs are known
and anticipated.
● How production and distribution is carried out of goods and services and after-sales service.
● How to manage and improve customer relationships, how the usual relations with them are
organized and their opinions are known, how their complaints and claims are dealt with, how we
collaborate with them.

73
4. Collaborators and Resources
● Relationships with suppliers, alliances and other external entities in support of mutual
development and value generation.
● Economic and financial resources: Obtaining them, controlling their profitable use and managing
associated risks
● Buildings, equipment and materials: Their safety and profitability, the optimization of supplies and
inventories, the recycling of waste and the conservation of non-renewable resources, ...
● Technology: The exploitation of existing technologies, the identification of emerging ones,
innovation
● Information and knowledge: Its inventory and classification, its development, ease of access and its
protection and security.

74
3. Personnel Management
● Planning, management and improvement of human resources. The integration
of personnel strategies with the general objectives of the organization.
● The identification, development, and maintenance of people's knowledge and
capabilities: Learning and personal development.
● Involvement and assumption of responsibilities: The integration of everyone in
a common project.
● The dialogue between people and the organization: Descending, ascending and
horizontal communication.
● Remuneration, recognition and attention to people: What the organization
gives to the person in exchange for their dedication.

75
2. Policy and Strategy
● They are based on the interests, needs and expectations of its actors,
understanding market and competitive trends and the expectations of customers,
investors and employees.
● They are built taking into account complete and relevant information from internal
indicators, social, environmental, legal, economic, demographic, technological
trends, etc.
● They are developed, reviewed and updated appropriately, balancing the interests
of the actors and the short with the long term, and reacting to external changes and
the results of the processes.
● They are deployed in a concrete way in the design and monitoring of key processes
● They are communicated to the appropriate actors and levels and implemented,
transforming them into objectives and goals throughout the organization..

76
1. Leadership
● The development of the mission, vision and values, reflecting them in
their personal behavior.
● The development, implementation and permanent improvement of
the management system: the structure of the organization, its policy
and strategy, the measurement and review of performance and the
process of permanent improvement of all of this.
● Establishing external collaborative relationships with clients,
suppliers and representatives of society.
● The motivation of people, through communication, the attitude of
listening and response, support for the achievement of personal goals,
encouragement of participation and recognition of people and teams.

The EFQM model
The fundamental concepts that underlie the Model are:
orientation towards results and towards the client, leadership
and perseverance, management by processes and facts,
development and involvement of people, learning and
continuous improvement, collaboration , and social responsibility.
Achieve balanced results
Take responsibility for
a sustainable future Add value for Customers
Build alliances Leadership with vision,
inspiration and integrity
Foster creativity and
innovation Process management
Achieve success through people

The EFQM model
The main use of the model is self-assessment, from
which a set of strengths and another set of areas
susceptible to improvement are obtained.
On this basis, and once prioritization work has been
carried out, an action plan can be built to maintain
those and make the improvements corresponding to
them.
The EFQM awards the European Award for Excellence
annually, after examining the situation of the
candidate organizations in accordance with the
criteria of the Model..

Self-Assessment
Self-assessment is a process of internal reflection
through which the degree of excellence is analyzed both
in the management of the unit and in the results
obtained, taking the EFQM Excellence Model as a
reference.
The results obtained in the self-assessment are :
-Strengths
-Improvement areas

Self-Assessment
Strength
Incidence point
Improvement area
Within the 9 fundamental criteria, the degree of Focus, Deployment and Evaluation
and Review will be determined, for the Agent Criteria, and of Scope of Application,
Trends, Objectives, Comparisons and Causes, for the Results Criteria, of each
of the sub-criteria. , through a color code that will be placed after the analysis
of each one
Likewise, the indicators will have the following
form:And the color code for both cases will be :

Self-Assessment: Example
ELEMENTS STRENGTHS IMPROVEMENT AREAS
- Individual and team participation is encouraged and
supported. They have focus
- They have deployment. They establish improvement
groups, they encourage employees to participate as a
team, the directors set an example by attending
meetings, there is a suggestions program, there are
weekly and annual meetings.
- It is not clear how they are reviewing
encouraging and supporting participation
- Encourage and support engagement through events
such as weekly department meetings and daily
department head meetings
- It is not clear if there is review and
evaluation
- Provide opportunities that stimulate engagement and
support innovative and creative behavior
- The deployment is carried out through training
programs in creativity techniques and tools.
- Review and evaluate whether the tools
used to stimulate creativity are effective
(increase in innovative ideas and
suggestions)
- They provide training to Directors so that they learn
to delegate their responsibilities and stimulate
initiative
- They do not have review and evaluation. It
would be useful to verify if the Directors are
delegating responsibilities and stimulating
initiative
- They have focus and deployment. They encourage
people within the organization to work as a team.
Leaders actively support group work. Adequate
resources and spaces are provided. Process owners
encourage participants
______
AGENTS CRITERION 3c.
Involvement and assumption of responsibilities by people in the organization.

Self-Assessment: Example
ELEMENTS STRENGTHS IMPROVEMENT AREAS
MOTIVATION
- In principle, good trends but the
objectives do not seem well determined
because the same objectives are set for
all measures
- Results are missing:
• Administrative System of the
organization
• Conditions of employment
• Employment management
• Environmental policy and impact
• Role of the organization in
society
- They must set objectives in line
with the measures that are being
carried out.
- Get competitor data
PERSONAL
SATISFACTION
RESULTS CRITERIA 7a.
Perception measures on aspects or topics related to:

Simple scoring self-assessment
Do the results of the internal indicators related to staff satisfaction meet or exceed the goals set for each period, showing a
positive evolution? Is the position of these indicators also analyzed with respect to the values of other centers?
Evidence
There are no goals or they
are not met.
Most indicators have
increasing goals and these
are not met.
All indicators have
increasing goals and these
are met or exceeded.
Most of the goals have
been exceeded or have
been at levels of
excellence for at least
three years.
Excellent values for at
least three years.
0 25 50 75 100
Do you systematically obtain and evaluate data on the levels of satisfaction you obtain from your employees?
Do you adopt this information for your own purposes?
Evidence
No comparisons are
made with data from
the university
environment.
Occasional comparisons or
comparisons of scarce
relevant data from their
university environment are
made.
Periodic comparisons of most
of the relevant data from the
university environment.
Reliable data is available on
satisfaction levels that also
serve as reference values.
Systematic and periodic
comparisons. All relevant
data from your university
environment is analyzed.
Systematic and periodic
comparisons. The
effectiveness of the data
and comparisons is
reviewed at the end of
the cycle and
improvements are made.
Experience in review and
improvement of at least
three cycles.
0 25 50 75 100
Agents:1 to 5
Results:6 to 9

EFQM
Advantages : Generates a battery of Indicators
Facilitates External Evaluation
Continuous improvement driven by Benchmarking
Disadvantages : General extent
Battery of Indicators is very extensive for control
of organizational management.
Does not prioritize for Resource Allocation
It barely investigates the cause-effect relationship of
indicators

85
TABLE OF EQUIVALENCES
EFQM - BSC
1.a; 2.a.b.c.d
2,5%; 6,4%
Definition of the mission, values
and vision of the company.
Policy and strategy
4.b; 9.a.b
1,8%; 8,75%
Financial Perspective
1.c; 5.e; 6.a.b; 8.a.b
2,5%; 2,8%; 20%; 3%
Customer Perspective
1.b; 4.a; 5.a.b.c.d; 8.a.b; 9.b.c
2,5%; 1,8%; 11,2%; 3%; 2,5%
Perspective Internal
operating processes
1.d; 2.e;
3.a.b.c.d.e;4.c.d.e;7.a.b;9.b
2,5%; 1,6%; 9%; 5,4%; 9%; 3.75%
Learning and Growth
Perspective

LEARNING AND GROWTH 30%
INTERNAL PROCESSES20%
FINANCIAL 11%
POLICY AND STRATEGY 9%
CLIENT 30 %
DISTRIBUTED WEIGHTS IN THE BSC PERSPECTIVES
REGARDING THE EFQM MODEL

Perspectiva financiera del CMI según los objetivos estratégicos creados del modelo EFQM y su peso asignado.
PERSPECTIVAS RESULTADOS OBJETIVOS ESTRATEGICOS PESO INICIATIVAS INDICADORES
FINANCIERA
CRECIMIENTO FINANCIERO
ESTABILIDAD INTERNA ENTRE
ACCIONISTAS
Gestionar eficientemente los recursos
económicos y financieros para:
*Cumplimiento de los presupuestos
*Obtención de Beneficios
*Rentabilidad
*líder sector en costes
*Crecimiento rentable
*Rendimiento de los activos netos
*Eficiencia en la utilización de los
activos
*Optimizar estructura del capital
10,55% Desarrollar estrategias y procesos
económicos y financieros
Evaluar inversiones
Garantizar una estructura de recursos
eficaz y eficiente
Gestionar los recursos económicos y
financieros para apoyar la Py E
Gestionar los riesgos de los recursos
económicos y financieros
Auditorias de cuentas planificadas
Precio de la acción
Dividendos
Márgenes brutos
Flujo de caja
Clasificación de créditos
Elementos del balance
Facturación
Beneficios Brutos/Netos
Cuota de clientes
Variedad de ingresos
Activo total por empleado
Ingresos Totales
Ingreso por empleado
Costes
Rotación del inventario
ROCE, EVA, ROE
10,55%
Financial perspective of the BSC according to the strategic objectives created from
the EFQM model and their assigned weight
PERSPECTIVES RESULTS STRATEGIC GOALS WEIGH
T
INICIATIVES INDICATORS
FINANCIAL
FINANCIAL GROWTH
INTERNAL STABILITY AMONG
SHAREHOLDERS
Efficiently manage economic and
financial resources to:
- Compliance with budgets
- Earning benefits
- Cost effectiveness
- Sector leader in costs
- Profitable growth
- Return on net assets
- Efficiency in the use of assets
- Optimize capital structure
Develop economic and
financial strategies and
processes
Evaluate investments
Ensure an effective and
efficient resource structure
Manage economic and
financial resources to support
P&E
Manage the risks of economic
and financial resources
Planned account audits
Share price
Dividends
Gross margins
Cash flow
Credit classification
Balance sheet elements
BillingGross/Net Profits
Customer quota
Income variety
Total assets per
employee
Total revenue
Income per employee
Costs
Inventory Turnover

Perspectiva cliente del CMI según los objetivos estratégicos y pesos asignados del modelo EFQM.
CLIENTE
SATISFACCION DEL CLIENTE
RETENCION DEL CLIENTE
CRECIMIENTO DEL MERCADO
SATISFACCION DE LA SOCIEDAD-
ENTORNO
Implicación de los lideres con los clientes,
parteners y representantes de la sociedad
Gestión y mejora de las relaciones con los
clientes.
Implicación de la empresa en la mejora de la
sociedad y medioambiente. La sociedad se
considera cliente indirecto.
2,5%
22,8%
3%
Actividades de mejora continua con los
clientes, partener y sociedad en
general.
Promociones externas de la empresa.
Alianzas estratégicas. Integración hacia
delante y hacia atrás.
Añadir valor a los clientes
Suscitar Sinergia
Implicarse con los clientes
Determinar satisfacción mediante
contactos habituales o encuestas
Mejora de la satisfacción del cliente
Penetración en el mercado
Captación de clientes
Apoyo a la sociedad/organizaciones
Cuota de mercado
Incrementos de clientes
Adquisición de clientes
Satisfacción del cliente
Rentabilidad del cliente
Recomendaciones
Numero de Premios
Recomendaciones
Indice de defectos
Quejas
Devoluciones
Fidelizacion del cliente
Clientes perdidos
Retención de clientes
Visitas a clientes
Imagen Externa
Logros/Premios
Concesiones Obtenidas
Percepción del publico
28.3%
Client perspective of the BSC according to the strategic objectives created from the
EFQM model and their assigned weight
PERSPECTIVES RESULTS STRATEGIC GOALS WEIGH
T
INICIATIVES INDICATORS
CLIENT CUSTOMER SATISFACTION
CUSTOMER RETENTION
MARKET GROWTH
SOCIETY-ENVIRONMENT
SATISFACTION
Involvement of leaders with clients,
partners and representatives of
society
Management and improvement of
customer relationships
Involvement of the company in the
improvement of society and the
environment. The company is
considered an indirect client.
Continuous improvement
activities with clients, partners
and society in general
External company promotions
Strategic Alliances. Forward and
backward integration.
Add value to customers
Arouse Synergy
Get involved with clients
Determine satisfaction through
regular contacts or surveys
Improved customer satisfaction
Market penetration
Customer acquisition
Support for
society/organizations
Market share
Increase in clients
Customer Acquisition
Customer satisfaction
Customer profitability
Recommendations
Number of Awardsr
Defect index
Complaints
Returns
Customer loyalty
Lost customers
Client retention
Visits to clients
External image
Achievements/Awards
Concessions Obtained
Public perception

Perspectiva de procesos internos del CMI según los objetivos estratégicos y pesos asignados del modelo EFQM.
PROCESOS INTERNOS GESTION DEL CLIENTE
EXCELENCIA OPERATIVA
GESTION DE ALIANZAS EXTERNAS
CALIDAD PRODUCTO
PROCESOS INNOVADORES
PROCESOS REGULADORES Y
MEDIOAMBIENTALES
Implicación personal de los lideres para
garantizar el desarrollo, implantación y
mejora continua del sistema de gestión de la
organización
Gestionar procesos para mejorar la gestión de
las alianzas externas
Diseño y gestión sistemática de los procesos
Introducción de las mejoras necesarias en los
procesos mediante la innovación, a fin de
satisfacer plenamente a clientes y otros grupos
de iteres, generando cada vez mayor valor.
Diseño y desarrollo de los productos y
servicios basándose en las necesidades y
expectativas los clientes.
Producción, distribución y servicio de
atención, de los productos
Preservación del medio ambiente
2,5%
3,05 %
4,05%
2,8%
2,8%
2,8%
3%
Gestión de procesos
Medición de resultados
Implicación de las personas
Mejorar relaciones con los proveedores
Homologación de
proveedores/Valoración
Mejorar procesos. Aplicación de
técnicas estadísticas. Six Sigma.
Diseño de procesos, estratégicos, clave
y de poyo. Aplicación ISO 9000:2000
Pruebas piloto para optimizar procesos
Diseño de los productos en base a la
voz del cliente
Innovar
Anticipar mejoras
Gestión eficiente del inventario
Iniciativas para ser líder en costes.
Mejorar el entorno, gestión
medioambietnal y seguridad industrial
Tiempo del punto de equilibrio
Indicadores de calidad del
producto
Perdidas de producto/rechazo
Tasa de defectos
Tiempo de entrega
Tiempo de procesos
Gravedad de las reclamaciones
No confomidades
Productividad
Nivel Six-Signa
Garantías del producto
Ciclo de vida
Innovación en el diseño
Rendimiento en relación a
objetivos basados en el cliente
Nivel de contaminación y
emisiones acústicas
Gastos de recursos naturales
Impacto ecológico
21%
Internal Processes perspective of the BSC according to the strategic objectives created from
PERSPECTIVES RESULTS STRATEGIC GOALS WEIGHT INICIATIVES INDICATORS
INTERNAL
PROCESSES
CUSTOMER MANAGEMENT
OPERATIONAL EXCELLENCE
MANAGEMENT OF EXTERNAL
ALLIANCES
PRODUCT QUALITY
INNOVATIVE PROCESSES
REGULATORY AND
ENVIRONMENTAL PROCESSES
Personal involvement of leaders to
guarantee the development, implementation
and continuous improvement of the
organization's management system
Manage processes to improve the
management of external alliances
Design and systematic management of
processes
Introduction of the necessary improvements
in processes through innovation, in order to
fully satisfy customers and other interest
groups, generating increasingly greater
value
Design and development of products and
services based on customer needs and
expectations
Production, distribution and customer service
of products
Environmental preservation
Process management
Results measurement
People involvement
Improve relationships with suppliers
Supplier approval/valuation
Improve processes. Application of
statistical techniques. Six Sigma.
Design of strategic, key and support
processes. ISO 9000:2000
Application
Pilot tests to optimize processes
Product design based on the voice
of the customer
Innovate
Anticipate improvements
Efficient inventory management
Initiatives to be a cost leader
Improve the environment,
environmental management and
industrial safety
Breakeven point time
Product quality indicators
Product losses/rejection
Defect rate
Delivery time
Process time
Seriousness of claims
Nonconformities
Productivity
Six-Signa Level
Product guarantees
Lifecycle
Innovation in design
Performance against
customer-based objectives
Pollution level and acoustic
emissions
Natural resource expenditures
Ecological impact

Perspectiva de aprendizaje y crecimiento del CMI según los objetivos estratégicos y pesos asignados del modelo EFQM.
APRENDIZAJE Y
CRECIMIENTO
COMPETENCIAS ESTRATEGICAS
TECNOLOGIAS ESTRATEGICAS
CLIMA PARA LA ACCION
Motivación, apoyo y reconocimiento de las
personas de la organización por parte de lo
lideres.
Comunicación e implantación de la política y
estrategia desde la perspectiva básica
Planificación, gestión y mejora de los
recursos humanos
Identificación, desarrollo y mantenimiento
del conocimiento y la capacidad de las
personas de la organización
Implicación y asunción de responsabilidades
por parte de las personas de la organización
Existencia de un diálogo entre las personas y
la organización.
Recompensa, reconocimiento y atención a las
personas de la organización.
Gestión de los edificios, equipos y materiales.
Gestión de la tecnología
Gestión de la información y del conocimiento
5,875 %
1,6%
5,175%
1,8%
1,8%
1,8%
4,05%
3,05%
3,05%
3,05%
Comunicación a toda la organización
de la misión, visión, valores política y
estrategia, planes, objetivos y metas.
Escuchar activamente a todos los
miembros de la organización.
Reconocimiento
Crear clima para la acción/Motivar
Política y estrategia de RRHH
Planes de RRHH coherentes con la P y
E
Selección del personal
Imparcialidad y justicia
Encuestas a los trabajadores
Planes de formación
Evaluar el rendimiento
Empowerment
Comunicación/ Remuneracion
Gestionar el mantenimiento de los
activos inmovilizados para aumentar el
ciclo de vida
Optimizar el consumo de suministros
Proyectos de Gestión del conocimiento.
Usar tecnologías alternativas
Acceso a la información estructurada
Explotar la tecnología eficientemente
Proteger la propiedad intelectual
Satisfacción del empleado
Alineación de metas personales
Indice de motivación
Reconocimiento
Participación en decisiones
Productividad
Competencias necesarias frente a
las existentes
Absentismo
Quejas y reclamaciones
Huelgas
Empowement. NªEmpl
Efectividad del Dpto RRHH
Evaluación de la formación
Desarrollo del personal (frente a
lo previsto)
Ratio de cobertura
Rotación de personal
Numero de sugerencias por
empleados
Porcentaje de la formación
aprovechada
Consumo de suministros
Ritmo de innovación
Numero de patentes
Nivel de acceso a la información
Indice de valor del capital
intelectual
Horas de Formación
31.25%
Learning and Growth perspective of the BSC according to the strategic objectives created from
PERSPECTIVES RESULTS STRATEGIC GOALS WEIGHT INICIATIVES INDICATORS
LEARNING AND
GROWTH
STRATEGIC
COMPETENCES
STRATEGIC
TECHNOLOGIES
CLIMATE FOR ACTION
Motivation, support and recognition
of people in the organization by
leaders
Communication and implementation
of policy and strategy from a basic
perspective
Planning, management and
improvement of human resources
Identification, development and
maintenance of the knowledge and
capacity of the people in the
organization
Involvement and assumption of
responsibilities by people in the
organization
Existence of a dialogue between
people and the organization
Reward, recognition and attention to
the people of the organization
Management of buildings,
equipment and materials
Technology acquisition
Information and knowledge
management
Communication to the entire
organization of the mission,
vision, values, policy and
strategy, plans, objectives and
goals
Actively listen to all members
of the organization
Recognition
Create climate for
action/Motivate
HR policy and strategy
HR plans consistent with P
and E
Staff selection
Impartiality and justice
Worker surveys
Formation plans
Evaluate performance
Empowerment
Communication/Remuneration
Manage the maintenance of
immobilized assets to increase
the life cycle
Optimize supply consumption
Knowledge Management
Projects
Use alternative technologies
Access to structured
information
Exploit technology efficiently
Protect intellectual property
Employee satisfaction
Alignment of personal
goals
Motivation index
Recognition
Participation in decisions
Productivity
Necessary competencies
versus existing ones
Absenteeism
Complaints and claims
Strikes
Empowering
HR Department
Effectiveness
Training evaluation
Staff development (vs.
planned)Coverage ratio
Staff turnover
Number of suggestions
per employee
Percentage of training
used
Supply consumption
Innovation pace
Number of patents
Information access level
Intellectual capital value
index
Training Hours

91
The EFQM and BSC are complementary.
● The EFQM needs the BSC
to:
○ Align it with the mission,
vision and strategy.
○ Prioritize action and allocate
resources.
○ Facilitate the communication
of strategic objectives.
● The BSC needs the EFQM to
:
○ Be evaluated, completed and
reviewed.
○ Integrate it with management
processes

92
Scheme of the joint use of the EFQM and the
BSC in the Strategic Management process
Phases of
Strategic
Management
Model
used
Actions done
Planning
SWOT
● External analysis (general and specific
environment).
EFQM
● Self-assessment (internal analysis).
● Selection of the Strategy to follow.
Deployment
BSC
● Translation of the Strategy into
strategic lines and specific indicators.
Monitoring,
review and
improvement
BSC
● Control and monitoring of indicators
(quantitative goals)
REDER
(EFQM)
● Feedback.

STANDARDIZE THE APPLICATION OF THE COMPLEMENTARITY OF THE
EFQM WITH THE BSC
Location and
selection of
indicators
Analysis of the
EFQM Model
Strategic
indicators
system
Redistribution
Complementarity
EFQM - BSC
The strategic
objectives
The strategic
map
Cause-effect
relationships
EFQM + BSC

14. Solvencia
económica
FINANCIERA
CLIENTES
PROCESOS
INTERNOS
APRENDIZAJE
&
CRECIMIENTO
15. Eficacia
de las
inversiones
16.
Optimizar
recursos a
optar
17. Ingresos
externos
18. Relación
calidad/precio
1. Calidad de
los servicios
2. Mejora
permanente
3. Compromiso
Desarrollo
sostenible
4. Educar
y sensibilizar
juventud con M.A.
13. Aplicar
EFQM
5. Gestionar
para obtener
objetivos
7. Preservar
medio ambiente
9. Integración
del personal
10. Docencia
Y formación
11. Seguridad
y salud
12. Consolidar
modelo de gestión
8. Realizar
auditorias
0,81
0,72
0,82 0,93
0,70
0,63
0,52
0,98
0,60
0,89
6. Calidad
del producto
0,59
0,85
0,65
0,83
0,97
0,67
0,99 0,58
0,59 0,99
0,96
0,97
0,91
0,68
0,57
0,77
1. Quality
of
services
2.
Perman
ent
improve
ment
3.
Commitmen
t
Sustainable
developmen
t
4. Educate
and raise
awareness
among
youth with
M.A.
5. Manage
to achieve
objectives
6.
Product
quality
7. Preserve
Environme
nt
8.
Conduc
t audits
9. Staff
integration
Staff
integration
10.
Teaching
and
Training
11.
Security
and health
12.
Consolidate
management
model 13.
Apply
EFQM
14.
Economi
c
solvency
15.
Investm
ent
effectiv
eness
16.
Optimi
ze
resour
ces to
choos
e
17.
Extern
al
income
18.
Quality/pric
e ratio
CLIENTS
INTERNAL
PROCESSES
LEARNING
&
GROWTH
FINANCIAL

97
SWOT Analysis
STRENGTHS
- Isolated
- Latest technologies
- Flexible schedules
- Good transportation
WEAKNESSES
- Climate dependence
- Inexperienced
- Expensive material
OPPORTUNITIES
- Possible expansion
- Relieve stress
- Another form of leisure
THREATS
- Crisis
- Climate change

Strategy review based on SWOT
analysis
strengths weaknesses
Considerably
isolated
from
direct
competition.
Availability
of
the
latest
technologies
and
specialized
teachers.
Eye-catching
advertising
campaign.
Labor
involvement
of
partners.
Flexible
hours
for
consumers.
Transportation
facilities
to
our
facilities.
We
depend
on
the
weather
to
carry
out
our
activities.
Little
experience
in
the
adventure
sports
sector.
Growing
company
vs.
consolidated
companies.
High-cost
sports
equipment.
opportunities
Possibility of expanding outdoor activities to satisfy our clients.
The consumer cares about their health and well-being by complementing it
with adventure sports.
Release stress in rural areas.
Learn about other forms of leisure such as water sports.
threats
Crisis situation, our product is not essential.
New technologies can make our materials obsolete.
Accented climate change, possibility of drought in our swamp.
Slow growth of the market and in turn of our company.

analysis.
Considerably
isolated
from
direct
competition.
Availability
of
the
latest
technologies
and
specialized
teachers.
Eye-catching
advertising
campaign.
Labor
involvement
of
partners.
Flexible
hours
for
consumers.
Transportation
facilities
to
our
facilities.
We
depend
on
the
weather
to
carry
out
our
activities.
Little
experience
in
the
adventure
sports
sector.
Growing
company
vs.
consolidated
companies.
High-cost
sports
equipment.
opportunities
Possibility of expanding outdoor activities to satisfy our clients. x x x x x x x 7
x x x x x x 6
x x x
3
x x x x
4
threats
Crisis situation, our product is not essential. x x X 3
New technologies can make our materials obsolete. x x 2
Accented climate change, possibility of drought in our swamp. x 1
Slow growth of the market and in turn of our company. X X x x 4
4 3 5 2 5 3 3 0 3 2
Assess the interrelationships of
the SWOT matrix

analysis.
Considerably
isolated
from
direct
competition.
Availability
of
the
latest
technologies
and
specialized
teachers.
Eye-catching
advertising
campaign.
Labor
involvement
of
partners.
Flexible
hours
for
consumers.
Transportation
facilities
to
our
facilities.
We
depend
on
the
weather
to
carry
out
our
activities.
Little
experience
in
the
adventure
sports
sector.
Growing
company
vs.
consolidated
companies.
High-cost
sports
equipment.
opportunities
x x x x x x 6
x x x
3
x x x x
4
threats
4 3 5 2 5 3 3 0 3 2
Identification of the most
valued variables to identify
appropriate strategies.

analysis.
strengths
weakness
es
Considerably
isolated
from
direct
competition.
Availability
of
the
latest
technologies
and
specialized
teachers.
Eye-catching
advertising
campaign.
Labor
involvement
of
partners.
Flexible
hours
for
consumers.
Transportation
facilities
to
our
facilities.
We
depend
on
the
weather
to
carry
out
our
activities.
Little
experience
in
the
adventure
sports
sector.
Growing
company
vs.
consolidated
companies.
High-cost
sports
equipment.
opportunities
x x x x x x 6
x x x
3
x x x x
4
threats
4 3 5 2 5 3 3 0 3 2
Types of strategy according to
the interrelationships with the
most weight in the strategy.
OFFENSIVE STRATEGY
(leaders)
DEFENSIVE STRATEGY Survival STRATEGY
Reorientation
STRATEGY

Focus and prioritize the strategy
TYPES OF STRATEGY
strategy SO (Strengths -> Opportunities)
The SO strategy. It is based on the use of internal strengths of the organization in order to take advantage of
external opportunities.
strategy ST (Strengths -> Threats)
The ST strategy tries to minimize the impact of environmental threats, using strengths
strategy WT (Weaknesses -> Threats)
The WT strategy aims to reduce weaknesses and neutralize threats, through defensive actions.
strategy WO (Weaknesses -> Opportunities)
The WO strategy aims to improve internal weaknesses, taking advantage of external opportunities.

Focus and prioritize the strategy
OFFENSIVE STRATEGY (leaders)
Define a powerful commercial strategy to,
emphasizing the flexibility of schedules,
disseminate a wide offer for outdoor
activities and services related to health and
well-being.
DEFENSIVE STRATEGIES Survival STRATEGIES
Reorientation STRATEGIES

104
PROCESS MAP
STRATEGIC PROCESSES
KEY PROCESSES
SUPPORT
PROCESSES
STRATEGIC
PLANNING AND
CONTINUOUS
IMPROVEMENT
R&D&I
MARKETING
AND EXTERNAL
RELATIONS
DIVERSIFICATION
PRODUCT DESIGN COMERCIALIZATION PROJECT MANAGEMENT
RESOURCE
MANAGEMENT
ADMINISTRATION MANAGEMENT
SYSTEM
- HR
- ECONOMIC-
FINANCIAL
- ICT’S
- KNOWLEDGE
- BILLING-
PAYMENT/COLLECTIO
N MANAGEMENT
- PURCHASING
- PREVENTION
- BUREAUCRATIC
PROCEDURES
- QUALITY M.S.
- R+D+I M.S
REQUIREMENTS
OF
INTEREST
GROUPS
SATISFACTION
OF
INTEREST
GROUPS

105
Properties of Selected Indicators :
❑ Relativity
❑ Cumulative Values
❑ Goal in each period
Indicator Sheets
PROCESS INDICATORS
➢ Name
➢ Process type
➢ Process
➢ WCC Perspective
➢ Definition
➢ Formula
➢ Responsible
➢ As measured?
➢ Where does the information come
from?
➢ Indicator representation

106
MAPA ESTRATÉGICO (II)
Financial
Perspective
Client
Perspective
Internal
Perspectice
Learning and
Growth
Perspective
14. INCORPORATE MIDDLE
MANAGEMENT AND TRAINING
PLAN
6. CREATE
ALLIANCES
2. INCREASE ARAGON'S
FOREIGN MARKET
SHARE
1 . GROW SUSTAINABLE
13. IMPROVE AND MAINTAIN
EXISTING SYSTEMS AND
TOOLS
15. MANAGE VEA
INFORMATION AND
KNOWLEDGE
5. INTENSIFY
MARKETING
3. ENCOURAGE
PRESCRIPTORS
9. MANAGE THE
GENERALIST/SPECI
ALIZATION DUALITY
8. EMPOWER AND
DEVELOP THE
SALES FORCE
12. AVAILABLE THE
STRUCTURE, RESOURCES
AND TOOLS FOR THE
GROWTH OF VEA
BE THE REFERENCE CONSULTANT IN ARAGON
CONSOLIDATION OF THE DUALITY GENERALISM/SPECIALIZATION
DIVERSIFICATION IN PROJECTS AND TERRITORIAL
BE A REFERENCE IN INNOVATION AND ENERGY
VISION
7. FOSTER RELATIONSHIPS
WITH PUBLIC
ADMINISTRATIONS
10. CARRY OUT
TERRITORIAL
DIVERSIFICATION
11. PROMOTE
R&D&I
4. GENERATE TRUST
AND SECURITY FOR
CUSTOMERS

107
Reverse process to that carried out by Professor Miguel Ángel Heras in his work
“Integration between the BSC and the Process Approach”
Objective: Link the Process Indicators with the Strategic Objectives of the
Strategic Map.
Preparation of the BSC considering Process
Management
I I
I I I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I I
I
I
I
I
I
I
I
I
I
I
I

108
Preparation of the BSC considering Process Management(II)
STRATEGIC PROCESSES
PEYMC Results of the BSC(*) I.1
IDI Investment in IDI I.2
MARKETING AND
EXTERNAL RELATIONS
Investment in Marketing and Advertising(1) I.3
Investment in Marketing and Advertising(2) I.4
Visits on the Web I.5
DIVERSIFICATION Billing from alliances I.6
KEY PROCESSES
PRODUCT DESIGN
Billing for new products I.7
New product success I.8
COMMERCIALIZATION
% repeat customers I.9
Degree of acceptance of offers by number
I.10
Degree of acceptance of offers by amount
I.11
Degree of acceptance of the contests I.12
Acquisition of new clients I.13
PROJECT MANAGEMENT
No. of (closed) projects diverted (Deadline or
Cost) I.14
Customer satisfaction I.15
Project profitability I.16
SUPPORT PROCESSES
RESOURCE
MANAGEMENT
HR
Staff satisfaction survey I.17
Productive hours index I.18
KNOWLEDGE
VEA training cost I.19
Training hours I.20
Number of staff suggestions I.21
ECONOMIC-FINANCIAL
Bº contable I.22
Total billed I.23
ICT´S ICT spending I.24
ADMINISTRATION % Unpaid regarding operating sales
I.25
MANAGEMENT SYSTEM
Cost of incidents and non-
conformities I.26
Key:
Indicator No. X is
related to the nearby
Target and is selected
for measurement.
Indicator No. X is
related to the nearby
Objective but is not
selected to measure it.
The indicator is not
related to any
objective, it is placed
in the most
appropriate
perspective.
9
2
6
1
6
Conclusion :
❑16 Process Management Indicators have been selected to be introduced into the CMI.
❑The BSC is made up of a total of 23 Indicators

2.DATAMANAGEMENT-DIGITAL TRANSFORMATION AND STRATEGY

2.DATAMANAGEMENT-DIGITAL TRANSFORMATION AND STRATEGY

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2.DATAMANAGEMENT-DIGITAL TRANSFORMATION AND STRATEGY