This document discusses the balanced scorecard approach to managing performance. It begins by asking attendees to identify their top problems in managing team performance and how they communicate vision and goals. It then provides an overview of the balanced scorecard, explaining that it is a management system rather than just a measurement tool. The balanced scorecard uses four perspectives - financial, customer, internal business processes, and learning and growth - to translate an organization's mission and strategy into objectives and performance measures. Examples are given of how different companies might construct their balanced scorecards based on different strategic focuses like operational excellence, customer intimacy, or product leadership.
Key Account Management (KAM) is a tailored specification sales approach, that allows you to work more efficiently with chosen construction clients. Identifying your key construction clients allows you to work with their Architects, Engineers and Contractors, taking a more holistic approach to your specification strategy for your construction product.
Role of customer relationship manger in the organization and explain the role with call center management.Expectation from customer relationship manager in organisation.
Key account management vs Traditional sales - Quick comparison guide Hakeem Adebiyi
Whats the difference between KAM, this seems to be the most popular question on all KAM forums. Personally I think a better question is what skills are required to achieve the business goals of your organisation? However the popularity of the question and the debate it generates has led me to produce a quick comparison guide .
Key Account Management (KAM) is a tailored specification sales approach, that allows you to work more efficiently with chosen construction clients. Identifying your key construction clients allows you to work with their Architects, Engineers and Contractors, taking a more holistic approach to your specification strategy for your construction product.
Role of customer relationship manger in the organization and explain the role with call center management.Expectation from customer relationship manager in organisation.
Key account management vs Traditional sales - Quick comparison guide Hakeem Adebiyi
Whats the difference between KAM, this seems to be the most popular question on all KAM forums. Personally I think a better question is what skills are required to achieve the business goals of your organisation? However the popularity of the question and the debate it generates has led me to produce a quick comparison guide .
Analyzing Business Markets
What is Organizational Buying?
Top Business Marketing Challenges
Characteristics of Business Markets
Buying Situation
Participants in Business Buying ProcessThe Buying Center
Supplier SearchForms of Electronic Marketplaces
Methods for Researching Customer Value
Establishing Corporate Trust and Credibility
Factors Affecting Buyer-Supplier Relationships
What is Opportunism?
Customer Life Cycle Model PowerPoint Presentation SlidesSlideTeam
If you are wondering how to manage customer prospects, try our customer life cycle model PowerPoint presentation slides. A customer life cycle management system is necessary for any organization that aims to succeed. The customer life cycle framework PPT templates will enlighten you on various stages of the cycle such as customer segmentation, targeting audience, lead generation, customer loyalty framework, lead framework, marketing campaigns and promotions. It helps you to determine the impact of your customer relationship management program. You can also utilize this customer relationship presentation to get acquainted with similar topics, including consumer acquisition, consumer retention, purchase funnel, consumer journey map and customer sales. A good customer service management strategy means customer satisfaction and tons of revenue for your company. If you wish to easily establish contact and maintain long-term relationship with your clients, then download our content-ready customer life cycle model PowerPoint presentation slides. Assess how the deal goes in your favour with our Customer Life Cycle Model PowerPoint Presentation Slides. Be able to identify a good bargain.
If you are interested in knowing where to invest to improve the performance of your sales network and your customer review ...........you are interested to this report
Adapted from a multi-day corporate B2B workshop (plus selected MBA modules) on marketing management. Includes the marketing planning process, tactical marketing, value creation and delivery, and integrated marketing communications.
Analyzing Business Markets
What is Organizational Buying?
Top Business Marketing Challenges
Characteristics of Business Markets
Buying Situation
Participants in Business Buying ProcessThe Buying Center
Supplier SearchForms of Electronic Marketplaces
Methods for Researching Customer Value
Establishing Corporate Trust and Credibility
Factors Affecting Buyer-Supplier Relationships
What is Opportunism?
Customer Life Cycle Model PowerPoint Presentation SlidesSlideTeam
If you are wondering how to manage customer prospects, try our customer life cycle model PowerPoint presentation slides. A customer life cycle management system is necessary for any organization that aims to succeed. The customer life cycle framework PPT templates will enlighten you on various stages of the cycle such as customer segmentation, targeting audience, lead generation, customer loyalty framework, lead framework, marketing campaigns and promotions. It helps you to determine the impact of your customer relationship management program. You can also utilize this customer relationship presentation to get acquainted with similar topics, including consumer acquisition, consumer retention, purchase funnel, consumer journey map and customer sales. A good customer service management strategy means customer satisfaction and tons of revenue for your company. If you wish to easily establish contact and maintain long-term relationship with your clients, then download our content-ready customer life cycle model PowerPoint presentation slides. Assess how the deal goes in your favour with our Customer Life Cycle Model PowerPoint Presentation Slides. Be able to identify a good bargain.
If you are interested in knowing where to invest to improve the performance of your sales network and your customer review ...........you are interested to this report
Adapted from a multi-day corporate B2B workshop (plus selected MBA modules) on marketing management. Includes the marketing planning process, tactical marketing, value creation and delivery, and integrated marketing communications.
[DSC MENA 24] Ahmed_Refaay_- Where to Start Your Data Analytics Journey.pptxDataScienceConferenc1
The world of data analytics is booming, offering exciting opportunities to those who can unlock the power of information. This talk will equip you with a roadmap to kickstart your data analytics journey. We'll explore three key areas to empower your beginning: Business Acumen: Gaining a business understanding is crucial. We'll discuss how to translate business problems into data-driven solutions, ensuring your analysis is relevant and impactful. Six Sigma Foundations: This problem-solving methodology can be a valuable asset. We'll delve into the basic principles of Six Sigma and how they can improve your data analysis approach, leading to more efficient and accurate insights. Data Analytics Fundamentals: We'll introduce essential data analysis concepts like data wrangling, visualization, and basic statistics. Understanding these fundamentals will equip you to handle and interpret data effectively. By combining business acumen, Six Sigma principles, and foundational data analysis skills, you'll be well-positioned to embark on a rewarding data analytics journey. This talk will provide a clear starting point and ignite your curiosity to explore this dynamic field further. at the end we shall share some business cases from our success stories.
What does being Product Led mean in practice and how can you lead the change?
Amy Johnson, Chief Product Officer at Propel Ventures dives into this topic. She covers 5 components you'd need to see to know you're getting there.
C-Suite Chemistry: Building a Powerful CEO-CFO Partnership to Navigate Today’...Kenny Ong
C-SUITE CHEMISTRY
Building a Powerful CEO-CFO Partnership to Navigate Today’s Business Environment
• Discussing key expectations of CEOs from their CFOs to survive headwinds
• Propelling your business through times of transition into a period of stable growth and opportunity
• Preparing for enterprise-wide transformation in today dynamic environment
Simple Small Business Strategic Planning ToolB2BPlanner Ltd.
This presentation was given by Art Helmstetter at a Dayton Chamber of Commerce sponsored workshop to help small businesses learn how to develop a strategic plan for their business. For information or assistance contact www.b2bplanner.com
Creating Actionable Product Strategy by Turo Director of ProductProduct School
Main Takeaways:
- Measure what matters – Establishing the right metrics and KPIs early on can provide tremendous clarity. Driving towards the wrong goals can result in team misalignment, at best, and a failed product strategy, at worst.
- Distinguish the highest impact ideas from the good ideas
- Most companies have lots of good ideas. PMs must separate the great from the good, and craft product strategies that yield the highest impact outcomes for their customers and business.
Iterate, based on customer feedback & data – Great product strategies should evolve over time, with the ongoing incorporation of customer feedback, data, and stakeholder input. Strategies developed in a vacuum are unlikely to succeed, as are strategies that fail to evolve with the changing needs of customers.
Balanced Scorecard for Strategic Planning and MeasurementKenny Ong
ABF Advanced Balanced Scorecard Conference
April 2009
* How BSC can link and facilitate strategy planning
* Performance management measurement through Balanced Scorecard
* BSC as business intelligence to help organisation build strategic direction and measure the progress of strategic execution
The Use Of HR Performance Management Measurement in Strategic Business PlanningKenny Ong
ABF CONFERENCE ON PERFORMANCE MEASUREMENT & KPIs IN HR FUNCTION
August 2009
* Evaluate the links between systems of high performance work practices and strategic business planning
* How can HR practices add value to business performance?
* The best practices of HR performance management that contribute to successful business planning
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Leadership Ethics and Change, Purpose to Impact Plan
Balanced Scorecard : Brief Understanding
1. Balanced Scorecard
Why do we need it, and How it
helps us to manage performance
Dexa Overseas Business Unit Meeting, 6 December 2010
Satrio Pramudono
CRM - AAM
2. Pre Work
• Write down your top 5 problems in managing
performance of
your team / business.
• How do you communicate
the Company Vision
to the team?
• What do you usually discuss in
the periodical meeting?
5. • "The digital watch didn't come from
established watch companies,
• the calculator didn't come from slide rule or
adding machine companies,
• video games didn't come from board-game
manufacturers Parker Bros or Mattel,
• the ballpoint pen didn't come from fountain
pen manufacturers, and
• Google didn't come from the Yellow Pages"
Bob Seidensticker, Futurehype
6. Side notes on BSC
1. BSC should be a Thought Process and a Tool not
a Religion (e.g. Excel™ vs. Budgeting)
2. BSC ≠ Appraisal
3. New BSC implementations should start linking
with Budgeting right from the beginning
4. The ‘proper’ BSC approach should rightly fully
be heavily customized to the organization
5. ‘Strategic Planning’ trainings should be provided
before ‘BSC’ trainings
6. Clear definitions for Accountability vs. Impact vs.
Influence vs. Assistance
7. The fundamental questions
Financial perspective
Customer perspective
Process perspective
Learning perspective “To achieve our vision, how will we
sustain our ability to change and improve?”
“To satisfy our shareholders and
customers, what business processes
must we excel at?”
“To succeed financially, how should
we appear to our shareholders?”
“To achieve our vision, how should we
appear to our customers?”
8. To achieve our vision,
how will we sustain our ability
to change and improve?
23. UNDERSTAND THE TERMS
A desired future outcome of an organization
The reason of organization’s existence, what we do
today to achieve vision
Standard of belief and behaviors that guide people’s
actions
:
:
:VALUES
MISSION
VISION
24. It is a deliberate process of choosing a set of activities
differently from competitors, in order to deliver a
unique mix of value
:STRATEGY
STRATEGY
MAP
An interrelationship among strategy objectives in
cause-effect format that reflects the “journey” of an
organization’s strategy
:
STRATEGIC
OBJECTIVES
A concise statement describing the major activities that
an organization must do well in order to execute its
strategy. A cause-effect mapping of SO is termed as
strategy map.
:
INITIATIVES/
ACTION PLAN
Specific projects that need to be implemented in order
to support the achievement of strategic objectives. A
project normally has a beginning and ending points.
:
UNDERSTAND THE TERMS (cont’d)
25. Assessment
Step One of the scorecard building process starts
with an assessment of the organization’s Mission
and Vision, challenges (pains), enablers, and values.
Step One also includes preparing a change
management plan for the organization, and
conducting a focused communications workshop to
identify key messages, media outlets, timing, and
messengers.
1. ASSESSMENT
26. Developing Strategy
External
Analysis
Threats and
opportunities
in environment
Key success
factors
Creation of strategy
by top management
Social
responsibility
Top management
values
Evaluation and
choice of strategy
Implementation
of strategy
Internal
Analysis
Strengths and
weaknesses of
organization
Distinctive
competences
Macro Industry
Vision
Mission
Stakeholder
Expectation
2. STRATEGY
27. Intro: Market Discipline
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and
flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and
hassle
Lowest overall cost of
ownership
"A no-hassles firm"
Convenience and speed
Reliable product and
service
Product
Leadership
Operational
Excellence
Customer
Intimacy
2. STRATEGY
28. Operational
Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent
information for all
• Transactional
• 'Once and Done'
Customer Intimacy
• Management by
Fact
• Easy to do
business with
• Have it your way
(customization)
• Market segments
of one
• Proactive, flexible
• Relationship and
consultative
selling
• Cross selling
Strategy: Value Disciplines
Product Leadership
• New, state of the art
products or services
• Risk takers
• Meet volatile
customer needs
• Fast concept-to-
counter
• Never satisfied -
obsolete own and
competitors' products
• Learning organization
2. STRATEGY
29. Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Strategy: Disciplines
HP well-balanced
portfolio, mass
customization
Acer super lean cost
structure, aggressive
pricing
Apple powerful
products, premium
pricing, limited range
Still Doing
well in
2009
2. STRATEGY
30. Financial Perspective
“To Succeed financially, how should
we appear to our shareholders?”
Customer Perspective
“To achieve our vision, how should we
appear to our customers?”
Internal Business Process
Perspective
“To satisfy our shareholders, and
customers, what business processes
must we excel at?”
Learning & Growth
Perspective
“To achieve our vision, how will we
sustain our ability to change and
improve?”
VISION &
STRATEGY
Source: Adapted from Robert S. Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic Management System”
Yesterday
Today Today
Future
BALANCED SCORECARD:
FOUR PERSPECTIVES
3. OBJECTIVES
31. CAUSE & EFFECT RELATIONSHIP:
FAST FOOD RESTAURANT
Profitability
Customer
Loyalty
Quality
Food
Fast
Service
Employee
Skills &
Attitude
Financial
Customer
Internal Business
Process
Learning &
Growth
4. STRATEGY MAP
33. THE FINANCIAL PERSPECTIVE PROVIDES THE
TANGIBLE DEFINITION OF VALUE
Productivity Strategy
Improve
Cost
Structure
Increase
Asset
Utilization
Short Term
Financial
Perspective
Growth Strategy
Expand
Revenue
Opportunities
Enhance
Customer
Value
Long Term
Long-Term
Shareholder
Value
• Reduce cash
expenses
• Eliminate defects;
improve yields
• Manage capacity
from existing
assets
• Make incremental
investments to
eliminate
bottlenecks
• New sources of
revenue (new
products,
markets,
partners)
• Improve
profitability of
existing
customers
4. STRATEGY MAP
34. MEASURING STRATEGIC
FINANCIAL THEMES
Strategic Themes
Revenue
Growth & Mix
Cost Reduction/
Productivity
Improvement
Asset
Utilization
Sales growth rate by segment
Percentage revenue from new
product, services, and customers
Revenue/Employee Investment (percentage of
Sales)
R&D (percentage of sales)
Share of targeted customers and
accounts
Cross-selling
Percentage revenues from new
applications
Customer and product line
profitability
Cost versus competitors’
Cost reduction rates
Indirect expenses
(percentage of sales)
Working capital ratios (cash-
to-cash cycle)
ROCE by key asset categories
asset utilization rates
Customer and product line
profitability
Percentage unprofitable
customers
Unit costs (per unit of
output, per transaction) Payback
Throughput
BusinessUnitStrategy
Growth
4. STRATEGY MAP
36. THE CUSTOMER PERSPECTIVE -
CORE MEASURES
Market Share
Customer
Satisfaction
Customer
Retention
Customer
Acquisition
Customer
Profitability
Market
Share
Customer
Acquisition
Customer
Retention
Customer
Satisfaction
Customer
Profitability
Reflects the proportion of business in a given market (in terms of number of customers,
dollars spent, or unit volume sold) that a business unit sells.
Measures, in absolute or relative terms, the rate at which a business unit attracts or wins
new customers or business.
Tracks, in absolute or relative terms, the rate at which a business unit retains or
maintains ongoing relationships with its customers.
Assesses the satisfaction level of customers along specific performance criteria within
the value proposition.
Measures the net profit of a customer, or a segment, after allowing for the unique
expenses required to support that customer.
4. STRATEGY MAP
37. BUILDING THE STRATEGY MAP:
STRATEGY PROPOSITION
Price Quality Time Selection Brand
Operational Excellence Strategy
Product/Service Attributes Relationship Image
Quality and selection in key categories with
unbeatable prices
“Smart
Shopper”
Customer Intimacy Strategy
Service Relationships Brand
Product/Service Attributes Relationship Image
“Trusted
Shopper”
Personal service tailored to
produce results for
customer and build
long-term relationships”
Adapted from: “The Strategy Focused Organization” Robert S. Kaplan, David P. Norton
4. STRATEGY MAP
38. Product Leadership Strategy
Time Functionality Brand
Product/Service Attributes Relationship Image
“The Best
Product”
Unique products and
services that “push the
envelope””
Differentiator
General
Requirement
Adapted from: “The Strategy Focused Organization” Robert S. Kaplan, David P. Norton
BUILDING THE STRATEGY MAP:
STRATEGY PROPOSITION
4. STRATEGY MAP
40. Executive Management
THE ACCOUNTABILITY DILEMMA
P
R
O
C
E
S
S
Func
Mgmt
Func
Mgmt
Func
Mgmt
Func
Mgmt
Order Generation
Order Fulfillment
Developing New Products/Services
On-going Customer Support
C
U
S
T
O
M
E
R
4. STRATEGY MAP
41. IDENTIFYING STRATEGIC
INTERNAL BUSINESS PROCESSES
Innovation
Processes
Customer
Management
Processes
Operational
Processes
• Invention
• Product
• Development
• Exploitation
(speed to market)
• Supply Chain
Management
• Operations
Efficiency: Cost,
Quality, Cycle Time
• Capacity
management
• Solution
Development
• Customer
Service
• Relationship
management
• Advisory Services
Strategy
Product
Leadership
Customer
Intimacy
Operational
Excellence
Strategic Practices
Meet Basic Requirements
Adapted from: “The Strategy Focused Organization” Robert S. Kaplan, David P. Norton
4. STRATEGY MAP
43. AT THE END OF THE DAY,
YOU BET ON PEOPLE, NOT ON
STRATEGIES.
STRATEGIES ARE
INTELLECTUALLY SIMPLE,
THEIR EXECUTION IS NOT.
YOUR STRATEGIES WILL NOT
MAKE YOU A BETTER
COMPANY.”
Allied Signal CEO: Lawrence Bossidy
4. STRATEGY MAP
44. LEARNING AND GROWTH PERSPECTIVE
• Reflect strategy in learning and growth
• Consists of three principal categories:
Human Capital
Information Capital
Organization Capital
• “People aspect” in Balanced Scorecard
4. STRATEGY MAP
47. Before we start…
Which comes first?
1. Strategies -> KPI?
2. KPI -> Strategies?
• already know our priorities, aware of all strategy
options available
• creating something UNIQUE, INNOVATIVE and
DISRUPTIVE e.g. Air Asia
• conducting a business Turnaround e.g. MAS
5. MEASURES
48. Before we start…
Which comes first?
1. Strategies -> KPI?
2. KPI -> Strategies?
• want to find out possible strategies,
• determine our priorities first thru selection of
important KPIs;
• growing through ‘normal’ business, not a
Turnaround.
5. MEASURES
49. Example: Selection of KPIs for BSC
• Customer satisfaction
• Customer loyalty
• Market share
• Customer complaints
• Complaints resolved on first contact
• Return rates
• Response time per customer request
• Price relative to competition
• Total cost to customer
• Average duration of customer
relationship
• Customers lost
• Customer retention
• Customer acquisition rates
• Percentage of revenue form new
customers
• Number of customers
• Annual sales per turnover
• Win rate (sales closed/sales contact)
• Customer visits to the company
• Hours spent with customers
• Marketing cost as a percentage of sales
• Number of ads placed
• Number of proposals made
• Brand recognition
• Response rate
• Number of trade shows attended
• Sales volume
• Share of target customer spending
• Sales per channel
• Average customer size
• Customers per employee
• Customer service expense per customer
• Customer profitability
• Frequency (number of sales transactions)
5. MEASURES
51. BANK XYZ STRATEGY MAP
The Revenue Growth Strategy
“Improve stability by broadening
the sources of revenue from
current customers.”
Financial
Perspective
Customer
Perspective
Internal
Perspective
Learning
& Growth
Perspective
Improve
ROE
Broaden
Revenue Mix
Improve Operating
Efficiency
Increase Customer
Confidence in Our
Financial Advice
Increase Customer
Satisfaction Through
Superior Execution
Understand
Customer
Segements
Develop
New
Product
Cross-Sell
the Product
Line
Shift to
Appropriate
Channel
Minimize
Problems
Provide
Rapid
Response
Increase
Employee
Productivity
Access to
Strategic
Information
Develop
Strategic
Skills
Align
Personal
Goals
The Productivity Strategy
“Improve operating efficiency by
shifting customers to more cost-
effective channels of distribution.”
5. MEASURES
52. Objectives Measures Weight Target Initiatives
Financial
F1 - Improve ROE
F2 - Broaden Revenue Mix
F3 - Improve Operating Efficiency
Customer
C1 - Increase Customer Confidence
C2 - Increase Customer Satisfaction
Through Superior Execution
Internal
I1 - Understand Customer Segment
I2 - Develop New Products
I3 - Cross-sell the Product Line
I4 - Shift to Appropriate Channel
I5- Minimize Problems
I6 - Provide Rapid Response
Learning & Growth
L1 - Develop Strategic Skills
L2 - Access to MIS
L3 - Align Personal Goals
F1a. ROE
F2a. Revenue Growth
F2b. Revenue Mix
F3a. Cost per account
C1. Depth of Relationship
C2a. Customer Retention
C2b. Customer Satisfaction Survey
I1. Mind-share survey
I2a. New Product Revenue
I2b. Product Development Cycle
I3. No products per customer
I4. % new channels
I5. Service Error Rate
I6. Request Fulfillment Time
L1. Strategic Skills Training Days
L2. MIS Availability Ratio
L3. Personal Goal Alignment (%)
Completion
time
Budget
BANK XYZ BALANCED SCORECARD
5. MEASURES
53. Strategic Objectives Strategic Initiatives PIC Completion
Date
Budget Week
1 2 3 4 5 6 7 8 9 … 52
F2. Perluasjenisproduk yangdijual High SalesPerformance Campaign to all
branches
National
Sales
Director
Jan 30, 2003 Rp. 150,000,000
C2. Tingkatkankepuasan pelanggan atas
pelayanan
CustomerLoyalty Awards(Network
Director)
BBD 2003 Rp. 750,000,000
Best Branchin Retention Incentives BBD 2003 Rp. 1,500,000,000
Objectives Measures PIC Period* Base line & Target Unit of
Measure
Strategic Initiative (PIC)
2001 2002 2003 2004
F1. Tingkatkan ROE F1. ROE CFO Q 8 10 12 14 %
F2. Perluas jenis produk
yang dijual
F2a. Tingkat
pertumbuhan pendapatan
Sales & Mktg
Dir
M 7.8 15 20 20 % High-Sales-Performance campaign to
all branches (National Sales
Coordinator)
(to be completed)
(to be completed)
C2. Tingkatkan kepuasan
pelanggan atas pelayanan
C2a. Retensi pelanggan Branch Banking
Director (BBD)
M 65 85 90 95 % Customer Loyalty Awards (BBD)
Best Branch in Retention incentives
(BBD)
(to be completed for the
rest of the scorecard)
FROM STRATEGY TO
MEASURES AND ACTIONS
38
Strategi Pertumbuhan Penjualan
“Tingkatkan konsistensi penghasilan
dengan perluas produk yang dijual.”
Strategi Produktivitas
“Kurangi biaya dengan meningkatkan
efisiensi pelayanan.”
Financial
Perspective
Customer
Perspective
Internal
Perspective
Learning
& Growth
Perspective
Tingkatkan
ROE
Perluas Jenis
Produk yang Dijual
Tingkatkan Efisiensi
Operasi
Tingkatkan
Kepercayaan Pelanggan
Tingkatkan Kepuasan
Pelanggan atas Pelayanan
Tingkatkan
Kualitas
Pemasaran
Bentuk
Produk
Baru
Cross-Sell
Jenis
Produk
Bentuk
Saluran
Pelayanan Baru
Kurangi
Masalah
Tingkatkan
Waktu
Tanggapan
Tingkatkan
Produktivitas
Karyawan
Akses ke
MIS
Kembangkan
Ketrampilan
Strategis
Seimbangkan
SistemPengukuran
Kinerja
PETA STRATEGI BSC
INSTITUSI KEUANGAN: BANK XYZ
5. MEASURES
54. What is the
Strategic
Objective?
Measure
Results?
Measure
the Results
Measure the
Next Best Indicator
Y
Yes (exact)
No (proxy)
Measure
Activity?
N
Measure the
Activities/Inputs that
Produce the Results
Quantity Quality Revenue
Cost Time
Y
Measure
Initiatives?
Measure the
Progress of
Initiatives
N
Y
Will the
Agreed
Measures
Encourage
the
Right
Behaviours?
The Process for KPI Selection Acknowledges that
KPIs Can Be Developed at Three Levels
Furthest
Fit
Closest Fit
5. MEASURES
55. What is the
Strategic Obj?
Measure
Results?
Y
Exact
Proxy
Measure
Process?
N
Y
Measure
Initiatives
N
Y
Furthest
Fit
Closest Fit
Improve Customer
Satisfaction
Customer Satisfaction Index
No. of Complains
Number of customer events
Number of Satisfaction Review Meeting
Customer Satisfaction
Monitoring Systems
Implementation
Project KPIs
(Milestones)
55
5. MEASURES
56. GUIDELINES for TARGET SETTING
• Be SMART-C:
– Specific
– Measurable
– AGREEABLE (between you and superior/team)
– REALISTIC (achievable, yet challenging)
– Time-bound
– CONTINUOUSLY IMPROVE
• Benchmark against: Last year, competitors, or best in field
• Differentiate Target and Alarm
– Target as agreed in your budget (Green threshold)
– Alarm (Red threshold), normally 80% of Target (and 120% in case of stabilization)
5. MEASURES
57. Process: Operations Management
Theme: Ground Turnaround
- Profitability - Market value - 30% CAGR
- Grow revenues - Seat revenue - 20% CAGR
- Fewer planes - Plane lease cost - 5% CAGR
- Attract and retain - # repeat customers - 70% - Implement CRM - $XXX
more customers - # customers - Increase system
12% annually - Quality - $XXX
- Flight is on time - FAA on-time arrival - #1 management
rating - Customer loyalty - $XXX
- Lowest price - Customer ranking - #1 program
- Fast ground - On-ground time - 30 minutes - Cycle-time - $XXX
turnaround optimization
- On-time departure - 90%
- Develop the - Strategic job - Yr. 1-70% - Ground crew - $XXX
necessary skills readiness Yr. 2-90% training
Yr. 3-100%
- Develop the support - Info system - 100% - Crew scheduling - $XXX
system availability system rollout
- Ground crew aligned - Strategic - 100% - Communications - $XXX
with strategy awareness program
- % ground crew - 100% - Employee Stock - $XXX
stockholders Ownership Plan
Initiative Budget
Action PlanStrategy Map
Objectives
Balanced Scorecard
Measurement Target
Profit and
RONA
Grow
revenues
Fewer
planes
Attract and retain
more customers
On-time
service
Lowest
prices
Fast ground
turnaround
Strategic job
Ramp agent
Strategic systems
Crew scheduling
Ground
crew
alignment
Source: Strategy Maps, by Rober S. Kaplan & David Norton
5. INITIATIVES
59. 6. AUTOMATION
The implementation process begins by
applying performance measurement software
to get the right performance
information to the right people at the
right time.
Automation adds structure and discipline to
implementing the Balanced Scorecard system,
helps transform disparate corporate data into
information and knowledge, and helps
communicate performance
information.
In short, automation helps people make
better decisions because it offers quick
access to actual performance data.
60. B2B/B2G BSC Matching
Revenue
Base
Retention
Share Gain Positioning Adjacent
Market
New
Business
Financial
Learning & Growth
Internal
Process
Customers
Cost Margin Cash Flow Asset
Operational
Excellence
Product
Leadership
Customer
Intimacy
Investment
Strategy
Competencies Information
Systems
Motivation,
empowerment,
alignment
Satisfaction
Customer/Client/
Government BSC
Revenue
Base
Retention
Share Gain Positioning Adjacent
Market
New
Business
Financial
Learning & Growth
Internal
Process
Customers
Cost Margin Cash Flow Asset
Operational
Excellence
Product
Leadership
Customer
Intimacy
Investment
Strategy
Competencies Information
Systems
Motivation,
empowerment,
alignment
Satisfaction
Your BSC
1. Draw your ‘customer’s’ BSC
2. Match their CP/IP with your CP
3. Identify IPs that support/conflict
7. CASCADE
62. E3 – Department BSC
Customer Perspective –
Marketing Department
Goals Strategies Targets CAPEX OPEX
Base
Retention
Share Gain
Budgeting
7. CASCADE
63. Individual MBO
Employee A – Marketing Executive
KRAs Action
Plans
Targets Weight
(%)
Score
Class A
Customer
Retention
Class B
Customer
Retention
Competition
Crossovers
Re: Base
Retention
7. CASCADE
64. An Evaluation of the completed scorecard is done.
During this evaluation, the organization tries to answer
questions such as, ‘Are our strategies working?’, ‘Are we
measuring the right things?’, ‘Has our environment changed?’
and ‘Are we budgeting our money strategically?’.
9. EVALUATION
65. This is not The End
BSC cycle runs
continuously as
the business
dynamically
improved
66. Step-by-Step Summary
No. Activities Remarks
1 Assessment Vision, Mission, Values
2 Strategy Operational Excellence, Customer Intimacy,
Product Leadership
3 Objective Objectives for each F, C, I, L perspectives
4 Strategy Map Draw a cause-effect map
5 Performance Measure SMART KPI
6 Initiatives Activities / Process / Project to support
Objectives
7 Automation Tools / System / Monitoring
8 Cascade Translate company vision to individual
performance
9 Evaluation Use BSC in the regular meeting for
improvement plan
67. Post Test
• How do you define
“Balanced Scorecard”?
• How do you communicate Company
Vision to the team?
• How will BSC help you improve
organization performance?