Inseec - Strategy and Balanced Scorecard

International Academic Seminars
January, 2014

Dr. (c) Rodolfo J. Cremer, MBA
Director
MdS Perú

Rodolfo J. Cremer, MBA, Ph.D. (c)
Academic Vice President
San Ignacio de Loyola University
© Dr. (c) Rodolfo J. Cremer - Escuela de Postgrado Universidad San Ignacio de Loyola

The way we will interact (in this course)

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

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

¿who are you?
¿where do you come from?
¿what do you expect to happen?
(in this 6 hours)

¿who am I?
¿what am I doing here?
(what do I expect to happen)

Ph.D. (c) Rodolfo J. Cremer, MBA
Vice President at Universidad San Ignacio de Loyola, Lima, Perú
Director at Marketing de Servicios for Perú, MdS
Director at MERCO for Peru
Professor Cremer is the Academic Vice President at Universidad San Ignacio de Loyola, responsible of the operation
of the graduate, undergraduate & working adult programs. Until December 2012 he was Dean at the Universidad
San Ignacio de Loyola Graduate School of Business. He is also Director at MdS (Marketing de Servicios, Peru), and
member of the Advisory Committee at Merco Perú.
He was Vice President at Universidad Peruana de Ciencias Aplicadas – UPC, member of Laureate International
Universities), and his professional experience and academic background during the past 20 years have taken him to
lead projects, directories and general management at different industries and market segments.

He has wide experience in commercial and marketing strategies, designing strategic planning and constructing
balanced scorecards, defining KPIs, designing service and loyalty programs, and the tactic execution of the strategy
in the operational business.
Professor Cremer teaches Strategic Marketing and Service Marketing, and has been lecturer in subjects as strategic
planning and balanced scorecard, loyalty programs and service marketing strategies in many prestigious
universities, MBA programs and postgraduate schools, as well as in open seminars and consulting projects. He was
also lecturer in the international event BALAS 2006 (Business Association of Latin American Studies) and in the XI
Seminary and I International Congress of Marketing and Publicity in Bucaramanga, Colombia (2007), and visiting
professor at DeSales University, Pennsylvania, US (2009).
His professional experience background is in multinational companies, where he has held the positions of director,
marketing manager and commercial manager. His professional experience is in strategic planning and commercial
and marketing plans, developing loyalty programs (CRM). He has worked for companies such as Pepsico, Price
Waterhouse Coopers, Yamaha Motor of Peru, Kawasaki, Suzuki of Peru, General Motors, Mibanco, Los Delfines
Hotel & Casino, Banco Financiero, Atlantic City Casino. He has developed programs of consultancy and participated
in in-company seminaries for Interbank, Nissan, LAN, Asosiación Peruano-Britpanico, Constructora Líder, Besco,
Impulse Telecom, Belcorp, Telefónica, Postobón (Colombia), among others.
Mr. Cremer is a Ph.D. candidate in International Business Administration at Universidad Politécnica de Cataluña,
Spain. He is also MBA by the UQÀM (Université du Quebec à Montreal), Canada, and MBA by the Universidad San
Ignacio de Loyola (Lima, Peru). In both cases he graduated first place in his class.

Education

Student

Teacher / Lecturer

Undergraduate
•

Business
Administration

Graduate
•

MBA

Doctoral
•

International
Administratrion


Work Experience

Full Time

Consultancy

Services
•
•
•
•
•
•
•
•

Education
Banking
Microfinance
Gaming
Beauty
Consultancy
Security
Health

Automobile /
Motorcycles /
Industry

Consumer
Goods
Construction /
Real State


Getting to know your
expectations

¿what do you expect from a quality

Strategy &
Balanced Scorecard?
“course” of

www.marketingdeservicios.com

Expectations from the course of Strategy & BSC

Course: Strategy & Balanced Scorecard
INSEEC, Paris. 2014-01-20

13

OK. Let’s start …

IMPORTANT / “DISCLAIMER”:
This PPT is only supporting material for class discussion.
Not everything that we discuss in class is in the PPT,
either everything that is in the PPT will not necessary be
discussed in class …
However, I am available at rcremer@marketingdeservicios.com or
rcremer@usil.edu.pe for any further information .

Neils Böhr said:

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


15

Confucius said:

“Study without thinking
is a waste of time;
thinking without study
is dangerous”.
The Art of Strategy, Thomas Cleary


16

In this seminar :

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

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

17

We are going to

think
(to think strategically)

18

We have no time to plan the
future; we are too busy
solving today’s problems.
Anonymous

(and -on the waywe are measuring anything)
My own experience – Rodolfo Cremer

“I am interested
in the future
because is where I am
going to spend
the rest of my life”.
Woody Allen


2 favours:


21

1. During learning
periods the mind acts as
a parachute

22

It’s better

when it is

open

23

The opposite to …


24

The closes to …


25

2.
NO Paradigms /
NO Prejudices.

26

Managing the
plan


27

“However beautiful the strategy,
you should occasionally look at the results.” Churchill

28

What
gets
measured,
gets
done.

29

Agenda for today
1. What’s Balanced Scorecard
(Aligned to Strategy and Tactic).

2. A synthesized step-by-step method
to make the BSC
(including some excercises)

3. Some examples
Banks, Services y Others...


What’s Balanced Scorecard
BSC


First concept

WHAT’S BSC
Balanced Scorecard


Introduction

“The BSC transfers the strategy and
mission of an institution into a wide
group of actions that provide the
necessary structure for a managing
and strategic measurement system.”
Cuadro de Mando Integral
(The Balanced Scorecard)
Robert S. Kaplan; David P. Norton


33

(translating strategy into action & ensures focus on results)


34

[a way… a tool …
a methodology to…]

“make the
strategy land on
the action.”
Dr. (c) Rodolfo J. Cremer, MBA

35

“Tell me what you
measure,
and I tell you what you
achieve.”
Seminario de fidelización de clientes.
Lima, Perú. 2012.
(example of the automotive industry)

Changes
We're not in a world of changes
We are in a change of world


The competence in the industrial era has
transformed into the competence in the information
era.



During the industrial era (1850 – 1975) companies
were successful thank to the economies of escale.



In the information era, the ability of a company to
move and exploit its intagible assets has become
something more important than the management of
their physical assets.


37

Intangible Assets as…


Developing customer relations (loyalty)



Segmentation of customers and personalized service



Creation of innovative services



Applying the data base and inforamtion system
technology



Making activitities and motivating the employees to
improve
their
skills,
processes,
quality
and
responsiveness



Developing employee loyalty (retention rate)


38

New Hypothesis in the Organizations
in the Information Era


Cross-functions.
 The functional especialization led to a huge inefficiency, the no cooperation between departments and slow
responsiveness
 The organization in the information era functions with integrated processes that cross trditional processes.


39

Cross-functions

organization

customer

Process
(need cross-functional organization)


This is the way in
which a traditional
organization chart
works today

Contribution from
Prosper Bernard, Ph.D.
(mi professor at UQÀM

Graduate School)

… and these are the results…

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

© Dr. (c) Rodolfo J. www.marketingdeservicios.com
Fuente: IMdS. Cremer – MdS Marketing de Servicios

New Hypothesis in the Organizations
in the Information Era


Cross-functions.
 The functional especialization led to a huge inefficiency, the no cooperation between departments and slow
responsiveness
 The organization in the information era functions with integrated processes that cross trditional processes.



Links with the customers (CRM) and suppliers (SCM).
 Information technology allows processes to integrate provisioning and production processes.



Customers’ segmentation.
 Individualized solutions are requested ( the client can have the colour of car he wishes as long as it is black).



Global escale / Understanding different cultures.
 National borders are not a barrier anymore: efficiency and growing competitiveness of global operations
sensitive to local customers.



Innovation (continuous innovation).
 Shorter life cycles.



Top employees (but) throughout (all) the organization.
 In the industrial era only physical capacities The minds were not. The employees have to add value thank to
what they know. People now “solve” problems.


43

Changes in the Organization



TQM  Total Quality Management.



JIT  Just in Time Production.



Competence based on time (“time-to-market”).



Cost Reduction  Operational Efficiency.



CFO (Customer Focus Organization).



 Customer Centric.



Cost Maganement per Activity (ABC).



Empowerment (give power to the employees).



(frequent) Reengineering.


44

Team work


The

objectives they want to reach must be explicit

(and understood by everybody in the same way)


45

Team work


The



For example:
“Provide a high quality service to selected customers.”


46

Team work


The



For example:
“Provide a high quality service to selected customers.”
¿What is high quality service?
¿Who are “the selected customers”?


47

Introduction to concepts and processes of BSC


48

Four barriers to strategic implementation
(9 out of 10 companies fail when executing their strategies)

1. Vision Barrier
Only 5% of the workforce understands the strategy.

2. Management Barrier
85% of the teams spend less than 1 hours discussing about strategy.

3. Resources Barrier
60% of the organizations don’t link their budgets to the strategy.

4. People Barrier
(only) 25% of the managers have objectives linked to the strategy.


49

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

1. Vision Barrier
2. Management Barrier
3. Resources Barrier

4. People Barrier

50

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

2.Transform strategies into actions
Map (transform strategies into operational terms)

3.Align the organization with the strategy
Consistency and sense (drill down the strategy to the operational
units)

4.Transform the strategy into everybody’s
task
Team work – sinergy culture (link the strategy to the people)

5.Transform the strategy into an ongoing
process
Construction

51

Principles of a strategy-oriented company


52


We do not need lone rangers
we need teams

53

1. Transform strategies into
operational terms

… so that everyone can
understand it.


54

operational terms

understand it.

2. Align the organization with the
strategy

… with everybody’s committment
and participation


55

every time you
change the strategy
must (look) change /
align the
organization
operational terms

understand it.

strategy

and participation


56

operational terms

understand it.

strategy

and participation

3. Transform the strategy into
everybody’s task

… through the personal
contribution when implementing
the strategy


57

operational terms

understand it.

strategy

and participation

everybody’s task

the strategy

4. Transform the strategy into an
ongoing process

… through ongoing learning and
revision of the strategy


58

operational terms

understand it.

strategy

and participation

everybody’s task

the strategy

4. Transform the strategy into an
ongoing process

… through ongoing learning and
revision of the strategy

5. Motivating the change through
the executive leadership

… to promote transformation


59

“What is executieve
leadership?”
What skills should the leader have?


Leadership

Video: Leadeship - Himno


61

Leader Skills
Conclusiones

Conclusions



























Acompañó.
Dio Seguridad.
Guio, soportó.
Le dio el compás.

Generó Confianza. Motivo. Animó.
No le quitó el protagonismo.
Sirvió. Hizo un “extra mile”.
Liderazgo situacional.
Llegó a tiempo: en el momento justo.
Manejó el entorno.
Empoderó.

Consiguió más seguidores.

He accompanied.
Give Security.
Guided, support.
He gave the beat.

Confidence. Motivation. Encouraged.
It did not took center stage.
He served. He made an "extra mile".
Situational Leadership.
He arrived on time: at the right time.
Managed the environment.
He empowered.

He got more fans.


62

Leader Skills
Conclusiones

Conclusions























No se roba los triunfos.
Es humilde pero tiene conocimientos
Hace las cosas por convicción.
Da el ejemplo correcto.

Toma decisiones momento correcto.
Mantiene la calma.
Consigue el objetivo.
Es agradecido.
Deja una huella.
…

Does not steal victories.
Humble but has knowledge.
Do things for conviction.
Gives the right example.

Makes decisions at the right time.
Remains calm.
Achieves the goal.
Is grateful.
Leaves a trace.
…


63

What’s BSC
Conceptually, the BSC is a management model that
helps the organization to transform the strategy into
operational objectives that guide behaviour
and performance


64

Four perspectives of business
Vision
•Profitability
•Growth
•Shareholder value

1.
2….

How to translate
the SP1 into
processes

1.
2…

Customers

•Cycle (cycle time)
•Quality
•Productivity

•Market
innovation
•Ongoign
learning
•Intellectual
Assests

Initiaitives

1.
2…

What finnancial objectives should
we readch to satisfy our
shareholders?

Finnancial

•Image
•Service
•Price / Cost

Goals

Normally a SP1 only
has this part

Indicators

Internal Process

Which clients’ needs shoud we
satisfy to get our finnancial
objectives?

Which processes should excellent
to satisfy ourcustomers?

Learning and Growth

How to learn how to improve
our organization to reach our
goals

1


SP = Strategic Planning

65

transforming

Vision

into

Action


66

VISION

Reach
finnancial
success

Finnancial results

Generate
value to our
customers

Benefits for the
customers

read

Fulfill the
misision

construct

BSC logic

Develop
capacities

Train our
people

Efficient processes

Value
Proposition

Excellent

Knowledge, abilities and systems


How I turn intangible
assests into tangible
ones ( values /
culture)
67

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

 Indicators
How will it be measured and the success monitores during the process of
accomplishing the strategy

 Goals
The level of performance or necessary improvement rate

 Initiatives
Key action plan required to reach the objectives.


68

Example: Southwest Airlines
Strategic Topic:
Operational Effectiveness
Profitability
Finnancial
Fewer
planes

More
passengers

fast ground staff
rotation
• Time ashore
• On time flights

Goals

• 30 minutes
• 90%

Initiatives

Cheaper
price

Objetives
Indicators

Flights on
time

• Programme to
maximize cycle
time

Customers

fast ground
staff rotation
Internnal Process

Aligned
ground staff
Learning & Knowledge


69

6-step process to delevop the BSC
Step 1

Step 3
Build strategic
relations

Define the
strategic
destination

Step 5
Select priority
initiatives

Step 2

Step 4

Identify key topics
that guide the
strategy

Determine the
indicators and
goals

Step 6
Plan the
implementation

Implantation time

70

Key factors for success

1. Involve the right
people
2. Make sure the leaders
know and support the
process
3. Make sure the sponsor
is at the right level


71

Input for the process of building the BSC
Information from the company:


Strategic plan



Finnancial plan



Human Resources Plan



Custemers’ & segmentation



Quality plans



… others

Information from the industry:


Competitors





Trends

Challenges

Opportunities


72

Indicators

Vision
•Profitability
•Growth

1.
2….

1.
2…

Customers

•Quality
•Productivity

•Market
innovation
•Ongoign
learning
•Intellectual
Assests

Initiaitives

1.
2…

we readch to satisfy our
shareholders?

Finnancial

•Imagn
•Service
•Price / Cost

Goals

Internal / Process

objectives?

Which processes should excellent
to satisfy ourclients?

Learning and Growth


goals

73

Indicators

Vision

1.
2….

ROI

Goals

1.
2…

Initiaitives

1.
2…

EVA

•Profitability
•Growth

we readch to satisfy our Customer
shareholders?
Relationship

Finnancial

Management
(CRM)

•Imagn
•Service
•Price / Cost

Customers
TQM
quality

•Quality
•Productivity

Change
management
•Market
innovation
Leadership

•Ongoign
learning
•Intellectual
Assests

Internal / Process

objectives?

Processes
Reingeneering excellent
Which processes should
to satisfy ourclients?

Learning and Growth


Huaman
Resources
Strategy
Retention
goals

74

Strategy Mapping


75

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

Step 3

Step 5

Define the
strategic
destination

Build strategic
relations

Select priority
initiatives

Step 2
Identify key
topics that guide
the strategy

Agreement
on the longterm goal

Step 4
Determine the
indicators and
goals

Check and
tune the
topics

Step 6

Draft and
tune the
links

Implementation
plan

Discuss
the next
steps


76

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

4
Draft the
strategic plan
(BSC)

Learning

Internal

Clustomer

Financial

Searching for strategic
documents

3
Identify strategic
topics

5
Validate the
strategic map


77

Strategic direction / destination
The purpose
¿what will your organization be like in 5 years?
Describe the “DESTINATION” o “arrival point”
If the goal is reached in the statement of strategy
¿in 5 years, what will your orgnization be seen by…?:
We understand
where we go

 The shareholders
 The customers
 The staff

B

We know
where we are

A


Define
the direction

78

Strategic Topics
Articulate the strategy
Strategic topics:

 They form a chain of
objectives linked to the
strategic focus in the
organization

Customers

Internal /
Process

Learningn
&
knowledge


Operational effectiveness

 They can cut the organization
throughtout the 4
perspectives of business

Increase the value for customers

 They are generally limited to
3 to 5 strategic impulses

Increase the franchise

 Help the organization
cocnentrate on getting to the
destination

Financial

79

Example: Southwest Airlines
Strategic Topic:
Profitability
Finnancial
Fewer
planes

More
passengers

Flights on
time

Cheaper
price

Customers

fast ground
staff rotation

¿what will lead us to operational effectiveness?

 More customers, fewer planes

¿How will we do it?

 Attracting segments of ccustomer that value the
price and on time arrivals

¿What should be the internal focus?

 Fast rotation

Internnal Process

¿will our people do this?
Aligned
ground staff
Learning / Knoeledge

 Educate and compensate the ashore staff according
to their contribution to the success

 Stock participation program


80

Objectives: Southwest Airlines (example)
Strategic Topic:

Objectives
Individual
objectives

Profitability
Finnancial

Fewer
planes

More
passengers

• Profitability
• More customers
• Fewer planes

Flights on
time

Cheaper
price

• Flights on time
• Better prices

Customers

fast ground
staff rotation

• Fast rotation

Internnal Process

Build targets for
each strategic topic
and for each of the
four perspectives
 Finanncial
 Customers
 Internal / Process
 Learning /
Knowledge

• Aligned ground staff
Aligned
ground staff
Learning


81

workshop

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


82

1. Map the following strategy.
(just an practice)
For a small supermarket / convenience store
located in high class residential neighborhood

Build a strategic map
Find the strategic topics.

Time: 20’


Vision:

Finnancial

Value Proposition
Characteristics / Attributes:
• abc

Differentiation:
• abc

Customer

Internal Process

Learning &
Knowledge


84

workshop
Conclusions

Strategy mapping


Strategy Mapping
Conclusions





abc
abc
…


Strategy Mapping
Some Conclusions



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



Keep in mind that whatever I implement has to be measured
later.





Its success or failure depends on the monitoring.



A map allows you to “read the strategy”. It is the most
executive.

There’s feedback. Synergy. Complemenrary of ideas
We are almost always focused on doing what we have always
done. We don’t look for different alternatives.


Step 4
Determining the key indicators
Step 1

Step 3

Step 5

Define the
strategic
destination

Build strategic
relations

Select priority
initiatives

Step 2
Identify key
topics that guide
the strategy

Inputs: previous
job (Core Team)
Tunned strategic
plan
Inventary of
existing indicators
Proposed indicators
developed with the
leaders

Step 4
Determine the
indicators and
goals

Tune and
validate the
map

Check
proposed
indicators

Define new
indicators

Step 6
Implementation
plan

Start
discussions
of goals

Plan to
develop
indicators


Outputs
90% of the strategic
map complete
80% of indicators
complete
Plan to develop
indicators
Schedule of
workshop 3

88

Definition of Indicators


89

Objective of the strategic indicators


Organizational motivation
 The indicators work well as a tool to move towards the
expected behaviour.
 Indicators direct us towards what needs to be done to reach the
orgnizational strategy.
 People respond to “what’s expected”



Evaluation of the strategy and strategic learning
 The administration uses strategic measurements to check the
progress of the achievement of its strategic objectives.
 The indicators show a relation among the objectives and
constantly proves the validity of the strategy.


90

Criteria to select strategic
1. Strategic communication


Remember: “Tell me
what you measure,
indicators you what
and I tell
you achieve.”

The selected indicator adequately focuses on the strategic matter or disperses
the attention, distorts performance or underestimate behaviour?

2. Repeatable and reliable (high level of confidence)


Are indicators measurable, reliable and repeatable?

3. Updating frequency (updated frequently)


Updating frequency is more important; monthly or three-monylt cycles have to
be established, etc.

4. Useful to set goals


¿can meaningful improvement goals be set?

5. Useful to establish resposibilities


¿can the teams define resposibilities for each indicator making a “drill down”?


91

Indicators can have different formats
Rates

Absolut
numbers

(i.e. finnancial
ratios) a
relationship
between two
numbers of the
same kind.

(i.e. sales target) Is a
positive number.

Evaluations

Indicators

Index
(i.e. sales growing)
shows you how many
times to use the
number in a
multiplication.

Percentages
(i.e. Number of
employees with
under graduate
complete)

(i.e. number of stores
with a service
qualification over 8 into
a 10 scale)

Rankings

There are pros and cons of
using any of these formats

(i.e. Top 10,000
companies)


92

Indicators can have different formats
indicator

Pros

Cons

Absolut numbers

Simple, clear;
unambigouously

Quality depends on the plan
for its development

Index

Allows the analysys of
multiple variables

It is difficult to generate an
action or redirect based on
the analysis

Percentages

Good indicators of
movement; they are
excelent when used in the
long term

They can be wrongly
interpreted or misused

Evaluations (ratings)

Good quantitative &
qualitative data

Can be contaminated
depending on the used tool
or methodology

Rates

They represent critical
relations to be managed
(cost growth vs sales
growth)

Sometimes they required
additional analysis before
confirming a conclusion


93

2 types of strategic indicators

Results Measurements

Trend and Action Inducers
Purpose

Purpose
– Focuses on the performance result at
the end of a period

– Measures intermediate process, activities and
behaviours

Example

Example
– End ofthe year sales
– Market share
– Profits

Strengths
– Objective and easy to attract

Matters
– Result indicators reflect past successes
but not current actions or decisions

– Time spent with the customer
– Mix of income

Strengths
– More predicitive nature
– Allows the organization adjust its behaviour
based on performance

Matters
– Based on strategic case-effect hypothesis
– Difficult to get and support.


94

Indicators
BSC
Financial Perspective

Result Indicators

Customer Perspective

Internal and process
perspective

Trend Indicators

Learning, knowledge and
Growth perspective


95

Result indicators (LAG) - Example
Perspective
Finnancial
Perspective

Strategy

Result measurements
ROE
Growth Ratio

F1 – meet the shareholders
expectations
F2 –improve the performance

portafolio mix

F3 – to grow
Client’s
Perspective

C1 – improve customer service
C2 – Satisfy the selected clients

P1 – do business in selected segments
P2 - Underwrite profitability
Internal
Perspective

P3 – Align complaints with the
business
P4 – improve
L1 – Improve staff competencies

are
mostly genereic or
determined by the
type of industry

Purchase Ratio / retention
(versus plan)

Purchase Ratio / retention
(per segment)

Business mix
(per segment)
Loss
ratio

Frequency and
seriousness of
complaints
Expenses
Ratio

L2 – improve access to strategic
information
Learning
Perspective

Result
indicators

Staff productivity


We can be
prescritive with
these
mesurements
form the
beginning

96

Trend indicators (LEAD) - Example
Result indicators
Finnancial
Perspective

Increase
sales

Extend
sales MIX

Client’s
Perspective

Understand /
segmets of
Internal
clients
Perspective

Trend indicator

•Ssales growth
•Sales Mix

•Customers’ satisfaction

Increase the client’s
trust when making a
financial question

Develop
bank
services

•Customer’ loyalty

•Depth and quality of the
relation

Make the cross
sales in a line
of products
•Market share

Improve staff
satisfaction

•Sales of new products

•Time spent with the
client

•Cross-sales relation

Learning
Mejorar las
Perspective
capacidades de
Planeación
Financiera

Improve
information
for the
client

•Sales per employee
Reward
different
performances

•Coverage of strategic capacities

•Employee satisfaction

•Alignment of personal goals


97

The Value Proposition


Inside the customer’s perspective

The Value Proposition
Basic requirements
¿what must be
accomplished?
1.
2.
3.
4.

Saving time
Security
Price
Reliability

Differences
¿why should they
choose us?
1.
2.
3.
4.

Multiple channels
Personalized service
Easy use
Variety of products /
models


98

Competitive Advantage
“Something”
my company
has

Competitive
Advantage

“Something"
that my
competition
does not

“Something"
my market
wants


99

Common difficulties when developing indicators or
measurements



Does not have a transfunctional reliable interpretation



Information availability



Indicators do not clearly communicate the objectives



Too many indicators



Disagreement within the indicators


100

workshop

Identifying the indicators


101

1. Now lets work on the indicators.
2. (this is just another exercise)
Identify an indicator for each objective:
• Keep our consumers satisfied
• Keep the satisfaction of our channels( strategic
partners? Or commercial partners?)
• Operational effectiveness (production)
• Service / Product Innovation

• The customer should be devoted to
Carrefour.

Time: 20’


workshop
Conclusions:



103

Conclusions





abc
abc
…


Setting Goals


105

Step 4
Determining the indicators
Step 1

Step 3

Step 5

Define the
strategic
destination

Build strategic
relations

Select priority
initiatives

Step 2
Identify key
topics that guide
the strategy

Inputs: previous
job (Core Team)
Tunned strategic
plan
Inventary of
existing indicators
Proposed indicators
developed with the
leaders

Step 4
Determine the
indicators and
goals

Tune and
validate the
map

Revise
proposed
indicators

Define new
indicators

Step 6
Implementation
plan

Start
discussions
of goals

Plan to
develop
indicators


Outputs
map complete
80% of indicators
complete
Plan to develop
indicators
Schedule of
workshop 3

106

The purpose of goals


Set / Communicate the
expected level of
performance for the
organization



Give the individuals a goal
/a defined contribution
related to the general
strategy of the organization



Focus the organization on
an ongoing improvement
process


107

Criteria to set goals


Set one goal per indicator



Make sure they are measurable (quantifiable)



Make sure the expected performance is clearly communicated



Make sure the strategic sense is clearly communicated: the
relation between the indicator, the objective, the topic and
the strategic destination must be shown & explicit.


108

Long Term Goals


Establish a long Term Goal (3 - 5 years)



Keep the organization focused on the Long Term (while
working in the short term)



Identify where the organization must change its "status quo"
and the size of the change required (i.e. process
reengineering, product development, organization, etc…)
Ejemplo de Metas de Largo Plazo
Incrementar los Ingresos en 58%
Año
Ventas
% Incremento

2005 (Real)
1,000,000

2006 (meta)
1,250,000
25%

2007 (meta)
1,437,500
15%

2008 (meta)
1,581,250
10%


Meta de
Largo Plazo
1,581,250
58%

109

Methods to set goals
Methods to set goals

Indicators

Goals
2005

Derived from a general
goal

Income

Benchmarking with
industry leaders

Responsiveness at the call
center

Increasing
improvement based on
historic performance

Employee retention

Establish a point and
define goals throughout
the time

Established Mystery Shopper
program and benchmarking

2006

$39,744

$111,482

90% in 20 seconds

90% in 20 seconds

85% more than 5
years

90% more than 5
years

None

90% rating of
compliance


110

Check the logic of assumptions
Correlation
Finnancial
Perspective

Objective

Indicators

Customer’s
Perspective

Satisfy “early
adopters”

$800 MM

Segmet

Sale of new
products

Increase the sale through
new products

24% market share

“Early Adopters”

Internal & Process
Perspective

Develop new
products

Learning
Perspective

Develop new products

$400 MM of sales of
new products

Keep key executives

90% of retention

Keep key
executives

111

Check the logic of assumptions
Correlation
Finnancial
Perspective

Sale of new
products

Customer’s
Perspective

Objective

Indicators

Increase the sale through
new products

If we need sales of $800 MM in
new products and there is a
market with potential demand
Segmet

Satisfy “early
adopters”

$800 MM

24% market share

“Early Adopters”

¿when was the last time we
developed new products?
¡10 years ago!

Internal & Process
Perspective

Develop new
products

Learning
Perspective

May the solution
Retener
be: to bring new
funcionarios claves
talents?

Develop new products

$400 MM of sales of
new products

If I want to increase sales in this
Keep key executives market: 90% of retention
new
¿do need to keep
the key executives who didn’t
get any results in 10 years?


112

The BSC process

El BSC project is a dynamic
process: the definitions can
be checked and adjusted
after every step of the
construction process.


113

Possible difficulties setting goals
Consequences
1. No data to support the goal
2. The new indicator is totally new - no historic information
3. Remove – Reduce “Freedom” / Organiozational Autonomy
4. Fear and anxiety regarding the goals / objectives/ established
indicators
5. Posibles effects over future compensations and rewards


114

Making an inventory, Mapping and Prioritizing
Initiatives

115

Steps 5 and 6
Prioritizing initiatives and implementation plan
Step 1

Step 3

Step 5

Define the
strategic
destination

Build strategic
relations

Select priority
initiatives

Step 2
Identify key
topics that guide
the strategy

Inputs: previous
work(Core Team)
Indicators and
refined links
Inventary of
initiatives
Proposal of new
inititaitves
First mapping by
topics

Step 4
Determine the
indicators and
goals

Revise and
validate links
and initiatives
according to
the topic

Check
exisiting
initiatives

Brainstorm
new
initiatives

Step 6

Align /
Rationalize
inititives
according to
the objectives

Implementation
plan

Start the
implementat
ion plan


Outputs
map complete
80% of defined
inititives
 Stablished
rationalization plan
Inictial plan of
implementation

116

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

Indicator

Goal

Initiative

Increase the
effectiveness of
cross sales

Three-month sales
income per seller

$5 MM (in cross
sales)

Implementation of
a CRM system in
the organization

What the strategy
must reach and it’s
key for the success

How the success to
reach the strategy
will be monitored
and measured

Performance level
or growth rate
needs to be based
on an identified
differential

$ MM

Goal


GAP

Real

117

Definition of initiatives
A strategic initiattive can be seen as a “project
itself (per se)”
A good strategic initiative must have:
1.

Responsability at the leadership team level.

2.

Clearly defined start and end dates as progress milestones

3.

Clearly defined deliveries

4.

A budget

5.

Assigning resources (e.g: real people hours)

An initiative IS NOT the usual business
e.g: “to reach the three-month period goals”

118

Objectives and Initiatives
 Name of the objective
 Sponsor (champion): responsible for developing it

 Responsible (¿who will measure it?)
 Description (¿what does it intend to measure?)
 Intention (¿what is it expected to get?)

 Formula (¿how is it going to be measured?)
 Source (¿where is the information?)
 ¿is it available today?

 ¿do we have to look for a place to measure it?

 Frequency (¿how often will it be measured?)
 What’s the goal (¿what’s the ideal objective?)

119

Process of Rationalization of initiatives
1. Identify and collect all the initiatives
2. Map the relation between the initiatives with the strategic
objectives
3. Value the impact between the iniciatives and the strategic
objectives
4. Rationalize the initiatives (that produce the most value) to
align them with the budget


120

Prioritizing and Alignment of initiatives
Quality projects,
processes,
improvements,
etc

-1–
Identify
initiatives

Marketing
projects,
commecial
activities,etc

Development
processes,
formation
activities, etc

Corporate
projects,
strategic
projects,etc

-2–
Filter initiatives
in order of priority

Short list of aligned
initiatives

121

Initiative 15

Initiative 14

Initiative 13

Initiative 12

Initiative 11

Initiative 10

Initiative 9

Initiative 8

Initiative 7

Initiative 6

Initiative 5

Initiative 4

Initiative 3

Initiative 2

Objectives

Initiative 1

Perspective

Iniciatitive

Example of an Initiative Grid

EVA
Assets Productivity
to have the lowest manufacturing costs
Financial

create a new demand in the market
price behaviour

Customers

Satisfaction
speed delivery
number of models
Integrate and align resources

Internal &

ISO 9000

Processes

no mistakes
People & change management
strategic competencies and abilities

Learning and individual and team performance
Change

Sensitive culture oriented to the client


122

Process of prioritizing Initiatives
When we prioritize initiatives to link them to the strategy
remember to:
1. Create a score/ weight criteria to distinguish the strategic
initiatives from the non-strategic
2. Separate & classify strategic initiatives from the nonstrategic

3. Create a common Business Case format where you can check
the initiatives that will be prioritized
4. Prioritize the initiatives with the Leadership Team


123

Benefits of the Inventary process, Map and prioritizing
BSC innitiatives
1. Links insufficient
resources with the
strategy
2. Ensures alignment
between the inititives and
the strategy
3. Clarifies resposibilities

4. It has a potential
conecction between the
budgeting process and the
strategic planning

124

Typical challenges in inventary, linking and prioritizing
innitiatives
1. It can be difficult to collect / link all initiatives
(innitiatives are from all the company not from the areas)
2. Insufficient priority or understanding can leave too many
initiatives without a focus on the objectives.
3. Misunderstand the impact or dependency between the
inititives and the objectives.
4. Organizational policies & Paradigms
(“we can’t do this” / “We have never done this)”
5. Natural anxiety regarding (budget) cuts


125

Lead, Sponsor y Internal sale


126

Advocacy /Defense
1. BSC projects won’t be successful
without an ongoing & permanent
committment (leadership /
coaching)
2. People are afraid of the change
3. People get tired

4. Projects lose potential (with time)
5. The “we have done this before…”
syndrome


127

Abilities and attributes of the sponsor
1. Ability to “sell” concepts (perception and differentiation)
2. Able to stimulate / motivate (in a good way)
3. Marketing Abilities (associate the bussines and its vision to the BSC,
identify people’s needs and relate them to the benefits.)

4. Leadership abilities / Coach / interacting
5. Conceptual Thinker abilities (wide experience)
6. Accepts risks

7. Credibility


128

Questions?

129

Final Conclusions
Seminar Conclusions’

1. abc
2. abc
3. …


!

thanks


Second concepts

Some examples


Second concepts

Some examples
Microfinances Bank


BSC
Performance indicators
Balanced Scorecard
3 de junio del 2003

WE ARE A GROUP OF PEOPLE COMMITTED TO THE DEVELOPMENT OF THE MICRO AND SMALL ENTERPRISE
PROVIDING QUALITY SERVICE THAT EXCEEDS THEIR EXPECTATIONS INNOVATIVELY, EFFICIENTLY AND HONESTLY
Impact
perspedtive

Achieving EMYPE Integral Development, with
the society’ support

Be the leader of the segment
(MYPE)
Be financially and
economically
sustainable

Growing up in the products and services
of high value to the EMYPE.

Financial
Perspective

Being competitive in the
sector costs

To make the MYPE entrepreneur believe in MIBANCO
Develop a relationship of Value with the Client
Attributes:

Client’s
Perspective

•Provide adequate financial products
and services.

•Being appreciated for associated
services
•Possess strong MiBanco image

RELATION
Develop the relationship
with the client, to
ensure the product and
services’ appretiation.

Internal processes’
Perspective

EFFICIENCY

Generate a unique
and differentiated
message
Develop products
(assets / liabilities)
suitable to the EMYPE’s
needs.

Investigate and
identify business
opportunities

Develop partnerships
for complementary
services
Relation with
the
community

Learning and
Growth
Perspective

Expand the
market
coverage

Optimize and
Standardize
processes to improve
efficiency, balancing
flexibility and
contingency

Ensuring Efficent
Funding

Diversify funding
attracting savings

DEVELOP THE STANDARDS OF THE MICRO CREDIT INDUSTRY IN PERU

Attracting,
developing and
retaining key
competencies

Motivating people, encouraging
development, to generate an
appreciated workplace

Optimize the
process of staff
development

Share the vision putting values into practice

Share
knowledge for
action

Make the IT
available forthe
key processes

To be a Leader ih the EMyPE segment
 Reknown by everybody

 Identify the leadership attributes (in the industry)

top of mind

Image / opinion


opinion

To be a Leader in the EMyPE segment
5
4
3

2
1
1

2

3

4
5
knowledge


High value PRODUCT growth in
EMyPE
 Grow over their own portfolio

 Grow over the sector average
 Ensure sustainability and leadership

High value for the customer

profitability


High value PRODUCT growth in
EMyPE
Mibanco investment growing in the MyPE sector
should be increasing (o at least grow at a steady
rate)
Indicator 1

Indicator 2

portfolio T1

Mibanco investment T1

portfolio T0

Total MyPe investment T1


Develop a VALUE RELATIONSHIP
with the customer

BELIEVE

VALUE RELATIONSHIP
ASSUMPTIONS:
 High retention (current customer / total customers = 1 (ideal), it measns no
rotation)

 Low recency

(Ideal cero recency, it means inmediate renewal of products)


Universe of clients (and ex- clientes ) from Mibanco
(Note: Don’t include prospects)

Recency:
Ex – Customers who haven’t
Renewed operations with
Mibanco, but have less than
1 year
We need:
a) How many
b) Average time

Ex – Customers:
They had transactions
(liabilities or assets) with
Mibanco, but more than
1year ago
Current Customers:
We need:
Customers of current
a) How many
products
(liabilities or assets)
We need:
a) How many

Universe = (Current Customers) + (Recency) + (Ex Customers)

1) Retention rate:
Current customers
Universe of customers

Óptimal:
Minimum:

= Retention

1.00
0.00

2) Recency rate:
 of time of customers who haven’t renewed operations < 365 días

Total of customers who haven’t renewed operations < 365 días

= Recency

365

Óptimal:
Minimum:

0.00
1.00

3) Indicator of the “Relationship of value”

Retention x (1 - Recency) =

1.00 es el Upper Limit.
0,00 es el Bottom Limit.


Develop a VALUE RELATIONSHIP
with the customer
(“Real World Results”)
measurement date

April 1st 2013

Active
Active client
clients w ho end the relation <= 365 días
clients w ho end the relation > 365 días
Total portofolio of clients and ex-clients

38,245 (activos)
94,122 (recencia)
73,941 (pérdida)
206,308

sum of time
recency average time
recency avery index=
rotation index =

455,707 (in months)
4.84 (in months)
0.60
0.34

Passive
Active client

101,967 (activos)
22,994 (recencia)
9,541 (pérdida)
134,502

sum of time
rotation index =

163,829 (in months)
7.12 (in months)
0.41
0.91

Total
Active client

140,212 (activos)
117,116 (recencia)
83,482 (pérdida)
340,810

sum of time
rotation index =

619,536 (in months)
5.29 (in months)
0.56
0.63

Indicator: Index of the development of the
relationship of value with the client=

0.35


closer to 1.00 is better. 1 = clients
don't rotate and renew inmediately
w ith new operations

Give adequate financial products and
services
 Objective: fianncial products and services
appreciated by the client
 Appropriate for the EMyPE needs
 “To feel” that Mibanco the best supplier of these
products

 The focus is the current portfolio
 The objective is to measure the level of
satisfaction of their needs with the current
offer.

Give adequate financial products and
services
Methods:
 Survey of satisfaction (current MyPE clients)

Value Scale:
 Value perception over the compentence

Very good

good

normal

bad


Really bad

Being appreciated for the associated
services
 All the needs (not only the financial ones)

 How Mibanco contributes to the economical and
social develepment of the family

 To know what the client expect from the
relationship with Mibanco (strategic partner)
 ¿How are we doing this work?
Knows
Doesn’t know

Cognitive
component

Affective
component


Like
dislike

To have a strong MiBanco image in the
EMyPE
 Clear and strong image in the current customers as
well as in the target customers from EMyPE
 Expand and build a long-lasting relationship

Perceived image vs planned image
(¿how are we perceived from outside?)
Measure:
 POSITIONING
 50% Customers / 50% no customers from target

To have a strong MiBanco image in the
EMyPE
Atributo 1
6

5

Actua Image

4

Atributo 6

Atributo 2

3

2

1

0

Atributo 5

Attribute
Attribute
Attribute
Attribute
Attribute
Attribute

1
2
3
4
5
6

Atributo 3

Atributo 4

Imagen Real

Imagen Planeada


2
3
4
3
5
6
23

Planned
Image
1.5
3.5
5
2
4
5
21
8.7%

Develop the relationship with the
customer, to ensure the product and
services’ appreciation.
 To measure the “quality of the realtionship”

Quality: only from the customer’s perspective
(not the internat process’s)
Attributes that define quality
Measurement points
Measurement tools

Develop the relationship with the
customer, to ensure the product and
services’ appreciation.
C=E–P

ó

C = P / E (índice de calidad)

Measurement:
 Define expectations (attributes)

 Survey
 Expectations can be weighted (attributes) according to
their value for the customer

Generate a unique and differentiated
message
 A message that transmits Mibanco’s identity
 Differentiating element
 Clear positioning  Image
 Includes all the communication channels; not only
publicity (Add)
 “The action” (the given service & the way things are
done) is the main source of communication &
positioning.


Generate a unique and differentiated
message
Measurement:
 Anonymus Customer

Seeks to measure the degree of knowledge and
performance of the bank office and
counselors in their most important role as
Mibanco’s image generators


DEVELOP THE STANDARDS OF THE
MICRO CREDIT INDUSTRY IN PERU
 To be the pioneer

 “set up the rules” in the industry

Measuremet:
Participation in publicity:
 To hire the company for the publicity measurements

 To measure the “degree of reference” in the microfinances

I=

Mibanco rated appearance
Total appearances from the competence

Develop partnerships for complementary
services
 Services that exceed the financial aspect (without
disregarding it) that add value to Mibanco’s offer

 Services provided by third parties to assist in the
customer’s development

Next activities:
 Define which services are more important

 Make alliances

Develop partnerships for complementary
services
Measurement:
 Penetration (percentage) of provided services through
alliances over the total defined services as likely to be
provided

 {(P1 * S1) + (P2 * S2)... + {(Pn * Sn)}
I=

 {S1 + S2 + ... Sn}

Diversify funding attracting savings
 Ensure funding reducing the risk
 Clients (MyPE) and non-clients from Mibanco

Measurement:
 Atomize portfolio acquisition
 Measures the share of deposits from the public on the
total of the bank (degree of public funding )


Diversify funding attracting savings

I=

People Funding
Total Bank Loans

a) Ratio: deposits / loans
b) Ratio: volume growth/ portfolio’s growth

Second Concept

Some examples
An electronic security
company


Balanced Scorecard [BSC]

… from the Strategic Planning…
Our Vision:
“To be the leaders in integrated solutions for security
management through technology”
Our Mission:
“We provide excellent service in managing the security of
people and companies”
What we do:
“We advise, design, develop, install and provide maintenance
of systems security management for individuals and
businesses”

© Rodolfo J Cremer, MBA

159



Our values:


Trust – Honesty



Responsibility – Commitment



Leadership



Professionalism



Ability to change (Flexibility)



Team work


160


Selected strategies:

1.

Entering and developing business inthe Andean market through
the Telefonica corporation

2.

Develop the bussiness of fire detection and fighting (their won
business)

3.

Develop the bussiness of fire detection and fighting (with an
strategic partner)

4.

Focusing on quality and process excellence : stablishing quality
standards

5.

Look for “their own” brands (representative).

6.

Business Development of the Information Security


161



The big TIS strategy should be :
Enter the fire detection and fighting business

Develop business accompanying Telefónica in the
Andean region..
Look for “their own” brands (representative).


162


Map: Managers Team

TO BE THE LEADERS IN INTEGRAL SOLUTIONS OF THE SECURITY MANAGEMENT THROUGH TECHNOLOGYA
2006:
Grupo Telefónica: 0.5MM
Ajemos:
1.5MM

Financial
perpective

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

SALES
$2.0MM

PROPOSITION OF VALUE
Quality service
Quality products
Quality price
Meeting deadlines
Technolog
Finanacial capacity
Brand
Trust ( Telefónica + transnational + knowhow and experience + portfolio +
commitment and market presence

Market
share
Client’s
perpective
Commercial
efficiency

Internal
Perspective

Commercial
intelligence
management

Learning
Perspective

EBITDA
8.5%

•
•
•
•
•
•

Administrative
Logistics
Innfrastructure
Billing
Collections
Processes and
knowledge
• Contract
management

Update in
new
technologies

Installation

Administrative
and knowledge
management

training
professionalism
knowledge

Agressive commercial growth

TODAY (negative)
2006: sero
2007-2008: positive

Cross
sales

Strategic
topics:
-Agressive
Commercial
Growth
-Processes
efficiency
-Total Market
$10 – $12MM

referred

Retention
Total
client’
satisfaction

After-sale and
preventive
maintenance

Corrective
maintenance

Diagnosis /
adequate
design

retention

Selection
process

Processes’ efficiency


163


Mapa: EQUIPO DE GERENTES

SER LÍDERES EN SOLUCIONES INTEGRALES DE GESTIÓN DE LA SEGURIDAD A TRAVÉS DE LA TECNOLOGÍA

VENTAS
$2.0MM
Perspectiva
Financiera

Perspectiva
Del
Cliente

Perspectiva
Interna

Perspectiva de
Aprendizaje


164



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

Perspectiva
Del
Cliente

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

Falta: proyección 2007 – 2015
Mercado nacional total
Mercado extranjero
Ventas al grupo
Ventas a terceros

(1) Ventas reales / Ventas
presupuestadas
Falta hacer una proyección del
mercado y de ventas 2006 2015

Perspectiva
Interna

Perspectiva de
Aprendizaje


165



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

EBITDA
8.5%

Hoy (negativo)
2006: Cero
2007-2008: positivo

Perspectiva
Del
Cliente

Perspectiva
Interna

Perspectiva de
Aprendizaje


166



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

EBITDA
8.5%

Hoy (negativo)
2006: Cero
2007-2008: positivo

(1) EBITDA:
Se revisará EBITDA para
adecuarlo a estrategia de
crecimiento intensivo y ciclo de
vida del mercado: crecimiento.

Perspectiva
Del
Cliente

Perspectiva
Interna

Perspectiva de
Aprendizaje


167



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

EBITDA
8.5%

Hoy (negativo)
2006: Cero
2007-2008: positivo

Market
share
Perspectiva
Del
Cliente

Eficiencia
Comercial

Perspectiva
Interna

Perspectiva de
Aprendizaje


168



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

Market
share
Perspectiva
Del
Cliente

Perspectiva
Interna

Eficiencia
Comercial

VENTAS
$2.0MM

EBITDA
8.5%

Hoy (negativo)
2006: Cero
2007-2008: positivo

(1) Market share:
Compra de productos para TIS
en T1 / total de importaciones
de productos en T1; expresado
en unidades

Indice de eficiencia comercial:
(Captación de prospectos *
Peso1) + (Ventas * Peso2) +
(Cumplimiento Cuota * Peso3) ;
donde Peso1= 0.25, Peso2 =
0.25, y Peso3 = 0.50

Perspectiva de
Aprendizaje


169



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

EBITDA
8.5%

Venta
cruzad
a

Market
share
Perspectiva
Del
Cliente

Hoy (negativo)
2006: Cero
2007-2008: positivo

Referido
s

Retención
Eficiencia
Comercial

Perspectiva
Interna

Perspectiva de
Aprendizaje


170



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

EBITDA
8.5%

Venta
cruzad
a

Market
share
Perspectiva
Del
Cliente

Perspectiva
Interna

Eficiencia
Comercial

Hoy (negativo)
2006: Cero
2007-2008: positivo

(1) Índice de recomendación:
Desarrollar fórmula para
medición la capacidad de
recomendación de clientes en
T1.

Referido
s

(1) Índice de venta cruzada:
Número de clientes que han
comprado más de un producto
diferente en un período T1
(sugerimos aun año).

Retención

(1) Índice de retención:
1 – (ex clientes / Total de
Cartera TIS); ex cliente es un
RUC que no ha comprado nada
en el último año.

Perspectiva de
Aprendizaje


171



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

EBITDA
8.5%

Venta
cruzad
a

Market
share
Perspectiva
Del
Cliente

Hoy (negativo)
2006: Cero
2007-2008: positivo

Referido
s

Retención
Eficiencia
Comercial

Satisfacción
total del
cliente

Perspectiva
Interna

Perspectiva de
Aprendizaje


172



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

EBITDA
8.5%

Venta
cruzad
a

Market
share
Perspectiva
Del
Cliente

Perspectiva
Interna

Hoy (negativo)
2006: Cero
2007-2008: positivo

Referido
s

Retención
Eficiencia
Comercial

Satisfacción
total del
cliente

(1) Número de quejas en T1:
Número de quejas en el periodo
T1. Este indicador se podría
mejorar (complementar) si
medimos el número de quejas
solucionadas satisfactoriamente
sobre el número de quejas
recibidas en un periodo T1.

Perspectiva de
Aprendizaje


173



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

Market
share
Perspectiva
Del
Cliente

Eficiencia
Comercial

VENTAS
$2.0MM

EBITDA
8.5%

PROPUESTA DE VALOR
Calidad en el servicio
Calidad en los productos
Cumplimiento de plazos
Tecnología
Capacidad financiera
Marca
Confianza (grupo Telefónica + transnacional
+ know-how y experiencia + cartera de
clientes + compromiso y permanencia en el
mercado)

Hoy (negativo)
2006: Cero
2007-2008: positivo

Venta
cruzad
a
Referido
s

Retención
Satisfacción
total del
cliente

Perspectiva
Interna

Perspectiva de
Aprendizaje


174



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

Market
share
Perspectiva
Del
Cliente

Perspectiva
Interna

Eficiencia
Comercial

VENTAS
$2.0MM

EBITDA
8.5%

PROPUESTA DE VALOR
Tecnología
Marca
mercado)

Instalación

Hoy (negativo)
2006: Cero
2007-2008: positivo

Venta
cruzad
a
Referido
s

Retención
Satisfacción
total del
cliente
Mantenmto
.
Preventivo
y post
venta

Mantenmto
. correctivo

Perspectiva de
Aprendizaje


175



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

Market
share
Perspectiva
Del
Cliente

Eficiencia
Comercial

VENTAS
$2.0MM

EBITDA
8.5%

PROPUESTA DE VALOR
Tecnología
Marca
mercado)

Perspectiva
Interna

Perspectiva de
Aprendizaje

Instalación

(1) Índice de satisfacción del
cliente externo:
Encuesta de satisfacción de
expectativas luego de terminado
todo trabajo de instalación
(nuevo).

Venta
cruzad
a
Referido
s

Retención
Satisfacción
total del
cliente
Mantenmto
.
Preventivo
y post
venta

(1) Retención de clientes:
cartera vigente de clientes con
contrato de mantenimiento /
total de contratos de
mantenimiento vendidos = 1
óptimo.
(2) Colocaciones:
venta de nuevos contratos de
mantenimiento / total de
trabajos nuevos realizados = 1
óptimo


Hoy (negativo)
2006: Cero
2007-2008: positivo

Mantenmto
. correctivo

(1) Número de ocurrencias:
número de ocurrencias / total
de clientes con contrato de
mantenimiento vigentes = 0
óptimo.
(2) Satisfacción con el
mantenimiento realizado:
Encuesta de calidad con los
trabajos realizados.

176



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

Market
share
Perspectiva
Del
Cliente

Perspectiva
Interna

Eficiencia
Comercial

VENTAS
$2.0MM

EBITDA
8.5%

PROPUESTA DE VALOR
Tecnología
Marca
mercado)

Instalación

Hoy (negativo)
2006: Cero
2007-2008: positivo

Venta
cruzad
a
Referido
s

Retención
Satisfacción
total del
cliente
Mantenmto
.
Preventivo
y post
venta

Mantenmto
. correctivo

Diagnostico
/ Diseño
adecuado
Perspectiva de
Aprendizaje


177



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

Market
share
Perspectiva
Del
Cliente

Perspectiva
Interna

Perspectiva de
Aprendizaje

Eficiencia
Comercial

VENTAS
$2.0MM

EBITDA
8.5%

PROPUESTA DE VALOR
Tecnología
Marca
mercado)

Instalación

(1) Encuesta de calidad y
satisfacción de expectativas:
Se realizará una encuesta de
calidad sobre el funcionamiento
del sistema; se aplica a los 2
meses de entregado todo
trabajo de forma que el cliente
ya haya experimentado su uso.


Hoy (negativo)
2006: Cero
2007-2008: positivo

Venta
cruzad
a
Referido
s

Retención
Satisfacción
total del
cliente
Mantenmto
.
Preventivo
y post
venta

Mantenmto
. correctivo

Diagnostico
/ Diseño
adecuado

178



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

PROPUESTA DE VALOR
Tecnología
Marca
mercado)

Market
share
Perspectiva
Del
Cliente

Perspectiva
Interna

EBITDA
8.5%

Eficiencia
Comercial

•
•
•
•
•
•
•

Administrativos
Logísticos
Instalaciones
Programación
Facturación
Cobranzas
Procesos y
conocimiento
• Gestión de la
contrata

Instalación

Gestión
administrativa
y del
conocimiento

Hoy (negativo)
2006: Cero
2007-2008: positivo

Venta
cruzad
a
Referido
s

Retención
Satisfacción
total del
cliente
Mantenmto
.
Preventivo
y post
venta

Mantenmto
. correctivo

Diagnostico
/ Diseño
adecuado

Perspectiva de
Aprendizaje


179



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

PROPUESTA DE VALOR
Tecnología
Marca
mercado)

Market
share
Perspectiva
Del
Cliente

Eficiencia
Comercial

Perspectiva
Interna
a) Aplicación del conocimiento adquirido:
Número de intervenciones y costo de la
contrata por trabajos que TIS no puede
resolver por falta de información,
conocimiento, know-how.
b) Cobranza:
Ratio de cuentas por cobrar (días).
c) Trabajos terminados en fecha (interno):
días total de ejecución / días total
programados; y
Perspectiva de
total de trabajos a tiempo / total de trabajos
Aprendizaje
realizados
d) Facturación:
Prueba ácida. Pretende medir la velocidad de
emisión de facturas para cubrir las
obligaciones de corto plazo.
e) Rotación de inventarios:
Costo de bienes vendidos / inventario.

EBITDA
8.5%

•
•
•
•
•
•
•

Administrativos
Logísticos
Instalaciones
Programación
Facturación
Cobranzas
Procesos y
conocimiento
• Gestión de la
contrata

Instalación

Gestión
administrativa
y del
conocimiento


Hoy (negativo)
2006: Cero
2007-2008: positivo

Venta
cruzad
a
Referido
s

Retención
Satisfacción
total del
cliente
Mantenmto
.
Preventivo
y post
venta

Mantenmto
. correctivo

Diagnostico
/ Diseño
adecuado

180



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

PROPUESTA DE VALOR
Tecnología
Marca
mercado)

Market
share
Perspectiva
Del
Cliente

Eficiencia
Comercial

Perspectiva
Interna
Gestión de
la
inteligencia
comercial

EBITDA
8.5%

•
•
•
•
•
•
•

Administrativos
Logísticos
Instalaciones
Programación
Facturación
Cobranzas
Procesos y
conocimiento
• Gestión de la
contrata

Instalación

Gestión
administrativa
y del
conocimiento

Hoy (negativo)
2006: Cero
2007-2008: positivo

Venta
cruzad
a
Referido
s

Retención
Satisfacción
total del
cliente
Mantenmto
.
Preventivo
y post
venta

Mantenmto
. correctivo

Diagnostico
/ Diseño
adecuado

Perspectiva de
Aprendizaje


181



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

PROPUESTA DE VALOR
Tecnología
Marca
mercado)

Market
share
Perspectiva
Del
Cliente

Eficiencia
Comercial

Perspectiva
Interna
Gestión de
la
inteligencia
comercial

EBITDA
8.5%

•
•
•
•
•
•
•

Administrativos
Logísticos
Instalaciones
Programación
Facturación
Cobranzas
Procesos y
conocimiento
• Gestión de la
contrata

Instalación

Gestión
administrativa
y del
conocimiento

Hoy (negativo)
2006: Cero
2007-2008: positivo

Venta
cruzad
a
Referido
s

Retención
Satisfacción
total del
cliente
Mantenmto
.
Preventivo
y post
venta

Mantenmto
. correctivo

Diagnostico
/ Diseño
adecuado

Perspectiva de
Aprendizaje
(1) Índice “3M”:
X% productos con menos de Y
años en el mercado / Oferta
total actual de productosservicios TIS.


182



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

PROPUESTA DE VALOR
Tecnología
Marca
mercado)

Market
share
Perspectiva
Del
Cliente

Eficiencia
Comercial

Perspectiva
Interna
Gestión de
la
inteligencia
comercial

Perspectiva de
Aprendizaje

EBITDA
8.5%

•
•
•
•
•
•
•

Administrativos
Logísticos
Instalaciones
Programación
Facturación
Cobranzas
Procesos y
conocimiento
• Gestión de la
contrata

Actualizació
n en nuevas
tecnologías

Instalación

Gestión
administrativa
y del
conocimiento

Hoy (negativo)
2006: Cero
2007-2008: positivo

Venta
cruzad
a
Referido
s

Retención
Satisfacción
total del
cliente
Mantenmto
.
Preventivo
y post
venta

Mantenmto
. correctivo

Diagnostico
/ Diseño
adecuado

Capacitación
profesionalismo
conocimiento


183



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

Market
share
Perspectiva
Del
Cliente

Perspectiva
Interna

Eficiencia
Comercial

(1) Asistencia a eventos
internacionales y ferias:
Número de asistencias a eventos
Gestión de
y ferias internacionales del
la
sector / Número de ferias y
inteligencia
eventos internacionales claves.
comercial
(2) Horas de capacitación en
proveedores
Número de horas de
capacitación recibidas por
proveedores

Perspectiva de
Aprendizaje

VENTAS
$2.0MM

EBITDA
8.5%

PROPUESTA DE VALOR
Tecnología
Marca
mercado)

• Administrativos

Instalación

• Logísticos
(1) Proceso de evaluación de
• Instalaciones
capacidades (anónimo?).
• Programación
Explicación: un examen de
• Facturación
competencias nos explicaría si
• Cobranzas
el • Procesos y
conocimiento ha sido
Gestión
interiorizado.
conocimiento
administrativa
• Gestión de la
contrata

Actualizació
n en nuevas
tecnologías

y del
conocimiento

Hoy (negativo)
2006: Cero
2007-2008: positivo

Venta
cruzad
a
Referido
s

Retención
Satisfacción
total del
cliente
Mantenmto
.
Preventivo
y post
venta

Mantenmto
. correctivo

Diagnostico
/ Diseño
adecuado

Capacitación
profesionalismo
conocimiento


184



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

PROPUESTA DE VALOR
Tecnología
Marca
mercado)

Market
share
Perspectiva
Del
Cliente

Eficiencia
Comercial

Perspectiva
Interna
Gestión de
la
inteligencia
comercial

Perspectiva de
Aprendizaje

EBITDA
8.5%

•
•
•
•
•
•
•

Administrativos
Logísticos
Instalaciones
Programación
Facturación
Cobranzas
Procesos y
conocimiento
• Gestión de la
contrata

Actualizació
n en nuevas
tecnologías

Instalación

Gestión
administrativa
y del
conocimiento

Capacitación
profesionalismo
conocimiento


Hoy (negativo)
2006: Cero
2007-2008: positivo

Venta
cruzad
a
Referido
s

Retención
Satisfacción
total del
cliente
Mantenmto
.
Preventivo
y post
venta

Mantenmto
. correctivo

Diagnostico
/ Diseño
adecuado

Retención

Proceso
selección

185



2006:
Ajemos:
1.5MM

Perspectiva
Financiera

2004
2005
2006

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

PROPUESTA DE VALOR
Tecnología
Marca
mercado)

Market
share
Perspectiva
Del
Cliente

Eficiencia
Comercial

Perspectiva
Interna
Gestión de
la
inteligencia
comercial

Perspectiva de
Aprendizaje

EBITDA
8.5%

•
•
•
•
•
•
•

Administrativos
Logísticos
Instalaciones
Programación
Facturación
Cobranzas
Procesos y
conocimiento
• Gestión de la
contrata

Actualizació
n en nuevas
tecnologías

Instalación

Gestión
administrativa
y del
conocimiento

Hoy (negativo)
2006: Cero
2007-2008: positivo

Venta
cruzad
a
Referido
s

Retención
Satisfacción
total del
cliente

Mantenmto
.
Preventivo
y post
(1) Retención:venta

(1) Número de puestos que
calzan con el perfil de
Mantenmto
competencias:
. correctivo
Número de puestos en la
organización con un perfil
detallado y aprobado por el
gerente general.

Tasa de retención del personal,
solo para los puestos con un
perfil desarrollado y aprobado y
que se cubre al 80%.
Diagnostico

Capacitación
profesionalismo
conocimiento


/ Diseño
adecuado

Retención

Proceso
selección

186



2006:
Ajemos:
1.5MM
2004
2005
2006

Perspectiva
Financiera

$1.0MM
$1.2MM
$2.0MM

VENTAS
$2.0MM

PROPUESTA DE VALOR
Tecnología
Marca
mercado)

Market
share
Perspectiva
Del
Cliente

Eficiencia
Comercial

Perspectiva
Interna
Gestión de
la
inteligencia
comercial

Perspectiva de
Aprendizaje

EBITDA
8.5%

•
•
•
•
•
•
•

Administrativos
Logísticos
Instalaciones
Programación
Facturación
Cobranzas
Procesos y
conocimiento
• Gestión de la
contrata

Actualizació
n en nuevas
tecnologías

Instalación

Gestión
administrativa
y del
conocimiento

Capacitación
profesionalismo
conocimiento

Crecimiento comercial agresivo

Hoy (negativo)
2006: Cero
2007-2008: positivo

Venta
cruzad
a
Referido
s

Temas
Estratégicos:
-Crecimiento
comercial
agresivo
-Eficiencia en
los procesos
-Mercado Total
$10 – $12MM

Retención
Satisfacción
total del
cliente
Mantenmto
.
Preventivo
y post
venta

Mantenmto
. correctivo

Diagnostico
/ Diseño
adecuado

Retención

Proceso
selección

Eficiencia en los procesos


187

Second Concepts

Some examples
A steel & wire manufacter

Vision: to be recognized as a world class supplier of wire and related derivatives.

Financial
perpective

Income
increase
(sales)
Consolidate
market
leadership
(Market Share)

Expense
reduction
Exportations’
growth

(Ton)

Keep
current
clients

Client’s
perpective

ROI

Propoposition of value
Characteristics:
• Price and credit
• Stock (opportunity cost)
• Certifications

Crecer:
Nuevos
Mercados /
Clientes

Differences:
• Technical service (pre y post sale)
• we provide “integral solutions”
• Flexibility: orders according to the
client
• Variety
• Innovation: development of new
products / processes/ uses
• Brand Value (prestigeo, positioning
and promos)

Client’s
satisfaction

Internal
Perspective

Con
accide
nts

PAMA

Operational
excellence
No
waste

Learning
Perspective
Job profile
Selection
Training and development
Staff retention

I&D
EGE

Work
climate
Human
resources
managment

Management
( share
knowledge)

Teamwork

Share the vision and mission putting values into practice

Leadership

Profitability

Attachments
Material to make
the strategic plan


Balanced Scorecard
Company XXX

- Personal Paper -


191

Vision:

Financial
Perpespective

Proposition of Value
Characteristics
abc

Differences:
• abc)

Client’s
Perpective

Internal
Perpective

Learning
Perspective


192

Inseec - Strategy and Balanced Scorecard

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