inseec - strategy and balanced scorecard

International Academic Seminars January, 2014

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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.

Student Teacher / Lecturer

Undergraduate • Business

Administration

Graduate • MBA

Doctoral • International

Administratrion

Education


Full Time Consultancy

Services • Education • Banking • Microfinance • Gaming • Beauty • Consultancy • Security • Health

Automobile / Motorcycles / Industry

Consumer Goods

Construction / Real State

Work Experience


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¿who am I?

¿what am I doing here?

(what do I expect to happen)

¿what do you expect from a quality

“course” of Strategy & Balanced Scorecard?

www.marketingdeservicios.com

Getting to know your expectations


http://www.marketingdeservicios.com/

13

Expectations from the course of Strategy & BSC

Course: Strategy & Balanced Scorecard

INSEEC, Paris. 2014-01-20


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 [email protected] or

[email protected] for any further information .

OK. Let’s start …

mailto:[email protected]

mailto:[email protected]

15

Neils Böhr said:

“The opposite of a fact is a

falsehood;

but the opposite of a

profound truth may well be

another profound truth.


16

Confucius said:

“Study without thinking

is a waste of time;

thinking without study

is dangerous”.

The Art of Strategy, Thomas Cleary


2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 17

In this seminar :

We are going to do something

executives rarely do (and I include myself of course).




We are going to

think (to think strategically)



We have no time to plan the

future; we are too busy

solving today’s problems.

Anonymous

(and -on the way-

we 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:




1. During learning periods the mind acts as

a parachute




It’s better

when it is

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



The opposite to …




The closes to …




2.

NO Paradigms /

NO Prejudices.




Managing the

plan



“However beautiful the strategy,

you should occasionally look at the results.” - Churchill




What

gets

measured,

gets

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


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...

Agenda for today


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



(translating strategy into action & ensures focus on results)



[a way… a tool …

a methodology to…]

“make the strategy land on

the action.”

Dr. (c) Rodolfo J. Cremer, MBA


“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

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.




We're not in a world of changes

We are in a change of world



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)






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.


org

an

izatio

n

Process (need cross-functional organization)

customer


Cross-functions

Contribution from

Prosper Bernard, Ph.D.

(mi professor at UQÀM

Graduate School)

This is the way in

which a traditional

organization chart

works today


Fuente: IMdS. www.marketingdeservicios.com

It’s not enough to do things right,

we have to do “right” the “right” things.

… and these are the results…



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.



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.



Team work

The objectives they want to reach must be explicit

(and understood by everybody in the same way)



Team work



For example:

“Provide a high quality service to selected customers.”



Team work



For example:

“Provide a high quality service to selected customers.”

¿What is high quality service?

¿Who are “the selected customers”?



Introduction to concepts and processes of BSC



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.



1. Vision Barrier

2. Management Barrier

3. Resources Barrier

4. People Barrier

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



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



Principles of a strategy-oriented company




We do not need lone rangers

we need teams




1. Transform strategies into

operational terms

… so that everyone can

understand it.





operational terms

2. Align the organization with the

strategy


understand it.

… with everybody’s committment

and participation





operational terms


strategy


understand it.


and participation

every time you

change the strategy

must (look) change /

align the

organization





operational terms


strategy

3. Transform the strategy into

everybody’s task


understand it.


and participation

… through the personal

contribution when implementing

the strategy





operational terms


strategy


everybody’s task

4. Transform the strategy into an

ongoing process


understand it.


and participation



the strategy

… through ongoing learning and

revision of the strategy





operational terms


strategy


everybody’s task

4. Transform the strategy into an

ongoing process

5. Motivating the change through

the executive leadership


understand it.


and participation



the strategy

… through ongoing learning and

revision of the strategy

… to promote transformation


“What is executieve

leadership?” What skills should the leader have?



Video: Leadeship - Himno

Leadership


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Leader Skills Conclusiones

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.

Conclusions

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.



Leader Skills Conclusiones

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.

…

Conclusions

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.

…



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



Four perspectives of business

Vision

Finnancial

Customers

Internal Process

Learning and Growth

What finnancial objectives should

we readch to satisfy our

shareholders?

Which clients’ needs shoud we

satisfy to get our finnancial

objectives?

Which processes should excellent

to satisfy ourcustomers?

How to learn how to improve

our organization to reach our

goals

•Profitability

•Growth

•Shareholder value

•Image

•Service

•Price / Cost

•Cycle (cycle time)

•Quality

•Productivity

•Market

innovation

•Ongoign

learning

•Intellectual

Assests

Norm

ally a

SP

1 o

nly

has

this

part

How

to t

ransl

ate

the S

P1 into

pro

cess

es

Indicators Goals Initiaitives

1.

2….

1.

2…

1.

2…

1 SP = Strategic Planning



Vision Action

transforming

into




BSC logic

Knowledge, abilities and systems

Efficient processes

Benefits for the

customers

Finnancial results

VISION

Value

Proposition

Excellent

How I turn intangible

assests into tangible

ones ( values /

culture)

Train our

people

Develop

capacities

Generate

value to our

customers

Reach

finnancial

success

Fulfill the

misision

constru

ct re

ad



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.



Example: Southwest Airlines

Profitability

Fewer

planes

More

passengers

Flights on

time

Cheaper

price

fast ground

staff rotation

Aligned

ground staff

Strategic Topic:

Operational Effectiveness

Learning & Knowledge

Internnal Process

Customers

Finnancial

Objetives fast ground staff

rotation

Indicators • Time ashore

• On time flights

Goals • 30 minutes

• 90%

Initiatives • Programme to

maximize cycle

time



6-step process to delevop the BSC

Step 1

Define the

strategic

destination

Step 3

Build strategic

relations

Step 5

Select priority

initiatives

Step 2

Identify key topics

that guide the

strategy

Step 4

Determine the

indicators and

goals

Step 6

Plan the

implementation

Implantation time



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



Information from the company:

Strategic plan

Finnancial plan

Human Resources Plan

Custemers’ & segmentation

Quality plans

… others Information from the industry:

Trends

Competitors

Challenges

Opportunities

Input for the process of building the BSC




Vision

Finnancial

Customers

Internal / Process

Learning and Growth



shareholders?



objectives?


to satisfy ourclients?



goals

•Profitability

•Growth


•Imagn

•Service

•Price / Cost


•Quality

•Productivity

•Market

innovation

•Ongoign

learning

•Intellectual

Assests


1.

2….

1.

2…

1.

2…




Vision

Finnancial

Customers

Internal / Process

Learning and Growth



shareholders?



objectives?


to satisfy ourclients?



goals

•Profitability

•Growth


•Imagn

•Service

•Price / Cost


•Quality

•Productivity

•Market

innovation

•Ongoign

learning

•Intellectual

Assests


1.

2….

1.

2…

1.

2…

ROI

TQM

quality

Change

management

Leadership

EVA

Customer

Relationship

Management

(CRM)

Processes

Reingeneering

Huaman

Resources

Strategy

Retention



Strategy Mapping



Steps 1 to 3

A look at the big picture

Agreement

on the long-

term goal

Check and

tune the

topics

Draft and

tune the

links

Discuss

the next

steps

Step 3

Build strategic

relations

Step 1

Define the

strategic

destination

Step 5

Select priority

initiatives

Step 2

Identify key

topics that guide

the strategy

Step 4

Determine the

indicators and

goals

Step 6

Implementation

plan



The develpment tema synthetize the strategy

Searching for strategic

documents

Fin

ancia

l

Clu

stom

er

Inte

rnal

Learn

ing

1

Takes notes of

the interviews

2

Define / form

strategic goal and

topics 3

Identify strategic

topics

4

Draft the

strategic plan

(BSC)

5

Validate the

strategic map



¿what will your organization be like in 5 years?

Describe the “DESTINATION” o “arrival point”

Strategic direction / destination

The purpose

If the goal is reached in the statement of strategy

¿in 5 years, what will your orgnization be seen by…?:

The shareholders

The customers

The staff

A

B

Define

the direction

We know

where we are

We understand

where we go



Strategic Topics

Articulate the strategy

Strategic topics:

Help the organization

cocnentrate on getting to the

destination

They are generally limited to

3 to 5 strategic impulses

They can cut the organization

throughtout the 4

perspectives of business

They form a chain of

objectives linked to the

strategic focus in the

organization

Financial

Customers

Internal /

Process

Learningn

&

knowledge

Incre

ase

the fra

nchise

Incre

ase

the v

alu

e fo

r custo

mers

Opera

tional e

ffectiv

eness



Example: Southwest Airlines

Profitability

Fewer

planes

More

passengers

Flights on

time

Cheaper

price

fast ground

staff rotation

Aligned

ground staff

Strategic Topic:


Learning / Knoeledge

Internnal Process

Customers

Finnancial

¿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

¿will our people do this?

Educate and compensate the ashore staff according

to their contribution to the success

Stock participation program



Objectives: Southwest Airlines (example)

Strategic Topic:


• Profitability

• More customers

• Fewer planes

• Flights on time

• Better prices

• Fast rotation

• Aligned ground staff

Objectives

Individual

objectives

Build targets for

each strategic topic

and for each of the

four perspectives

Finanncial

Customers

Internal / Process

Learning /

Knowledge

Profitability

Fewer

planes

More

passengers

Flights on

time

Cheaper

price

fast ground

staff rotation

Aligned

ground staff

Learning

Internnal Process

Customers

Finnancial



workshop

Strategy mapping

(please form groups of 4-6 people each)



1. Map the following strategy.

(just an practice)

For a small supermarket / convenience store

located in high class residential neighborhood

Build a strategic map

Find the strategic topics.

Time: 20’ © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios


Vision:

Customer

Internal Process

Learning & Knowledge

Finnancial

Value Proposition

Characteristics / Attributes: • abc

Differentiation: • abc


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.

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.

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

executive.



Step 4

Determining the key indicators

Inputs: previous

job (Core Team)

Tunned strategic

plan

Inventary of

existing indicators

Proposed indicators

developed with the

leaders

Outputs

90% of the strategic

map complete

80% of indicators

complete

Plan to develop

indicators

Schedule of

workshop 3

Tune and

validate the

map

Check

proposed

indicators

Define new

indicators

Start

discussions

of goals

Plan to

develop

indicators

Step 3

Build strategic

relations

Step 1

Define the

strategic

destination

Step 5

Select priority

initiatives

Step 2

Identify key

topics that guide

the strategy

Step 4

Determine the

indicators and

goals

Step 6

Implementation

plan



Definition of Indicators



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.



Criteria to select strategic indicators

1. Strategic communication

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”?

Remember: “Tell me

what you measure,

and I tell you what

you achieve.”



Indicators can have different formats

Indicators

Index (i.e. sales growing)

shows you how many

times to use the

number in a

multiplication.

Rates (i.e. finnancial

ratios) a

relationship

between two

numbers of the

same kind.

Absolut

numbers (i.e. sales target) Is a

positive number.

Percentages (i.e. Number of

employees with

under graduate

complete)

Rankings (i.e. Top 10,000

companies)

Evaluations (i.e. number of stores

with a service

qualification over 8 into

a 10 scale)

There are pros and cons of

using any of these formats



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



2 types of strategic indicators

Results Measurements

Purpose – Focuses on the performance result at

the end of a period

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

Trend and Action Inducers

Purpose – Measures intermediate process, activities and

behaviours

Example – 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.



Indicators

BSC

Financial Perspective

Customer Perspective

Internal and process

perspective

Learning, knowledge and

Growth perspective

Trend Indicators

Result Indicators



Result indicators (LAG) - Example

F1 – meet the shareholders

expectations

F2 –improve the performance

F3 – to grow

C1 – improve customer service

C2 – Satisfy the selected clients

P1 – do business in selected segments

P2 - Underwrite profitability

P3 – Align complaints with the

business

P4 – improve

L1 – Improve staff competencies

L2 – improve access to strategic

information

Perspective Strategy Result measurements

Staff productivity

Expenses

Ratio

Frequency and

seriousness of

complaints

Loss

ratio

Business mix

(per segment)

Purchase Ratio / retention

(per segment)

Purchase Ratio / retention

(versus plan)

portafolio mix

ROE

Growth Ratio

Result

indicators are

mostly genereic or

determined by the

type of industry

We can be

prescritive with

these

mesurements

form the

beginning

Finnancial

Perspective

Client’s

Perspective

Internal

Perspective

Learning

Perspective



Trend indicators (LEAD) - Example

Mejorar las

capacidades de

Planeación

Financiera

Improve

information

for the

client Reward

different

performances

Improve staff

satisfaction

Understand /

segmets of

clients

Develop

bank

services Make the cross

sales in a line

of products

Increase the client’s

trust when making a

financial question

Extend

sales MIX

Increase

sales

Result indicators Trend indicator

•Ssales growth

•Sales Mix

•Customers’ satisfaction

•Customer’ loyalty

•Market share

•Sales of new products

•Cross-sales relation

•Sales per employee

•Employee satisfaction

•Depth and quality of the

relation

•Time spent with the

client

•Coverage of strategic capacities

•Alignment of personal goals

Finnancial

Perspective

Client’s

Perspective

Internal

Perspective

Learning

Perspective



The Value Proposition

Inside the customer’s perspective

1. Saving time

2. Security

3. Price

4. Reliability

1. Multiple channels

2. Personalized service

3. Easy use

4. Variety of products /

models

Basic requirements

¿what must be

accomplished?

Differences

¿why should they

choose us?

The Value Proposition



Competitive Advantage

“Something”

my company

has

“Something"

that my

competition

does not

“Something"

my market

wants Competitive

Advantage



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



workshop

Identifying the indicators



1. Now lets work on the indicators.

2. (this is just another exercise)

Identify an indicator for each objective:

• Keep our consumers satisfied

• Keep the satisfaction of our channels( strategic

partners? Or commercial partners?)

• Operational effectiveness (production)

• Service / Product Innovation

• The customer should be devoted to

Carrefour.

Time: 20’ © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios


workshop

Conclusions:





Conclusions

abc

abc

…



Setting Goals



Step 4

Determining the indicators

Inputs: previous

job (Core Team)

Tunned strategic

plan

Inventary of

existing indicators

Proposed indicators

developed with the

leaders

Outputs


map complete

80% of indicators

complete

Plan to develop

indicators

Schedule of

workshop 3

Tune and

validate the

map

Revise

proposed

indicators

Define new

indicators

Start

discussions

of goals

Plan to

develop

indicators

Step 3

Build strategic

relations

Step 1

Define the

strategic

destination

Step 5

Select priority

initiatives

Step 2

Identify key

topics that guide

the strategy

Step 4

Determine the

indicators and

goals

Step 6

Implementation

plan



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



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.



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…)

Año 2005 (Real) 2006 (meta) 2007 (meta) 2008 (meta)

Meta de

Largo Plazo

Ventas 1,000,000 1,250,000 1,437,500 1,581,250 1,581,250

% Incremento 25% 15% 10% 58%

Ejemplo de Metas de Largo Plazo

Incrementar los Ingresos en 58%



Methods to set goals

Methods to set goals Indicators Goals

2005 2006

Derived from a general

goal

Income $39,744 $111,482

Benchmarking with

industry leaders

Responsiveness at the call

center 90% in 20 seconds 90% in 20 seconds

Increasing

improvement based on

historic performance

Employee retention 85% more than 5

years

90% more than 5

years

Establish a point and

define goals throughout

the time

Established Mystery Shopper

program and benchmarking None 90% rating of

compliance



Check the logic of assumptions

Indicators

24% market share

$400 MM of sales of

new products

90% of retention

$800 MM

Keep key

executives

Finnancial

Perspective

Customer’s

Perspective

Internal & Process

Perspective

Learning

Perspective

Correlation

Develop new

products

Satisfy “early

adopters”

Sale of new

products

Objective

Increase the sale through

new products

Segmet

“Early Adopters”

Develop new products

Keep key executives



90% of retention

Check the logic of assumptions

Finnancial

Perspective

Customer’s

Perspective

Internal & Process

Perspective

Learning

Perspective

Objective Indicators

Increase the sale through

new products

Segmet

“Early Adopters”

Develop new products

Keep key executives

Correlation

Retener

funcionarios claves

Develop new

products

Satisfy “early

adopters”

Sale of new

products If we need sales of $800 MM in

new products and there is a

market with potential demand

¿when was the last time we

developed new products?

¡10 years ago!

If I want to increase sales in this

new market: ¿do need to keep

the key executives who didn’t

get any results in 10 years?

May the solution

be: to bring new

talents?

Indicators

24% market share

$400 MM of sales of

new products

$800 MM



El BSC project is a dynamic

process: the definitions can

be checked and adjusted

after every step of the

construction process.

The BSC process



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



Making an inventory, Mapping and Prioritizing

Initiatives



Steps 5 and 6

Prioritizing initiatives and implementation plan

Inputs: previous

work(Core Team)

Indicators and

refined links

Inventary of

initiatives

Proposal of new

inititaitves

First mapping by

topics

Outputs


map complete

80% of defined

inititives

Stablished

rationalization plan

Inictial plan of

implementation

Revise and

validate links

and initiatives

according to

the topic

Check

exisiting

initiatives

Brainstorm

new

initiatives

Align /

Rationalize

inititives

according to

the objectives

Start the

implementat

ion plan

Step 3

Build strategic

relations

Step 1

Define the

strategic

destination

Step 5

Select priority

initiatives

Step 2

Identify key

topics that guide

the strategy

Step 4

Determine the

indicators and

goals

Step 6

Implementation

plan



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

Real

Goal

GAP

$ M

M



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”



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?)



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



Prioritizing and Alignment of initiatives

- 1 –

Identify

initiatives

- 2 –

Filter initiatives

in order of priority

Corporate

projects,

strategic

projects,etc

Quality projects,

processes,

improvements,

etc

Development

processes,

formation

activities, etc

Marketing

projects,

commecial

activities,etc

Short list of aligned

initiatives



Example of an Initiative Grid

Perspective Objectives Init

iati

ve 1

5

Init

iati

ve 1

1

Init

iati

ve 1

2

Init

iati

ve 1

3

Init

iati

ve 1

4

Init

iati

ve 7

Init

iati

ve 8

Init

iati

ve 9

Init

iati

ve 1

0

Init

iati

ve 3

Init

iati

ve 4

Init

iati

ve 5

Init

iati

ve 6

Inic

iati

tive

Init

iati

ve 2

Init

iati

ve 1

to have the lowest manufacturing costs

create a new demand in the market

Integrate and align resources

ISO 9000

no mistakes

Sensitive culture oriented to the client

individual and team performance

strategic competencies and abilities

People & change management

Financial

Customers

Internal &

Processes

Learning and

Change

price behaviour

Satisfaction

speed delivery

number of models

EVA

Assets Productivity



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 non-

strategic

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



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



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



Lead, Sponsor y Internal sale



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



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


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

Questions?

Final Conclusions Seminar Conclusions’

1. abc

2. abc

3. …



thanks !

Second concepts

Some examples


Second concepts

Some examples Microfinances Bank


Performance indicators

Balanced Scorecard

3 de junio del 2003

BSC


Impact

perspedtive

RELATION

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

To make the MYPE entrepreneur believe in MIBANCO

Attributes:

•Provide adequate financial products

and services.

•Being appreciated for associated

services

•Possess strong MiBanco image

Investigate and

identify business

opportunities

Develop partnerships

for complementary

services

Develop the relationship

with the client, to

ensure the product and

services’ appretiation.

Ensuring Efficent

Funding

DEVELOP THE STANDARDS OF THE MICRO CREDIT INDUSTRY IN PERU

Develop products

(assets / liabilities)

suitable to the EMYPE’s

needs.

Optimize and

Standardize

processes to improve

efficiency, balancing

flexibility and

contingency

EFFICIENCY

Generate a unique

and differentiated

message

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.

Being competitive in the

sector costs

Develop a relationship of Value with the Client

Expand the

market

coverage

Attracting,

developing and

retaining key

competencies

Motivating people, encouraging

development, to generate an

appreciated workplace

Share knowledge for

action

Make the IT available forthe key processes

Share the vision putting values into practice

Relation with

the

community

Diversify funding

attracting savings

Optimize the

process of staff

development

Financial

Perspective

Client’s

Perspective

Internal processes’

Perspective

Learning and

Growth

Perspective

To be a Leader ih the EMyPE segment

Reknown by everybody

Identify the leadership attributes (in the industry)

top of mind Image / opinion © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios

1 2 3 4 5

5

4

3

2

1

knowledge

op

inio

n

To be a Leader in the EMyPE segment


High value PRODUCT growth in

EMyPE

Grow over their own portfolio

Grow over the sector average

Ensure sustainability and leadership

High value for the customer profitability © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios

Mibanco investment growing in the MyPE sector

should be increasing (o at least grow at a steady

rate)

portfolio T0

portfolio T1

Total MyPe investment T1

Mibanco investment T1

Indicator 1 Indicator 2

High value PRODUCT growth in

EMyPE


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

Current Customers:

Customers of current

products

(liabilities or assets)

We need:

a) How many

Ex – Customers:

They had transactions

(liabilities or assets) with

Mibanco, but more than

1year ago

We need:

a) How many

Universe = (Current Customers) + (Recency) + (Ex Customers) © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios

1) Retention rate:

Current customers

Universe of customers = Retention

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: 1.00

Minimum: 0.00

Óptimal: 0.00

Minimum: 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.


April 1st 2013

Active

Active client 38,245 (activos) sum of time 455,707 (in months)

clients w ho end the relation <= 365 días 94,122 (recencia) recency average time 4.84 (in months)

clients w ho end the relation > 365 días 73,941 (pérdida) recency avery index= 0.60

Total portofolio of clients and ex-clients 206,308 rotation index = 0.34

Passive





Total





0.35Indicator: Index of the development of the

relationship of value with the client=

measurement date

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

w ith new operations

Develop a VALUE RELATIONSHIP

with the customer

(“Real World Results”)


Give adequate financial products and

services

Objective: fianncial products and services

appreciated by the client

Appropriate for the EMyPE needs

“To feel” that Mibanco the best supplier of these

products

The focus is the current portfolio

The objective is to measure the level of

satisfaction of their needs with the current

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

Value Scale:

Value perception over the compentence

Very good good normal bad Really bad

Methods:

Survey of satisfaction (current MyPE clients)

Give adequate financial products and

services


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?

Cognitive

component

Affective

component Knows

Doesn’t know

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

0

1

2

3

4

5

6

Atributo 1

Atributo 2

Atributo 3

Atributo 4

Atributo 5

Atributo 6

Imagen Real Imagen Planeada

Actua ImagePlanned

Image

Attribute 1 2 1.5

Attribute 2 3 3.5

Attribute 3 4 5

Attribute 4 3 2

Attribute 5 5 4

Attribute 6 6 5

23 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

Mibanco rated appearance

Total appearances from the competence I =


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)}

{S1 + S2 + ... Sn} I =


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

People Funding

Total Bank Loans I =

a) Ratio: deposits / loans

b) Ratio: volume growth/ portfolio’s growth


Second Concept

Some examples An electronic security

company


Balanced Scorecard [BSC]

159 © Rodolfo J Cremer, MBA

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”

… from the Strategic Planning…



Our values:

Trust – Honesty

Responsibility – Commitment

Leadership

Professionalism

Ability to change (Flexibility)

Team work




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




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).




Financial

perpective

Client’s

perpective

Internal

Perspective

Learning

Perspective

TO BE THE LEADERS IN INTEGRAL SOLUTIONS OF THE SECURITY MANAGEMENT THROUGH TECHNOLOGYA

Map: Managers Team

Agressive commercial growth Processes’ efficiency

PROPOSITION OF VALUE

Quality service

Quality products

Quality price

Meeting deadlines

Technolog

Finanacial capacity

Brand

Trust ( Telefónica + transnational + know-

how and experience + portfolio +

commitment and market presence

Strategic

topics:

-Agressive

Commercial

Growth

-Processes

efficiency

-Total Market

$10 – $12MM

EBITDA

8.5%

SALES

$2.0MM

2006:

Grupo Telefónica: 0.5MM

Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

Total

client’

satisfaction

Retention

referred

After-sale and

preventive

maintenance

Corrective

maintenance Installation

Diagnosis /

adequate

design

training

professionalism

knowledge retention Selection

process

Update in

new

technologies

• Administrative

• Logistics

• Innfrastructure

• Billing

• Collections

• Processes and

knowledge

• Contract

management

Market

share

Commercial

intelligence

management Administrative

and knowledge

management

Cross

sales

TODAY (negative)

2006: sero

2007-2008: positive

Commercial

efficiency



Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje

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

Mapa: EQUIPO DE GERENTES

Perspectiva

Financiera

VENTAS

$2.0MM



Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $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

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Hoy (negativo)

2006: Cero

2007-2008: positivo



Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

(1) EBITDA:

Se revisará EBITDA para

adecuarlo a estrategia de

crecimiento intensivo y ciclo de

vida del mercado: crecimiento.

Hoy (negativo)

2006: Cero

2007-2008: positivo



Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial



Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Eficiencia

Comercial

Market

share

(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

Hoy (negativo)

2006: Cero

2007-2008: positivo



Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Eficiencia

Comercial

Market

share

Retención

Referido

s

Venta

cruzad

a

Hoy (negativo)

2006: Cero

2007-2008: positivo



Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

(1) Índice de recomendación:

Desarrollar fórmula para

medición la capacidad de

recomendación de clientes en

T1.

(1) Índice de venta cruzada:

Número de clientes que han

comprado más de un producto

diferente en un período T1

(sugerimos aun año).

(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.

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial



Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

Satisfacción

total del

cliente

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial



Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

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.

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial



Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

Satisfacción

total del

cliente

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

Eficiencia

Comercial



Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

Satisfacción

total del

cliente

PROPUESTA DE VALOR




Tecnología


Marca




mercado)

Mantenmto

.

Preventivo

y post

venta

Mantenmto

. correctivo Instalación

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial



Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

Satisfacción

total del

cliente

PROPUESTA DE VALOR




Tecnología


Marca




mercado)

Mantenmto

.

Preventivo

y post

venta

Mantenmto


(1) Índice de satisfacción del

cliente externo:

Encuesta de satisfacción de

expectativas luego de terminado

todo trabajo de instalación

(nuevo).

(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

(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.

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial



Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

Satisfacción

total del

cliente

PROPUESTA DE VALOR




Tecnología


Marca




mercado)

Mantenmto

.

Preventivo

y post

venta

Mantenmto


Diagnostico

/ Diseño

adecuado

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial



Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

Satisfacción

total del

cliente

PROPUESTA DE VALOR




Tecnología


Marca




mercado)

Mantenmto

.

Preventivo

y post

venta

Mantenmto


Diagnostico

/ Diseño

adecuado (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

Eficiencia

Comercial



• Administrativos

• Logísticos

• Instalaciones

• Programación

• Facturación

• Cobranzas

• Procesos y

conocimiento

• Gestión de la

contrata

Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

Satisfacción

total del

cliente

PROPUESTA DE VALOR




Tecnología


Marca




mercado)

Mantenmto

.

Preventivo

y post

venta

Mantenmto


Diagnostico

/ Diseño

adecuado

Gestión

administrativa

y del

conocimiento

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial



• Administrativos

• Logísticos

• Instalaciones

• Programación

• Facturación

• Cobranzas

• Procesos y

conocimiento

• Gestión de la

contrata

Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

Satisfacción

total del

cliente

PROPUESTA DE VALOR




Tecnología


Marca




mercado)

Mantenmto

.

Preventivo

y post

venta

Mantenmto


Diagnostico

/ Diseño

adecuado

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

total de trabajos a tiempo / total de trabajos

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.

Gestión

administrativa

y del

conocimiento

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial



• Administrativos

• Logísticos

• Instalaciones

• Programación

• Facturación

• Cobranzas

• Procesos y

conocimiento

• Gestión de la

contrata

Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

Satisfacción

total del

cliente

PROPUESTA DE VALOR




Tecnología


Marca




mercado)

Mantenmto

.

Preventivo

y post

venta

Mantenmto


Diagnostico

/ Diseño

adecuado

Gestión

administrativa

y del

conocimiento

Gestión de

la

inteligencia

comercial

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial



• Administrativos

• Logísticos

• Instalaciones

• Programación

• Facturación

• Cobranzas

• Procesos y

conocimiento

• Gestión de la

contrata

Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

Satisfacción

total del

cliente

PROPUESTA DE VALOR




Tecnología


Marca




mercado)

Mantenmto

.

Preventivo

y post

venta

Mantenmto


Diagnostico

/ Diseño

adecuado

Gestión

administrativa

y del

conocimiento

Gestión de

la

inteligencia

comercial

(1) Índice “3M”:

X% productos con menos de Y

años en el mercado / Oferta

total actual de productos-

servicios TIS.

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial



• Administrativos

• Logísticos

• Instalaciones

• Programación

• Facturación

• Cobranzas

• Procesos y

conocimiento

• Gestión de la

contrata

Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

Satisfacción

total del

cliente

PROPUESTA DE VALOR




Tecnología


Marca




mercado)

Mantenmto

.

Preventivo

y post

venta

Mantenmto


Diagnostico

/ Diseño

adecuado

Gestión

administrativa

y del

conocimiento

Gestión de

la

inteligencia

comercial

Capacitación

profesionalismo

conocimiento

Actualizació

n en nuevas

tecnologías

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial



• Administrativos

• Logísticos

• Instalaciones

• Programación

• Facturación

• Cobranzas

• Procesos y

conocimiento

• Gestión de la

contrata

Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

Satisfacción

total del

cliente

PROPUESTA DE VALOR




Tecnología


Marca




mercado)

Mantenmto

.

Preventivo

y post

venta

Mantenmto


Diagnostico

/ Diseño

adecuado

Gestión

administrativa

y del

conocimiento

Gestión de

la

inteligencia

comercial

Capacitación

profesionalismo

conocimiento

Actualizació

n en nuevas

tecnologías

(1) Asistencia a eventos

internacionales y ferias:

Número de asistencias a eventos

y ferias internacionales del

sector / Número de ferias y

eventos internacionales claves.

(2) Horas de capacitación en

proveedores

Número de horas de

capacitación recibidas por

proveedores

(1) Proceso de evaluación de

capacidades (anónimo?).

Explicación: un examen de

competencias nos explicaría si

el conocimiento ha sido

interiorizado.

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial



• Administrativos

• Logísticos

• Instalaciones

• Programación

• Facturación

• Cobranzas

• Procesos y

conocimiento

• Gestión de la

contrata

Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

Satisfacción

total del

cliente

PROPUESTA DE VALOR




Tecnología


Marca




mercado)

Mantenmto

.

Preventivo

y post

venta

Mantenmto


Diagnostico

/ Diseño

adecuado

Gestión

administrativa

y del

conocimiento

Gestión de

la

inteligencia

comercial

Capacitación

profesionalismo

conocimiento

Actualizació

n en nuevas

tecnologías Retención Proceso

selección

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial



• Administrativos

• Logísticos

• Instalaciones

• Programación

• Facturación

• Cobranzas

• Procesos y

conocimiento

• Gestión de la

contrata

Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

Satisfacción

total del

cliente

PROPUESTA DE VALOR




Tecnología


Marca




mercado)

Mantenmto

.

Preventivo

y post

venta

Mantenmto


Diagnostico

/ Diseño

adecuado

Gestión

administrativa

y del

conocimiento

Gestión de

la

inteligencia

comercial

Capacitación

profesionalismo

conocimiento

Actualizació

n en nuevas


selección

(1) Retención:

Tasa de retención del personal,

solo para los puestos con un

perfil desarrollado y aprobado y

que se cubre al 80%.

(1) Número de puestos que

calzan con el perfil de

competencias:

Número de puestos en la

organización con un perfil

detallado y aprobado por el

gerente general.

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial



• Administrativos

• Logísticos

• Instalaciones

• Programación

• Facturación

• Cobranzas

• Procesos y

conocimiento

• Gestión de la

contrata

Perspectiva

Del

Cliente

Perspectiva

Interna

Perspectiva de

Aprendizaje



Perspectiva

Financiera

VENTAS

$2.0MM

2006:


Ajemos: 1.5MM

2004 $1.0MM

2005 $1.2MM

2006 $2.0MM

EBITDA

8.5%

Market

share

Retención

Referido

s

Venta

cruzad

a

Satisfacción

total del

cliente

PROPUESTA DE VALOR




Tecnología


Marca




mercado)

Mantenmto

.

Preventivo

y post

venta

Mantenmto


Diagnostico

/ Diseño

adecuado

Gestión

administrativa

y del

conocimiento

Gestión de

la

inteligencia

comercial

Capacitación

profesionalismo

conocimiento

Actualizació

n en nuevas


selección

Crecimiento comercial agresivo Eficiencia en los procesos

Temas

Estratégicos:

-Crecimiento

comercial

agresivo

-Eficiencia en

los procesos

-Mercado Total

$10 – $12MM

Hoy (negativo)

2006: Cero

2007-2008: positivo

Eficiencia

Comercial

Second Concepts

Some examples A steel & wire manufacter

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

Share the vision and mission putting values into practice

Propoposition of value

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

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)

Operational

excellence I & D

Client’s

satisfaction

Keep

current

clients

Crecer:

Nuevos

Mercados /

Clientes

Consolidate

market

leadership

(Market Share)

Exportations’

growth

(Ton)

Income

increase

(sales) Expense

reduction

ROI

Human

resources

managment

Teamwork

Work

climate

Management

( share

knowledge) Job profile Selection

Training and development Staff retention

Con accide

nts

No waste

PAMA

EGE

Leadership Profitability

Financial

perpective

Client’s

perpective

Internal

Perspective

Learning

Perspective

Attachments

Material to make

the strategic plan



Balanced Scorecard

Company XXX

- Personal Paper -



Vision:

Client’s Perpective

Internal Perpective

Learning Perspective

Financial Perpespective

Proposition of Value

Characteristics abc

Differences: • abc)
