【文章內(nèi)容簡(jiǎn)介】 Moral of the story… 1. Innovation: – Business models – Products – Services 2. Market Leadership 3. Competitive differentiation Get the picture? “What is the moral of the story?” What is Strategic Planning? Strategic Planning Variables: Research Growth Risks Stakeholders Constraints SWOT Misc. Output: Plans Priorities KPIs Before we start… Which es first? 1. Strategies KPI? 2. KPI Strategies? Financial “To satisfy our stakeholders, what Financial objectives must we acplish?” Internal Process “To satisfy our customers, in which internal business processes must we excel? Customer “Who are our target customers? What is our value proposition?” Learning amp。 Growth “What capabilities and tools do our employees require to help them execute our strategy? Focus: Corporate Alignment Revenue Growth Base Retention Share Gain Positioning Adjacent Market New Business Operational Excellence Product Leadership Customer Intimacy Competencies Information Systems Motivation, empowerment, alignment Financial Learning amp。 Growth Internal Process Customers Investment Strategy Productivity Market Value Linking BSC to Strategy Financial Learning amp。 Growth Internal Process Customers / Distributors Revenue Growth Productivity Market Value Department Operations Supplier amp。 Alliances External Involvement Target Markets Products/ Services Channel Strategies Human Resources Technology Information amp。 Intelligence Systems amp。 Processes Focus: Corporate Alignment Example: Selection of KPIs for BSC ?Customer satisfaction ?Customer loyalty ?Market share ?Customer plaints ?Complaints resolved on first contact ?Return rates ?Response time per customer request ?Price relative to petition ?Total cost to customer ?Average duration of customer relationship ?Customers lost ?Customer retention ?Customer acquisition rates ?Percentage of revenue form new customers ?Number of customers ?Annual sales per turnover ?Win rate (sales closed/sales contact) ?Customer visits to the pany ?Hours spent with customers ?Marketing cost as a percentage of sales ?Number of ads placed ?Number of proposals made ?Brand recognition ?Response rate ?Number of trade shows attended ?Sales volume ?Share of target customer spending ?Sales per channel ?Average customer size ?Customers per employee ?Customer service expense per customer ?Customer profitability ?Frequency (number of sales transactions) Financial Learning amp。 Growth Internal Process Customers / Distributors Example: 1st Level BSC amp。 KPIs Profit after Tax. Revenue. Cashtocash cycle. Operating cash flow Customer Complaints. Customer Acquisition Rate. Product Availability. Product Quality amp。 Service. Renewal Annual Subscription. Distributor Rank Achievement. No. of Active Distributor. No. DC/Regional Sales. Distributor with mission Customer Database Availability. Accuracy of Forecast Planning. Continuous Improvement. Response Time to Customer Needs. Perfect Order Fulfillment. Inventory Turnover. Number of Effective Sponsoring Program. On Time Delivery. No. of Effective Training. Number of Effective Aamp。P % of staff evaluated on Core Competency Framework. % of staff with Career Development Plans. No. of training hours pleted per staff. % of staff with access to strategic information. Q12 Index. % staff evaluated on Culture alignment Sample: Other 1st Level KPIs across industries… Financial Services Retail Telemunications ?Maximize ARPU ?Minimize Churn ?Mutichannel customer service ?Understand customer behavior related to customer conversion, acquisition, and retention ?Single view of customer ?Multichannel customer experience ?Personalized customer experience ?Anticipate and prevent churn despite pensation ?Increase number of products per customer ?Turn call center information opportunity to upsell and crosssell ?Increase customer satisfaction and loyalty Hospitality Travel amp。 Leisure Manufacturing ?Personalized customer experience ?Maximize share of wallet ?Player/customer loyalty ?Multichannel customer service ?Increase customer loyalty and preference ?Maximize customer revenue ?Improve service quality and efficiency ?Capture and close sales opportunities ?Single view of customers across supply chain ?Zeroerror order capture ?Streamline opportunity to cash processes ?Leverage investment in ERP and backoffice systems Lagging and Leading KPIs Lagging Leading Historical, Oute, Results, 1st Level, Usually Financial or tangible, Quarterly and Annually Current, Indicators, Drivers, 2nd Level onwards, usually nonfinancial or intangible, Weekly, Monthly and Quarterly Developing ?Driver? KPIs Customer Retention % Lagging, 1st Level Customer Satisfaction Index Leading, 2nd Level On time delivery Time to market for new products TNA % Defect levels, warranty claims Leading, 3rd Level onwards What is the Objective? ?DoorDie? KPIs for CNI ? Revenue ? ARPU ? Sponsoring ? Retention ? Commission Plan (BDP) ? Product ? Corporate Image Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders, Michael Treacy amp。 Fred Wiersema。 1995 Product Leadership (best pro