【正文】 nderungen) – Navigationssystem (. zum Auffinden neuer Zielgruppen) ?Teilweise auch um…: – Marktforschung zur Legitimation bereits getroffener E。nomene ?Verbesserte Abstimmung von Angebot und Nachfrage, Informationsbeschaffung ?Meinungsforschung, Sozialforschung, Marketingforschung, Demoskopie 60 000624FT_262414_777_v3_i FUNKTIONEN DER MARKTFORSCHUNG ?Wichtigste Funktionen: – Informationslieferant – Objektivierung von Entscheidungen – MarktControlling – Fr252。D initiatives ? Employee knowledge and experience ? Company records and munications ? Books, newspapers, trade journals ? Annual reports ? Analyst reports ? Trade associations ? Government agencies ? Commercial databases ? Inter EXAMPLES 55 000624FT_262414_777_v3_i EXAMPLE OF KNOWLEDGE NETWORK SERVICE LINES External Internal Selfservice ? News feed services ? Inter access ? PD Documents ? Intra sites Resources ? Annual reports ? Broker reports ? Published documents ? Internal books ? Speeches ? Industry/ pany fact packs Information ? Online DBs ? Access to works of experts ? Original fact finding ? Specialists ? Accounting information ? Unpublished knowledge Research/ expertise ? Conduct market research ? Profiling of panies ? Access to specialists ? Access to specialized consultants 56 000624FT_262414_777_v3_i THE KNOWLEDGE NETWORK BEST PRACTICE INFORMATION FLOW Understand the need Collect the facts Analyze the facts Communicate the findings Supply to information user Feedback on users’ satisfaction Request from information user 57 000624FT_262414_777_v3_i STATEOFTHEART INFRASTRUCTURE – EXAMPLES Text database Financial data ?Reuters business briefing ?Dow Jones interactive ?Genios ? ? Annual reports/ broker reports ?Disclosure ?FirstCall – Thompson Financials ?Investext ?Individual reports ?Bloomberg ?Datastream ?Balance sheet data (Fitch IBCA, …) 58 000624FT_262414_777_v3_i Marktforschung 59 000624FT_262414_777_v3_i BEGRIFF, WESEN UND AUFGABEN DER MARKTFORSCHUNG Neben den 3 klassischen Produktionsfaktoren Boden, Arbeit, Kapital ist seit einigen Jahren die Information als neuer und vierter Faktor immer wichtiger geworden. Mit diesem Produktionsfaktor befasst sich die Marktforschung Ziel: Gegenstand: Zweck: Verwandte Themen: ?Systematische und professionelle Informationsbeschaffung zur Gewinnung neuer Informationen oder zur Verbesserung bereits vorliegender Informationen (. Aktualisierung, Verdichtung) ?Objektiv oder subjektiv bedingte Markttatbest228。s just operate. 52 000624FT_262414_777_v3_i A BRIEF GLIMPSE OF THE KNOWLEDGE NETWORK AT McKINSEY ?Over 600 people ?60 locations ?70 nationalities ?Over 250,000 requests/year ?24 industry practices ?37 functional practices ??New Thinking? initiatives ?special initiatives Our Mission “To support consultants and client research and information needs by connecting consultants quickly and efficiently to the best knowledge resources available, whether inside or outside the Firm” 53 000624FT_262414_777_v3_i VALUE PROPOSITION OF A KNOWLEDGE NETWORK Effectiveness Specialized skills and services in the most accurate, timely and costeffective way is provided Knowledge sharing Infrastructure to enable intensive knowledge sharing among consultants is developed and maintained Fact delivery Facts necessary to ?factbased? consulting process are collected, analyzed, qualified and delivered 54 000624FT_262414_777_v3_i INTERNAL AND EXTERNAL INFORMATION RESOURCES: TYPICAL EXAMPLES Public domain ? McKinsey Quarterly ? Selected PD documents ? Speeches ? Selected reports Proprietary Inhouse ? Practice development documents (PDs) ? Practice/industry experts ? Client engagements ? Ramp。 actions ?Leverage employee knowhow in solving the problems they are best equipped 45 000624FT_262414_777_v3_i REVIEWING FOUR WELLKNOWN METHODOLOGIES – (1/2) Defining characteristics/ strengths Potential missing elements Balanced scorecard ?Measurement of performance across four balanced perspectives – financial, customers, internal business process, and learning and growth ?Linkage with strategy ?Current and longerterm perspective ?Managing process that is integrated with business cycle ?Links to individual performance evaluation 1 Total quality management ?Quality in everything we do as principal source of performance improvement ?Customerdriven plan provides direction ?Focus on key business priorities ?Stretch target philosophy 2 ?Rigorous emphasis on what actually drives performance ?Focuses management attention on the key drivers and on performance exceptions ?Formal opportunity planning and targetsetting exercises that clearly prioritize anizational efforts Key performance indicators 3 46 000624FT_262414_777_v3_i REVIEWING FOUR WELLKNOWN METHODOLOGIES – (2/2) Defining characteristics/ strengths Potential missing elements Valuedbased management ?Direct linkage to shareholder value ?Approach for addressing performance drivers that are not derived directly from quantifiable economic drivers ?Approach to measuring longerterm performance indicators (., customer satisfaction, innovation) 4 47 000624FT_262414_777_v3_i BALANCED SCORECARDS: TRANSLATING VISION AND STRATEGY – FOUR PERSPECTIVES Source: HBR January February 1996, Robert Kaplan, page 76 Financial Objective Measure Targets Initiative To succeed financially, how should we appear to our shareholder Learning and growth Objective Measure Targets Initiative To achieve