【正文】 entweder 252。ftigten betreiben regelm228。hwarnsystem (bei Marktver228。nde und Marktph228。 actions ?Leverage employee knowhow in solving the problems they are best equipped 44 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 45 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 46 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 our vision, how will we sustain our ability to change and improve Customer Objective Measure Targets Initiative To achieve our vision, how should we appear to our customers? Internal business process Objective Measure Targets Initiative To satisfy our shareholders and customers, with business Vision and strategy 47 000624FT_262414_777_v3_i CHARACTERISTICS OF SUCCESSFUL SCORECARDS Performance measurements and reporting ?Small number of metrics (12 16) grouped into categories ?Measures focus on past, present and future ?Important metrics given higher priority or weight ?Measures cascade into anization Opportunity planning and target setting ?Objectives aligned with corporate strategies ?Targets set for both short and longterm ?Targets of individual units must add up to corporate targets Managing processes ?Units build and manage scoreboards as dictated by strategic direction ?Crossfunctional teams utilized ?Scorecard often supports other anizational processes (., anizational change management) 48 000624FT_262414_777_v3_i ELEMENTS OF A BUSINESS PLAN – 8 COMPONENTS Overview Organizational structure Product/service Market/sector Marketing distribution Management of pany Mediumterm planning Financial planning 1 2 3 4 5 6 7 8 49 000624FT_262414_777_v3_i AGENDA ?Introduction ?Client engagements ?Selected methods ?Research ?Graphics – some basics ?Selected topics 50 000624FT_262414_777_v3_i Mr. Smith, you have a rare disease. It probably needs special treatment. But I’m too busy to find out what my colleagues and the medical profession know about it. So let39。s results ?Required 1year budgeting exercise instead of senior management39。ume ? Verschiedene Verdichtungsebenen 42 000624FT_262414_777_v3_i MANAGEMENT CONSULTING: SELECTED METHODS ?Rankings ?Frameworks ?Benchmarking ?Balanced scorecards 43 000624FT_262414_777_v3_i REFINING TRADITIONAL PLANNING PROCESSES Problems with traditional planning processes ... ?Not very linked to aspirations or realistic strategies for the business。hrungskr228。ffentlichungen 252。ffentlichungen in Zeitungen ? Verbandszeitschriften ? Ver246。terindustrie Fluggesellschaften, gehobene Hotels Versandunternehmen Kreditkartenunternehmen Beratungsfirmen Marktforschungsinstitute Telekommunikationsfirmen 40 000624FT_262414_777_v3_i BENCHMARKING INFORMATIONEN AUS SEKUND196。hrung neuer Methoden ?Prozess der Verbesserung als Bestandteil der Unternehmenskultur 39 000624FT_262414_777_v3_i BRANCHENFREMDES BENCHMARKING IST M214。st228。rken und Schw228。SUNG: ZUSAMMENFASSUNG (2/2) Quelle: McKinsey 22 FORCES AT WORK – GENERIC EXAMPLE Competition ? ? ? ? ? ? Supplier ? ? ? ? Regulation ? ? ? Products ? ? ? Need for action 23 000624FT_262414_777_v3_i * Please find detailed explanation in the glossary Source: McKinsey EFIC analysis FORCES AT WORK – MUTUAL FUNDS GERMANY Customers ? Increasing customer sophistication in terms of price, performance and specialization ? Performance is increa singly important but customer relationship and manager reputation is still paramount Attractive growing market with increasing petition Industry structure/petition ? Mutual fund management is tightly controlled by leading domestic panies (top 5 make 80% of total AuM) ? Foreigners still try to enter the German market either via founding an investment pany in Germany or apply for a distribution license New products/channels ? Retail bank branches are still the main channels despite slow decline ? Increasing trend of direct sales via discount broker ? Trend towards decreasing entry fees due to increasing significance