Download - 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.
Student Teacher / Lecturer
Undergraduate • Business
Administration
Graduate • MBA
Doctoral • International
Administratrion
Education
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
Full Time Consultancy
Services • Education • Banking • Microfinance • Gaming • Beauty • Consultancy • Security • Health
Automobile / Motorcycles / Industry
Consumer Goods
Construction / Real State
Work Experience
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
¿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
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
13
Expectations from the course of Strategy & BSC
Course: Strategy & Balanced Scorecard
INSEEC, Paris. 2014-01-20
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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 …
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.
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
16
Confucius said:
“Study without thinking
is a waste of time;
thinking without study
is dangerous”.
The Art of Strategy, Thomas Cleary
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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).
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 18
We are going to
think (to think strategically)
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
“I am interested
in the future
because is where I am
going to spend
the rest of my life”. Woody Allen
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 21
2 favours:
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 22
1. During learning periods the mind acts as
a parachute
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 23
It’s better
when it is
open © Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 24
The opposite to …
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 25
The closes to …
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 26
2.
NO Paradigms /
NO Prejudices.
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 27
Managing the
plan
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 28
“However beautiful the strategy,
you should occasionally look at the results.” - Churchill
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 29
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
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
What’s Balanced Scorecard BSC
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
First concept
WHAT’S BSC Balanced Scorecard
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 33
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 34
(translating strategy into action & ensures focus on results)
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 35
[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)
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 37
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.
Cuadro de Mando Integral
(The Balanced Scorecard)
Robert S. Kaplan; David P. Norton
We're not in a world of changes
We are in a change of world
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 38
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)
Cuadro de Mando Integral
(The Balanced Scorecard)
Robert S. Kaplan; David P. Norton
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 39
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
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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…
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 43
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.
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 44
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.
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 45
Team work
The objectives they want to reach must be explicit
(and understood by everybody in the same way)
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 46
Team work
The objectives they want to reach must be explicit
(and understood by everybody in the same way)
For example:
“Provide a high quality service to selected customers.”
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 47
Team work
The objectives they want to reach must be explicit
(and understood by everybody in the same way)
For example:
“Provide a high quality service to selected customers.”
¿What is high quality service?
¿Who are “the selected customers”?
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 48
Introduction to concepts and processes of BSC
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 49
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.
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 50
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)
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 51
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 52
Principles of a strategy-oriented company
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 53
Principles of a strategy-oriented company
We do not need lone rangers
we need teams
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 54
Principles of a strategy-oriented company
1. Transform strategies into
operational terms
… so that everyone can
understand it.
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 55
Principles of a strategy-oriented company
1. Transform strategies into
operational terms
2. Align the organization with the
strategy
… so that everyone can
understand it.
… with everybody’s committment
and participation
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 56
Principles of a strategy-oriented company
1. Transform strategies into
operational terms
2. Align the organization with the
strategy
… so that everyone can
understand it.
… with everybody’s committment
and participation
every time you
change the strategy
must (look) change /
align the
organization
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 57
Principles of a strategy-oriented company
1. Transform strategies into
operational terms
2. Align the organization with the
strategy
3. Transform the strategy into
everybody’s task
… so that everyone can
understand it.
… with everybody’s committment
and participation
… through the personal
contribution when implementing
the strategy
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 58
Principles of a strategy-oriented company
1. Transform strategies into
operational terms
2. Align the organization with the
strategy
3. Transform the strategy into
everybody’s task
4. Transform the strategy into an
ongoing process
… so that everyone can
understand it.
… with everybody’s committment
and participation
… through the personal
contribution when implementing
the strategy
… through ongoing learning and
revision of the strategy
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 59
Principles of a strategy-oriented company
1. Transform strategies into
operational terms
2. Align the organization with the
strategy
3. Transform the strategy into
everybody’s task
4. Transform the strategy into an
ongoing process
5. Motivating the change through
the executive leadership
… so that everyone can
understand it.
… with everybody’s committment
and participation
… through the personal
contribution when implementing
the strategy
… through ongoing learning and
revision of the strategy
… to promote transformation
“What is executieve
leadership?” What skills should the leader have?
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 61
Video: Leadeship - Himno
Leadership
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 62
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.
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 63
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.
…
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 64
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 65
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 66
Vision Action
transforming
into
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 67
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 68
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.
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 69
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 70
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 71
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 72
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 73
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 ourclients?
How to learn how to improve
our organization to reach our
goals
•Profitability
•Growth
•Shareholder value
•Imagn
•Service
•Price / Cost
•Cycle (cycle time)
•Quality
•Productivity
•Market
innovation
•Ongoign
learning
•Intellectual
Assests
Indicators Goals Initiaitives
1.
2….
1.
2…
1.
2…
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 74
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 ourclients?
How to learn how to improve
our organization to reach our
goals
•Profitability
•Growth
•Shareholder value
•Imagn
•Service
•Price / Cost
•Cycle (cycle time)
•Quality
•Productivity
•Market
innovation
•Ongoign
learning
•Intellectual
Assests
Indicators Goals Initiaitives
1.
2….
1.
2…
1.
2…
ROI
TQM
quality
Change
management
Leadership
EVA
Customer
Relationship
Management
(CRM)
Processes
Reingeneering
Huaman
Resources
Strategy
Retention
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 75
Strategy Mapping
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 76
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 77
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 78
¿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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 79
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 80
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 / 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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 81
Objectives: Southwest Airlines (example)
Strategic Topic:
Operational Effectiveness
• 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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 82
workshop
Strategy mapping
(please form groups of 4-6 people each)
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 84
Vision:
Customer
Internal Process
Learning & Knowledge
Finnancial
Value Proposition
Characteristics / Attributes: • abc
Differentiation: • abc
workshop
Conclusions
Strategy mapping
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
Strategy Mapping
Conclusions
abc
abc
…
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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.
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 88
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 89
Definition of Indicators
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 90
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.
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 91
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.”
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 92
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 93
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 94
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.
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 95
Indicators
BSC
Financial Perspective
Customer Perspective
Internal and process
perspective
Learning, knowledge and
Growth perspective
Trend Indicators
Result Indicators
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 96
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 97
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 98
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 99
Competitive Advantage
“Something”
my company
has
“Something"
that my
competition
does not
“Something"
my market
wants Competitive
Advantage
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 100
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 101
workshop
Identifying the indicators
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 103
workshop
Conclusions:
Identifying the indicators
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
Identifying the indicators
Conclusions
abc
abc
…
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 105
Setting Goals
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 106
Step 4
Determining the 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
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 107
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 108
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.
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 109
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%
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 110
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 111
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 112
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 113
El BSC project is a dynamic
process: the definitions can
be checked and adjusted
after every step of the
construction process.
The BSC process
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 114
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 115
Making an inventory, Mapping and Prioritizing
Initiatives
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 116
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
90% of the strategic
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 117
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 118
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”
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 119
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?)
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 120
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 121
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 122
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 123
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 124
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 125
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 126
Lead, Sponsor y Internal sale
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 127
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
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 128
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. …
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
thanks !
Second concepts
Some examples
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
Second concepts
Some examples Microfinances Bank
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
Performance indicators
Balanced Scorecard
3 de junio del 2003
BSC
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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)
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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.
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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
Active client 101,967 (activos) sum of time 163,829 (in months)
clients w ho end the relation <= 365 días 22,994 (recencia) recency average time 7.12 (in months)
clients w ho end the relation > 365 días 9,541 (pérdida) recency avery index= 0.41
Total portofolio of clients and ex-clients 134,502 rotation index = 0.91
Total
Active client 140,212 (activos) sum of time 619,536 (in months)
clients w ho end the relation <= 365 días 117,116 (recencia) recency average time 5.29 (in months)
clients w ho end the relation > 365 días 83,482 (pérdida) recency avery index= 0.56
Total portofolio of clients and ex-clients 340,810 rotation index = 0.63
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”)
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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%
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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.
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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 =
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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 =
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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 )
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
Diversify funding attracting savings
People Funding
Total Bank Loans I =
a) Ratio: deposits / loans
b) Ratio: volume growth/ portfolio’s growth
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
Second Concept
Some examples An electronic security
company
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
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…
Balanced Scorecard [BSC]
160 © Rodolfo J Cremer, MBA
Our values:
Trust – Honesty
Responsibility – Commitment
Leadership
Professionalism
Ability to change (Flexibility)
Team work
… from the Strategic Planning…
Balanced Scorecard [BSC]
161 © Rodolfo J Cremer, MBA
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
… from the Strategic Planning…
Balanced Scorecard [BSC]
162 © Rodolfo J Cremer, MBA
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).
… from the Strategic Planning…
Balanced Scorecard [BSC]
163 © Rodolfo J Cremer, MBA
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
Balanced Scorecard [BSC]
164 © Rodolfo J Cremer, MBA
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
Balanced Scorecard [BSC]
165 © Rodolfo J Cremer, MBA
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
2006:
Grupo Telefónica: 0.5MM
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
Balanced Scorecard [BSC]
166 © Rodolfo J Cremer, MBA
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
2006:
Grupo Telefónica: 0.5MM
Ajemos: 1.5MM
2004 $1.0MM
2005 $1.2MM
2006 $2.0MM
EBITDA
8.5%
Hoy (negativo)
2006: Cero
2007-2008: positivo
Balanced Scorecard [BSC]
167 © Rodolfo J Cremer, MBA
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
2006:
Grupo Telefónica: 0.5MM
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
Balanced Scorecard [BSC]
168 © Rodolfo J Cremer, MBA
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
2006:
Grupo Telefónica: 0.5MM
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
Balanced Scorecard [BSC]
169 © Rodolfo J Cremer, MBA
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
2006:
Grupo Telefónica: 0.5MM
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
Balanced Scorecard [BSC]
170 © Rodolfo J Cremer, MBA
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
2006:
Grupo Telefónica: 0.5MM
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
Balanced Scorecard [BSC]
171 © Rodolfo J Cremer, MBA
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
2006:
Grupo Telefónica: 0.5MM
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
Balanced Scorecard [BSC]
172 © Rodolfo J Cremer, MBA
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
2006:
Grupo Telefónica: 0.5MM
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
Balanced Scorecard [BSC]
173 © Rodolfo J Cremer, MBA
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
2006:
Grupo Telefónica: 0.5MM
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
Balanced Scorecard [BSC]
174 © Rodolfo J Cremer, MBA
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
2006:
Grupo Telefónica: 0.5MM
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
Balanced Scorecard [BSC]
175 © Rodolfo J Cremer, MBA
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
2006:
Grupo Telefónica: 0.5MM
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)
Mantenmto
.
Preventivo
y post
venta
Mantenmto
. correctivo Instalación
Hoy (negativo)
2006: Cero
2007-2008: positivo
Eficiencia
Comercial
Balanced Scorecard [BSC]
176 © Rodolfo J Cremer, MBA
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
2006:
Grupo Telefónica: 0.5MM
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)
Mantenmto
.
Preventivo
y post
venta
Mantenmto
. correctivo Instalación
(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
Balanced Scorecard [BSC]
177 © Rodolfo J Cremer, MBA
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
2006:
Grupo Telefónica: 0.5MM
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)
Mantenmto
.
Preventivo
y post
venta
Mantenmto
. correctivo Instalación
Diagnostico
/ Diseño
adecuado
Hoy (negativo)
2006: Cero
2007-2008: positivo
Eficiencia
Comercial
Balanced Scorecard [BSC]
178 © Rodolfo J Cremer, MBA
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
2006:
Grupo Telefónica: 0.5MM
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)
Mantenmto
.
Preventivo
y post
venta
Mantenmto
. correctivo Instalación
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
Balanced Scorecard [BSC]
179 © Rodolfo J Cremer, MBA
• Administrativos
• Logísticos
• Instalaciones
• Programación
• Facturación
• Cobranzas
• Procesos y
conocimiento
• Gestión de la
contrata
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
2006:
Grupo Telefónica: 0.5MM
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)
Mantenmto
.
Preventivo
y post
venta
Mantenmto
. correctivo Instalación
Diagnostico
/ Diseño
adecuado
Gestión
administrativa
y del
conocimiento
Hoy (negativo)
2006: Cero
2007-2008: positivo
Eficiencia
Comercial
Balanced Scorecard [BSC]
180 © Rodolfo J Cremer, MBA
• Administrativos
• Logísticos
• Instalaciones
• Programación
• Facturación
• Cobranzas
• Procesos y
conocimiento
• Gestión de la
contrata
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
2006:
Grupo Telefónica: 0.5MM
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)
Mantenmto
.
Preventivo
y post
venta
Mantenmto
. correctivo Instalación
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
Balanced Scorecard [BSC]
181 © Rodolfo J Cremer, MBA
• Administrativos
• Logísticos
• Instalaciones
• Programación
• Facturación
• Cobranzas
• Procesos y
conocimiento
• Gestión de la
contrata
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
2006:
Grupo Telefónica: 0.5MM
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)
Mantenmto
.
Preventivo
y post
venta
Mantenmto
. correctivo Instalación
Diagnostico
/ Diseño
adecuado
Gestión
administrativa
y del
conocimiento
Gestión de
la
inteligencia
comercial
Hoy (negativo)
2006: Cero
2007-2008: positivo
Eficiencia
Comercial
Balanced Scorecard [BSC]
182 © Rodolfo J Cremer, MBA
• Administrativos
• Logísticos
• Instalaciones
• Programación
• Facturación
• Cobranzas
• Procesos y
conocimiento
• Gestión de la
contrata
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
2006:
Grupo Telefónica: 0.5MM
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)
Mantenmto
.
Preventivo
y post
venta
Mantenmto
. correctivo Instalación
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
Balanced Scorecard [BSC]
183 © Rodolfo J Cremer, MBA
• Administrativos
• Logísticos
• Instalaciones
• Programación
• Facturación
• Cobranzas
• Procesos y
conocimiento
• Gestión de la
contrata
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
2006:
Grupo Telefónica: 0.5MM
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)
Mantenmto
.
Preventivo
y post
venta
Mantenmto
. correctivo Instalación
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
Balanced Scorecard [BSC]
184 © Rodolfo J Cremer, MBA
• Administrativos
• Logísticos
• Instalaciones
• Programación
• Facturación
• Cobranzas
• Procesos y
conocimiento
• Gestión de la
contrata
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
2006:
Grupo Telefónica: 0.5MM
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)
Mantenmto
.
Preventivo
y post
venta
Mantenmto
. correctivo Instalación
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
Balanced Scorecard [BSC]
185 © Rodolfo J Cremer, MBA
• Administrativos
• Logísticos
• Instalaciones
• Programación
• Facturación
• Cobranzas
• Procesos y
conocimiento
• Gestión de la
contrata
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
2006:
Grupo Telefónica: 0.5MM
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)
Mantenmto
.
Preventivo
y post
venta
Mantenmto
. correctivo Instalación
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
Balanced Scorecard [BSC]
186 © Rodolfo J Cremer, MBA
• Administrativos
• Logísticos
• Instalaciones
• Programación
• Facturación
• Cobranzas
• Procesos y
conocimiento
• Gestión de la
contrata
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
2006:
Grupo Telefónica: 0.5MM
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)
Mantenmto
.
Preventivo
y post
venta
Mantenmto
. correctivo Instalación
Diagnostico
/ Diseño
adecuado
Gestión
administrativa
y del
conocimiento
Gestión de
la
inteligencia
comercial
Capacitación
profesionalismo
conocimiento
Actualizació
n en nuevas
tecnologías Retención Proceso
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
Balanced Scorecard [BSC]
187 © Rodolfo J Cremer, MBA
• Administrativos
• Logísticos
• Instalaciones
• Programación
• Facturación
• Cobranzas
• Procesos y
conocimiento
• Gestión de la
contrata
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
2006:
Grupo Telefónica: 0.5MM
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)
Mantenmto
.
Preventivo
y post
venta
Mantenmto
. correctivo Instalación
Diagnostico
/ Diseño
adecuado
Gestión
administrativa
y del
conocimiento
Gestión de
la
inteligencia
comercial
Capacitación
profesionalismo
conocimiento
Actualizació
n en nuevas
tecnologías Retención Proceso
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
© Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicios
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 191
Balanced Scorecard
Company XXX
- Personal Paper -
2012 © - Dr. (c) Rodolfo J. Cremer – MdS Marketing de Servicioseservicios.com 192
Vision:
Client’s Perpective
Internal Perpective
Learning Perspective
Financial Perpespective
Proposition of Value
Characteristics abc
Differences: • abc)