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Winning Strategies Part 1. Fani Dimopoulou Thomas Kandrikal Surya Saha Ji Shen Ivaylo Stoykov Miia Zhang. By Team A4. BALANCED SCORE CARD. Theory of BSC. Advantages & Disadvantages of BSC. Steps to minimise disadvantages. Strategy deployment for WaveRider. By Team A4. - PowerPoint PPT Presentation
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By Team A4
Fani Dimopoulou Thomas KandrikalSurya Saha Ji ShenIvaylo Stoykov Miia Zhang
Winning Strategies Part 1
ON TARGET Theory of BSC
Advantages &
Disadvantages of BSC
Steps to minimise
disadvantages
Strategy deployment for
WaveRider
BA
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By Team A42
ON TARGET
3
Financial PerspectiveTo achieve our goals, How Should we appear to our shareholders?
Strategic goals
Objectives Measures Targets Initiatives
Adapted from the Balanced Scorecard by Robert S. Kaplan and Dave P. Norton. Harvard Business School Press. 1996.
Customer PerspectiveTo achieve our vision, How should we appear to our customers?
Strategic goals
Objectives Measures Targets Initiatives
Learning & Growth PerspectiveTo achieve our vision, How will we sustain our ability to change and improve?
Strategic goals
Objectives Measures Targets Initiatives
Business Process PerspectiveTo satisfy our customers and stakeholders, What business Process must we excel at?
Strategic goals
Objectives Measures Targets InitiativesVision
The BSC approach gives a broad view of the factors that lead to business success (Kaplan and Norton, 1996).
BA
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Not only the financial measurements are considered but also the operational ones.
By Team A4
ON TARGET
ADVANTAGES
DISADVANTAGES
4
BA
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By Team A4
Balanced outlook
Improve alignment of actions
into strategic goals
Identify prioritiesProactive approachEmployee perspectiveCustomer perspective
ScalabilityExpensive process Time consuming
Subjective BSC can cause uncertaintyImbalance b/n financial & non
financial measuresThe BSC changes over timePossibly gamed by employees
Cost benefits not knownEmployee & supplier contribution not
entirely recognised
Focus on top down performance measurements
S.M.A.R.T. / C.A.M.E.L.S. / POLICY DEPLOYMENT
ON TARGET
5 By Team A4
ST
EP
S T
O M
INIM
ISE
D
ISA
DV
AN
TIG
ES
REMEDY
Choose non financial measures that look ahead alongside financial measures that looks behind
Manage gaming among employees by having threshold limits for measures
Combine dissimilar measures : formulaic and subjective measures need to be combined
Measures will change over time, so all measures need to be updated periodically
Test the business model statistically to validate the measure.
Trade off between generic and specific measures
Choose measures in context to a business model or to a firm’s strategy
Anticipate how the performance measurement system will change
ON TARGET
6
Strategy Number 3 deployment /BSC approach
WaveRider
By Team A4
ON TARGET
7 By Team A4
Stra
teg
y №
3
ST
RA
TE
GY
CH
OIC
E JU
ST
IFIC
AT
ION
6/6 points have positive impact on the companyTotal estimated expenses: £425k
Increase in operating profit due to retail price increase European market is growing and WaveRider needs to penetrate abroad to gain market shareThis strategy proposes re-engineering of three departments
Decrease in distribution costs by changing the current distributor
Source: team’s discussion
ON TARGET
8
TH
E V
ISIO
N
To achieve excellence
before, during and after the purchase
of the world’s
best RIB boats
By Team A4
ON TARGET
9
Financial PerspectiveTo achieve our goals, How Should we appear to our
shareholders?Strategic goals
Objectives Measures Targets InitiativesIncrease netprofit margin
Increase in £profit
Increase 10%in op. margin
Profit/unit(retail price)
Increase ROCE Increase in £profit
Increase 15%in ROCE Decrease stock
Adapted from the Balanced Scorecard by Robert S. Kaplan and Dave P. Norton. Harvard Business School Press. 1996.
Customer PerspectiveTo achieve our vision, How should we appear to our
customers?Strategic goals
Objectives Measures Targets InitiativesIncrease
popularity inEU
Increase sales Increase 5%in sales
Promotion &EU distributor
Increasecustomer
satisfaction
Increase inSales /
Decrease incomplaints /
CustomerFeedback
6 sigma Invest intechnology
Learning & Growth PerspectiveTo achieve our vision, How will we sustain our ability to change
and improve?Strategic goals
Objectives Measures Targets InitiativesMonitor
demand forboats
No of boatssold 1,500 boats
Adjustdiscounts as
needed
Business Process PerspectiveTo satisfy our customers and stakeholders, What business
Process must we excel at?Strategic goals
Objectives Measures Targets InitiativesIncrease
interdepartmental
performance
Decrease laborcosts
Decrease 10%in totalsalaries
Financesoftware
Improveefficiency ofsales team
Increase salesIncrease 10%in internal &
external sales
Re-engineeringsales
department
Increase market share in Europe
ST
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GY
IMP
LE
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NTA
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N
By Team A4
Vision
To achieve excellence before,during and after the purchaseof the world's best RIB boats
ON TARGET
10
CO
NC
LUS
ION
S
Strategy № 3 proposes solutions to the majority of the problems risen by the board of
directors
It does not cover Production Director’s view of introducing new products (e.g. engines, clothes, e.tc.)
However,
It does not include measures for improving personnel’s performance as Human Resources Director pointed out that the company has the same employees since the beginning
By Team A4
It is a short term strategy
ON TARGET
11
RE
FE
RE
NC
ES
By Team A4
Bourne M. et al (2003) “Implementing performance measurement systems: a literature review”, International Journal of Business Performance Management, Vol. 5, No.1, pp. 42-57
Kaplan, R.S. and Norton, D.P. (1996) The Balanced Scorecard — Translating Strategy into Action. Harvard Business School Press, Boston, MA.
Ma, Y. & Xu, X. (2004) The advantages and Disadvantages of Balanced Scorecard and It’s Application, Journal of Shenyang Normal University Social Sciences Edition.
Mooraj S. et al (1999) "The Balanced Scorecard: a Necessary Good or an Unnecessary Evil?", European Management Journal Vol. 17, No. 5, pp. 481–491
ON TARGET
By Team A4
Thank you