Balanced Scorecard: Luis Mamani, Systems Engineer, MBA, PMP
Balanced Scorecard: Luis Mamani, Systems Engineer, MBA, PMP
Balanced Scorecard: Luis Mamani, Systems Engineer, MBA, PMP
Scorecard
Strategic choices and capabilities
Session 3
Who is the
customer?
Jobs that
Gains customers are
Customer Jobs to be
trying to get
CUSTOME done
profiling R done
Pains Functional
Negative outcomes Emotional
that customers want Social
to avoid
Gain Increase or
creators maximize
benefits that
customer
Value Products expects
and VALUE
mapping services
MAP
Pain Release or
relievers minimize
customer pains
Create products and services Supported on a value proposition
that customers want that make sense to customers
FIT
The elements
of value
pyramid
Products and services deliver
fundamental elements of value that
address different needs.
High level of efficiency in operations. The efforts are focused on invention, Very good understanding of the
Integrated information systems: product development and market client's business processes
process operations at low cost and exploitation. Development of relationships with the
high speed. Tasks are structured around the client is highly valued.
Customer service without errors. creation of products Sales focused on customer portfolios.
Strict adherence to standards and Focus on the selection, development, Culture: promotes the development of
control techniques. motivation, guidance and retention of specific solutions instead of general
Culture: rejects waste and rewards talented staff. ones. "If the client wants it, it is done
efficiency. Culture: promotes imagination and and it will go well"
creativity within.
COST LEADERSHIP PRODUCT CUSTOMER
LEADERSHIP INTIMACY
“McDonalds stands for “The ultimate driving “Warmth and excellent customer
friendliness, cleanliness, machine" service. Personalized attention
consistency, and convenience” Assortment of Products. Online
attention”
without
disadvantages
The best
The best
customer
features and
intimacy service
functionalities
or solution
WHAT DOES
MEAN
COMPETITIVE
ADVANTAGE?
A COMPETITIVE ADVANTAGE is
WHAT MAKES AN ENTITY'S GOODS
OR SERVICES SUPERIOR to all of a
customer's other choices.
Source: Strategic&
Remember,
customers do not Customers buy products or
necessarily buy a services that satisfies their
competitive need or gives them value...
advantage so we HAVE to work in a
strategy to achieve it!
Examples
IKEA
Distinctive capabilities
IS THE WORLD’S o Deep understanding of how customers live at home
LEADING FURNISHING o Price conscious and stylish product design
o Efficient, scalable, and sustainable operations
BRAND. o Customer-focused retail design
tensions
bond is customer
vs Growth
benefit
The whole
Short term vs
organization
Long term
vs The parts
How could we achieve these strategic corporate goals?
STRATEGIC CHOICES 2
Define the strategic
choices
Determine the
3 capabilities system
to support the
CAPABILITIES SYSTEM strategic choices
Strategic choices
STRATEGIC CHOICES is about the intersections of two
critical dimensions: “where to play” and “how to win”
The mix of STRATEGIC CHOICES define a Each major product/service line of a company
STRATEGIC POSITIONING requires a specific strategic choice mix (CF+MB).
Because they may be different for each product
(don’t forget Critical Success Factors to define service line.
Strategic Choices)
STRATEGIC CORPORATE GOALS
STRATEGIC CHOICES
The CAPABILITIES
CUSTOMER SYSTEM represents the
KEY PARTNERS SALES CHANNELS
RELATIONSHIP
essentials capabilities
required to support the
MANAGEMENT TOOLS AND STRATEGIC
KEY ACTIVITIES POSITIONING
SYSTEMS INSTRUMENTS
Va
•Almacenar entradas en •Almacenar •Inducir la funcionamiento
salidas los P/S después
•Diseminar •Productos y •Distribuir la compra de P/S
de ser vendido y
entradas salida •Facilitar la
servicios entregado
compra de P/S
Nota: es clave
Logística Logística Marketing y
Operaciones Servicio
conocer la entrante saliente ventas
CADENA DE
VALOR de la
empresa. Sólo
así se podrán
detectar Adquisiciones: Gestión de RRHH: Desarrollo tecnológico: Infraestructura:
Adquisición de recursos Reclutar, contratar, Determinar lo necesario Legal, planificación,
necesidadespara
y la firma entrenar, desarrollar, para transformar la finanzas, asuntos públicos,
problemas. compensar, despedir entradas y salidas aplicando aseguramiento de la
personal tecnología calidad, relaciones
gubernamentales, gerencia
general
Strategic
perspectives
Session 4
4 perspectives
Financial
What financial objectives must be met to satisfy investors? Results
Customers
How should the client be satisfied to meet the financial
objectives?
Processes
What internal business processes should be excellent to satisfy
customers and investors?
Levers
Capacity
(within the
What competencies and capacity must be achieved to meet the
objectives? organization)
The perspectives and the strategic plan
Mission
Vision
Financial
Customers
Processes
Capacity
Values
The Perspectives and the strategic
objectives
Financial Increase profit
Strategic objectives:
Related to business
Aligned to organization vision and mission
The Perspectives and the Balanced
Scorecard
BALANCED SCORECARD
Financial
Customers
Processes
Capacity
Dashboard
Teams of 4 or 5 people
• Value proposition
• Competitive advantages
Examples
• Strengths and weaknesses of internal capabilities system (optional)