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Competitive Advantage
CompetitiveAdvantage
CostCompetitiveness
SpeedQuality
Innovation
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External Environment
Laws andpolitics
Economy
Technology
DemographicsSocialvalues
MacroenvironmentCompetitiveEnvironment
OrganizationSuppliers
NewEntrants
SubstitutesRivals
Buyers
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Element of Environment Analysis
Socialanalysis
Laboranalysis
Industry andmarket analysis
EnvironmentalAnalysis
Competitoranalysis
Technologicalanalysis
Macroeconomicanalysis
Political andregulatory analysis
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แนวคิ�ดพื้�นฐานของการจั�ดการเชิ�งกลยุ�ทธ์�
What business are you in? Where do you want to go? Factor of Environment Resources allocation Achievement of objective
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Decision making Strategic decision
Managerial decision Technical decision
Leadership 1. Avoid domination 2. Encourage input 3. Avoid groupthink and satisficing 4. Remember goals
Effective GroupDecision Making
Constructive Conflict 1. Air legitimate differences 2. Stay task-focused 3. Be impersonal 4. Play devil’s advocate
Creativity 1. Brainstorm 2. Avoid criticizing 3. Exhaust ideas 4. Combine ideas
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A strategy can be viewed as the relationship between an organization and its environment.
Organization Change
Strategy
Core CompetenciesRelationships
Situation Analysis
Business Definition
Organizational Dynamics
TechnologySuppliers
Positioning
Maneuvers
Specialized Knowledge &
Skills
Business/Care Processes & Techniques
Internal
External
Customers
Network Alliances
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What is Strategy ? Michael E. Porter., HBR, Nov. – Dec. 1996.
Operational effectiveness
ด�าเนินิการให้�บั�งเกดผลด�กว่�า ในิก�จักรรมเด�ยุวก�บ คู่��แข่�ง
Strategy ด�าเนินิการให้�บั�งเกด
ผลด�กว่�า ด�ว่ยุกจักรรมท�!แตกต�างจัากคู่��แข่�ง
ด�าเนินิการให้�บั�งเกดผลด�กว่�า ด�ว่ยุกจักรรมท�!เห้ม#อนิก�นิ แต�ว่ธ์�การแตกต�างก�นิ
"Strategy is not a detailed plan or program of instructions; it is a unifying theme that gives coherence and direction to the actions and
decisions of an individual or organization."
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Integrated Strategy
emphasizing both strategic positioning and superior execution capabilities.
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1. Speed : important in the e-economy, where being first in the market with a value proposition
2. Learning and renewal : creates a "living" strategy that stimulates innovation and builds organizational resilience over time
3. Leadership and ownership : vision, and journey must be
built in from the start of the formulation 4. Capabilities : the heart of competitive success 5. Business modeling : to prioritize goals, obtain and sustain
commitment, and guide the implementation. Dynamic analysis of options, scenarios, and ranges of assumptions makes a positive outcome more certain.
A new direction in strategic planning
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1. Check Position “ ”โดยุ ผ��นิ�าการเปล�!ยุนิแปลง แสว่งห้าและสร�างบัรรท�ดฐานิว่�าองคู่�กรข่องเราอยุ��ในิ
สถานิะใด มาตรการในิการเปร�ยุบัเท�ยุบัก�บัห้นิ�ว่ยุงานิอ#!นิ
พิจัารณาคู่ว่ามก�าว่ห้นิ�าในิการด�าเนินิงานิข่องเรา 2. Communicate Position
เป-นิการส#!อสารให้�ทราบัถ.งสถานิะองคู่�กรแก�ภายุนิอก เพิ#!อให้�ทราบัผลการด�าเนินิงานิว่�าเราเด�นิด�านิใด
ระบับัการจั�ดการเชิงกลยุ ทธ์� แบับัม �งระบับัการจั�ดการเชิงกลยุ ทธ์� แบับัม �งเนิ�นิผลส�มฤทธ์1 เนิ�นิผลส�มฤทธ์1 ด�ว่ยุ ด�ว่ยุ Balanced Scorecard Balanced Scorecard
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3.Confirm Priority โดยุ บัรห้ารท�2งองคู่�กร“ ” ก�าห้นิดกรอบัเว่ลา ทร�พิยุากร ว่ธ์�การบัรห้าร
ภายุในิ และคู่ว่ามส�มพิ�นิธ์�ก�บัภายุนิอก การพิจัารณางบัประมาณ โดยุนิ�าผลส�มฤทธ์1ข่อง
งานิเป-นิต�ว่แปรห้ล�ก คู่ว่ามชิ�ดเจันิในิเกณฑ์�การต�ดสนิใจัทางการ
บัรห้ารทร�พิยุากร 4.Compel Progress โดยุ แผนิการตดตาม“
ประเมนิเป-นิระบับั” กระต �นิให้�เกดคู่ว่ามก�าว่ห้นิ�าในิการพิ�ฒนิา การส�งเสรม ห้ร#อม�ข่�อม�ลพิ#2นิฐานิในิการให้�รางว่�ล
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กลยุ ทธ์� (Strategy) คู่รอบัคู่ล ม
ว่ถ�ทาง ห้ร#อ แนิว่ทางท�!ถ�กก�าห้นิดข่.2นิ เพิ#!อจั�ดสรร และว่างต�าแห้นิ�ง ก�าล�ง ทร�พิยุากร ทาง ทห้าร ในิสนิาม ด�ว่ยุจั ดม �งห้มายุแห้�งการพิชิต
เป5าห้มายุระยุะส�2นิ เป5าห้มายุระยุะยุาว่ การสร�างและพิ�ฒนิาว่ธ์�ปฏิบั�ต ตลอดจันิการระดม
และจั�ดสรรทร�พิยุากรเพิ#!อให้�สามารถบัรรล ถ.งซึ่.!งเป5าห้มายุท�!ได�ถ�กก�าห้นิดไว่�อยุ�างม�ประสทธ์ผล
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ล�กษณะกลยุ ทธ์�ท�!ด� 10 ประการ1 . เป5าห้มายุท�!ก�าห้นิดข่.2นิในิกลยุ ทธ์� อยุ��ในิระด�บัท�!จัะ
บัรรล ถ.งได� 2. นิโยุบัายุ ตลอดจันิว่ถ�ทางในิทางปฏิบั�ตซึ่.!งก�าห้นิดไว่�
ในิกลยุ ทธ์�นิ�2นิ คู่รอบัคู่ล มท กๆ เป5าห้มายุ และเป-นิไปในิทศทางท�!สอดคู่ล�องและสนิ�บัสนิ นิซึ่.!งก�นิและก�นิ
3. กลยุ ทธ์�ท�!พิ�ฒนิาได�ใชิ�ประโยุชินิ�จัาก โอกาส “ ”4. กลยุ ทธ์�ท�!พิ�ฒนิาได�ก�าห้นิดข่.2นิเห้มาะสมก�บัการปร�บั
ต�ว่ก�บัคู่ว่ามเส�!ยุง ห้ร#ออ ปสรรคู่ภายุนิอก5. เป5าห้มายุ ว่ถ�ทางเพิ#!อบัรรล เป5าห้มายุเห้มาะสมก�บั
จั�งห้ว่ะและสถานิการณ�
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ล�กษณะกลยุ ทธ์�ท�!ด� 10 ประการ6. เป5าห้มายุ ว่ถ�ทาง ม�คู่ว่ามเห้มาะสมก�บัก�าล�ง คู่ว่าม
สามารถห้ล�ก7. เป5าห้มายุ ว่ถ�ทาง ม�คู่ว่ามเห้มาะสมก�บั จั ดแข่<ง และ
แนิว่โนิ�มคู่ว่ามนิ�าสนิใจัในิอ ตสาห้กรรม 8. เป5าห้มายุ ว่ถ�ทาง ม�คู่ว่ามสอดคู่ล�องก�บัท�ศนิคู่ต คู่�า
นิยุมและคู่ว่ามเชิ#!อข่องผ��นิ�าองคู่�กร ตลอดจันิผ��ร �บัผดชิอบัระด�บัผ��นิ�า
9. ผ��ร �บัผดชิอบัระด�บัผ��นิ�า และผ��ปฏิบั�ตท�!ส�าคู่�ญม�คู่ว่ามเข่�าใจัอยุ�างถ�องแท�ในิยุ ทธ์ศาสตร� เป5าห้มายุ ว่ถ�ทาง
1 0 .โคู่รงสร�างการจั�ดการ และการบัรห้ารม�การปร�บัให้�สอดคู่ล�องก�บักลยุ ทธ์�ท�!ก�าห้นิด
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Strategic Management Process
Establishmentof mission,vision, and
goals
Analysis ofexternal
opportunitiesand threats
Analysis ofinternal
strengths andweaknesses
SWOT analysisand strategyformulation
Strategyimplementation
Strategiccontrol
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กระบวนการจั�ดการเชิ�งกลยุ�ทธ์�
การว�เคิราะห์�สภาพื้
แวดล"อม
การว�เคิราะห์�สภาพื้
แวดล"อม
การก#าห์นดกลยุ�ทธ์�
การน#ากลยุ�ทธ์�ไป
ปฏิ�บ�ติ�
การคิวบคิ�มกลยุ�ทธ์�
ข"อม(ลยุ"อนกล�บ
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1 .การว่างแผนิ (STRATEGY FORMULATION)
2. การนิ�าแผนิไปปฏิบั�ต (IMPLEMENTATION)
3. การตดตามและประเมนิผล (EVALUATION & CONTROL)
กระบวนของการจั�ดการเชิ�งกลยุ�ทธ์� ประกอบัด�ว่ยุ 3 ข่�2นิตอนิ คู่#อ
STRATEGY FORMULATION
StrategicPlan
IMPLEMENTATION BalancedScorecard
EVALUATION
& CONTROLBudget &
Incentives Scheme
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Competitive Environment
Rival firms
Newentrants
Suppliers Customers
Substitutes
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Step 4: Strategy formulation (cont.)– Corporate strategy - identifies the set of businesses, markets, or
industries in which the organization competes and the distribution of resources among those businesses
• concentration strategy - focuses on a single business competing in a single industry
• vertical integration - expands the domain of the organization into supply or distribution channels
• concentric diversification - moving into businesses that are related to the company’s original core business
• conglomerate diversification - expands into unrelated businesses
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Step 4: Strategy formulation (cont.)– Business strategy - defines the major actions used to build
and strengthen competitive position within an industry• low-cost strategy - attempt to be efficient and offer a standard, no
frills product– useful for companies that are large and take advantage of economies of
scale in production or distribution
– organization must be the cost leader in its industry
– must offer a product that is acceptable to customers
• differentiation strategy - attempt to be unique in its industry or market segment along some dimensions that customers value
– position based on high product quality, excellent marketing and distribution, or superior service
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Step 4: Strategy formulation (cont.)– Functional strategy - implemented by each functional
area of the organization to support the business strategy• ensures that departments operate in a manner that is
consistent with business strategies
Step 5: Strategy implementation– organizations are adopting a comprehensive view of
implementation– organizations currently are applying a participative
strategic management process to implementation
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พิ#2นิฐานิการจั�ดการเชิงกลยุ ทธ์� แผนิท�!จั�ดท�าข่.2นิ ห้ร#อการก�าห้นิดกจักรรม เพิ#!อ
ให้�องคู่�กรบัรรล คู่ว่ามม �งห้มายุท�!ต�องการ
VisionMission
GoalObjective
PlanPolicy
Intended Strategy
Realized Strategy
กจักรรมกระบัว่นิการด�าเนินิงานิ
ผลล�พื้ธ์�ติ�วชิ�ว�ด
1.2.3.4.
1.2.3.4.
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characteristics of a successful strategy
1. Goals should be single-minded, simple, and have a long-term orientation, which requires "commitment, consistency, and dedication."
2. a deep understanding of the competition
3. Formulation of a strategy should entail being realistic regarding the available resources, which means knowing the strengths and weaknesses of an organization.
4. implementation is everything.
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1 . กลยุ�ทธ์�ระด�บ Societal-Level • How shall we endeavor to meet society’s expectations of us?
2. กลยุ�ทธ์�ระด�บ Corporate-Level • Needed for organizations with more than one line of business.• Answers the question: In what set of businesses should we be?• Integrates Business-Level Strategy
3. กลยุ�ทธ์�ระด�บ Business-Level Strategy: Same thing as Divisions, or SBUs
• Answers the question: How should we compete in each of our businesses?
• For organizations with only one line of business, Business-Level Strategy = Corporate-Level Strategy
• For organizations in multiple businesses, each Division or Strategic Business Unit (SBU) will have its own strategy defining the products or services that it will offer, customers it wants to reach.
• An SBU represents a single business or collection of businesses in a multi-business firm, to aid planning. Each SBU has its own distinct mission and competitors, allowing it to formulate strategy that is independent of other lines of business in the larger organization.
4. กลยุ�ทธ์�ระด�บ Functional/Departmental-Level Strategy
ระด�บของ Strategyระด�บของ Strategy
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Situation Analysis
ร� �ตนิ ร� �คู่นิ ร� �ประมาณ ร� �กาล ร� �เทศะ ร� �เรา ร� �เข่า โยุ นิโส มนิสการ
Making subjective decisions based on objective information
Strategic Analysis and Choice
StrategicPlan
BalancedScorecard
Budget &Incentives Scheme
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Good strategists use game theory
if I do A, and he or she will do B, then I will do C, so where do we each end up?
A good strategy should help an organization be consistent in its decisions in the short- and long-term, and it helps communicate and coordinate decisions, particularly in large, complex organizations.
For many organizations, a mission statement may help communicate its strategy.
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ป>จัจั�ยุท�!ม�ผลกระทบัต�อการสร�างห้ร#อประกอบัก�นิเป-นิแผนิกลยุ ทธ์�
คู่ว่ามสามารถในิการประเมนิ จั ดอ�อนิ และจั ดแข่<งข่ององคู่�กร
คู่ว่ามสามารถในิการประเมนิ จั ดอ�อนิ และจั ดแข่<งข่ององคู่�กร
ว่เคู่ราะห้�สภาพิแว่ดล�อมเพิ#!อก�าห้นิดโอกาสทางธ์ รกจั ห้ร#อคู่ว่ามเส�!ยุง
การประเมนิท�ศนิคู่ต คู่�านิยุม และคู่ว่ามเชิ#!อข่องผ��นิ�าในิองคู่�กร
การประเมนิท�ศนิคู่ต คู่�านิยุม และคู่ว่ามเชิ#!อข่องผ��นิ�าในิองคู่�กร
การตระห้นิ�กถ.งข่�อจั�าก�ดทางส�งคู่ม และกฎห้มายุ
การตระห้นิ�กถ.งข่�อจั�าก�ดทางส�งคู่ม และกฎห้มายุ
การสร�างกลยุ ทธ์�ป>จัจั�ยุภายุในิองคู่�กร ป>จัจั�ยุภายุนิอกองคู่�กร
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To make critical strategic decisions
* Understand the environment;* Articulate assumptions about the various changes
that could occur;* Assess their ability to make changes needed to
thrive under managed education* Integrate managed education initiatives with the
organization's overall vision and strategic plan; and
* Ensure that the plan supports the long-term financial viability of the organization.
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The Strategy Formulation Analytical Framework (Tools and Matrix)
State 1: The Input Stage
External Factor Competitive Internal Factor
Evaluation (EFE) Profile Evaluation (IFE)
Matrix Matrix Matrix
Stage 2: The Matching Stage
Threats-Opportunities- Strategic Position and Boston Consulting Internal-External Grand Strategy
Weaknesses-Strengths Action Evaluation Group (BCG) (IE) Matrix Matrix
(TOWS) Matrix (SPACE) Matrix Matrix
Stage 3: The Decision Stage
Qualitative Strategic Planning Matrix (QSPM)
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State 1: The Input Stage
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External Factors EvaluationEFE
Threat
Opportunity
ก#าห์นดประเด+น
คิ#านวณน#าห์น�ก
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TOWS
Change•PEST•Market Dynamic
Customer•Demand•Expectation
Competition•General potential future C / C from substitute product•Aggressiveness C creative / C effective •Capability Competitive Ability (financial+people+asset)
Company•Core competency
Development Tool
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Customer value is achieved through:
Innovativeproduct and
service design
Low-cost production
and delivery
High-quality products and
services
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Diagnosing major opportunities for function re - engineering
Markets and customers
Process
System
People and culture
Products and services
Catalyst for change
Suppliers
Structure
Where we need to be
Where we are now
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Choice of Mode Entry
Exporting Licensing FranchisingJoint
Venture
Whollyowned
subsidiary
Loss of controlover technology
Loss of controlover quality
Loss of controlover technology
Conflict betweenpartners
High cost
High risk
No low-costsites
High trans-portation costs
Tariff barriersDis
adva
nta
ges
Maintainscontrol overtechnology
Maintainscontrol overoperations
Local knowledge
Shared costsand risks
May be theonly option
Lowerdevelopmentcosts
Lower politicalrisk
Lowerdevelopmentcosts
Lower politicalrisk
Scaleeconomies
Consistentwith pureglobal strategy
Ad
van
tage
s
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EFE Matrix Key External Factors
Weight
Rating
Weighted Score
Opportunities There is an increasing demand for prepared food 0.08 4 0.32 There is an increasing demand for chicken 0.07 4 0.28 Exporting and/or processing chicken to other nations can be done
0.05 3 0.15
Chicken has a significant price advantage over other meats
0.05 3 0.15
There is a new treatment to reduce salmonella in chicks
0.04 2 0.08
Technology offers possible improvements 0.03 2 0.06 Additional improvements are possible through genetic research
0.03 2 0.06
The economy is booming 0.03 4 0.12 Possible Pilgrim’s Pride can be integrated further 0.02 3 0.06 Threats There is strong competition, especially from Tyson 0.09 3 0.27 Industry is characterized by slim profit margin 0.08 1 0.08 Profit is subject to price fluctuations of grain 0.07 2 0.14 The industry still has aspects of a commodity industry
0.06 3 0.18
Salmonella scares crop up frequently 0.06 2 0.12 Industry is highly labor-intensive 0.06 2 0.12 The reputation of chicken industry isn’t good 0.05 3 0.15 Growers have increased bargaining power 0.05 2 0.10 There is increased governmental regulation 0.04 2 0.08 Working conditions of employees has receive bad publicity
0.04 2 0.08
Total 1.00 2.60
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การแข่�งข่�นิ Competitionโปรดกรอกข่�อคู่ว่ามส�2นิๆ 5 ประเด<นิ ตามล�าด�บั ลงในิกระดาษท�!เตร�ยุมไว่�เม#!อได�ฟั>งการบัรรยุายุจับัลงในิชิ�ว่งนิ�2ใคู่รคู่#อคู่��
แข่�ง.............................
1 . เข่าประสบัคู่ว่ามส�าเร<จัด�านิ......................
2. เข่าประสบัคู่ว่ามส�าเร<จัด�านิ......................
3. เข่าประสบัคู่ว่ามส�าเร<จัด�านิ......................
4. เข่าประสบัคู่ว่ามส�าเร<จัด�านิ......................
5. เข่าประสบัคู่ว่ามส�าเร<จัด�านิ......................
ใคู่รคู่#อคู่��แข่�ง...................1 . เข่าประสบัคู่ว่ามส�าเร<จั
ด�านิ...................... 2. เข่าประสบัคู่ว่ามส�าเร<จั
ด�านิ......................3. เข่าประสบัคู่ว่ามส�าเร<จั
ด�านิ......................4. เข่าประสบัคู่ว่ามส�าเร<จั
ด�านิ......................5. เข่าประสบัคู่ว่ามส�าเร<จั
ด�านิ......................
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Competitive Profile Matrix
Critical Success Factors
Weight Rating Weighted Score
Rating Weighted Score
Rating Weighted Score
Market Share
0.3 3 0.9 4 1.2 3 0.9
Financial 0.3 2 0.6 4 1.2 3 0.9Consumer Loyalty
0.2 2 0.4 4 0.8 3 0.6
Price 0.1 3 0.3 3 0.3 3 0.3Product Quality
0.1 3 0.3 3 0.3 3 0.3
Total 1 2.5 3.8 3
Tyson WLR Pilgrim’s
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1. Marketing
2. Management of Regulation
3. Finance
4. Managerial Control System
5. Human Resource Management
6. Operations Management
7. Leadership Philosophy
7 Critical Success Factors
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Internal Factors EvaluationIFE
Strength
Weakness
ก#าห์นดประเด+น
คิ#านวณน#าห์น�ก
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An organization’sstrengths andweaknesses
depend upon:
Balancesheet assets
Brand namesand employees
Asset structure
Ability to innovate and
change
Relations with customers
and suppliers
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แนิว่ทางการว่เคู่ราะห้�ศ�กยุภาพิภายุในิท�าได� 3 แนิว่ทาง คู่#อ
1 .จัากป>จัจั�ยุห้ล�กแห้�งคู่ว่ามส�าเร<จั(Critical Success Factor)
2. ห้�ว่งโซึ่�แห้�งคู่ ณคู่�า Value Chain
3. Balanced Scorecard
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Development Tool
กล"องถ่.ายุร(ปแผนท�/ด�นสอเคิร�/องม�อส�/อสาร Internal
Strategic Round
ExternalStrategic
Round
Strategic Review MeetingStrategic Review Meeting
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จั ดแข่<ง Strengthโปรดกรอกข่�อคู่ว่ามส�2นิๆ 5 ประเด<นิ ตามล�าด�บั ลงในิกระดาษท�!เตร�ยุมไว่�เม#!อได�ฟั>งการบัรรยุายุจับัลงในิชิ�ว่งนิ�21 .จั ดแข่<งด�านิ.......................................
2 .จั ดแข่<งด�านิ.......................................
3. จั ดแข่<งด�านิ.......................................
4. จั ดแข่<งด�านิ.......................................
5. จั ดแข่<งด�านิ.......................................
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จั ดอ�อนิ Weaknessโปรดกรอกข่�อคู่ว่ามส�2นิๆ 5 ประเด<นิ ตามล�าด�บั ลงในิกระดาษท�!เตร�ยุมไว่�เม#!อได�ฟั>งการบัรรยุายุจับัลงในิชิ�ว่งนิ�21 .จั ดอ�อนิด�านิ.......................................
2 .จั ดอ�อนิด�านิ.......................................
3 .จั ดอ�อนิด�านิ.......................................
4 .จั ดอ�อนิด�านิ.......................................
5 .จั ดอ�อนิด�านิ.......................................
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IFE MatrixWeighted
ScoreStrengths
A broad range or products 0.12 4 0.483rd largest producer 0.12 3 0.36Mexico position 0.08 3 0.24Bo’s experience 0.08 4 0.32Brand awareness 0.08 4 0.32Geographical location 0.06 3 0.12$1.4 billion sales 0.06 4 0.24Stays close to customers 0.06 4 0.24Develops new products 0.06 4 0.24WeaknessesHigh cost of goods sold 0.1 1 0.1Bo’s exodus 0.06 2 0.12Difficult to buy other companies
0.06 1 0.06
2 percent 1999 sales growth 0.04 1 0.04Chicken only 0.02 2 0.04
TOTAL 1 2.92
Key Internal Factors Weight Rating
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Stage 2: The Matching Stage
ตรรกะ สร�างสรรคู่� รอบัคู่อบั ชิ�ดเจันิ ม �งเนิ�นิผลส�มฤทธ์1
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Matching Key External and Internal Factors to Formulate Alternative Strategies
Key Internal Factor Key External Factor
internal strength
internal weakness
Strong R & D expertise (an internal strength)
an internal weakness
+
+
+
+
=
=
=
=
Resultant Strategy
an external opportunity
an external opportunity
an external threat
external threat
Acquired Visionable
Pursue horizontal integration
Develop new products for older adults
Develop a new employee-benefits package
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The TOWS Matrix
List strengths List weaknesses
STRENGTHS - S WEAKNESSES - W
OPPORTUNITIES - O SO STRATEGIES WO STRATEGIES
THREATS - T ST STRATEGIES WT STRATEGIES
List opportunitiesUse strengths to take
advantage of opportunities
Overcome weaknesses by taking advantage of
opportunities
List threats Use strengths to avoid threats
Minimize weaknesses and avoid threats
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Example Strategy Profiles
Aggressive Profiles
ISCA
ES
FS
( +4, +4)
A financially strong firm that has achieved major competitive advantages in a growing and stable industry
CA
ES
FS( +1, +5)
A firm whose financial strength is a dominating factor in the industry
IS
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Conservative Profiles
ISCA
ES
FS
A firm that has achieved financial strength in a stable industry that is not growing; the firm has no major competitive advantages
CA
ES
FS
A firm that suffers from major competitive disadvantages in an industry that is technologically stable but declining in sales
(-2, +4)
(-5, +2)
IS
Example Strategy Profiles
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Competitive Profiles
ISCA
ES
FS
A firm with major competitive advantages in a high-growth industry
CA
ES
FS
An organization that is competing fairly well in an unstable industry
(+5, -1)
(+1, -2)
IS
Example Strategy Profiles
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Defensive Profiles
ISCA
ES
FS
A firm that has a very weak competitive position in a negative growth, stable industry
CA
ES
FS
An financially troubled firm in a very unstable industry
(-5, -1)
(-1, -5)
IS
Example Strategy Profiles
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The BCG Matrix
High +20
Medium 0
Low -20
High Medium Low
1.0 .50 0.0
Question Marks (I)
Dogs (IV)
Stars (II)
Cash Cows (III)
?Industry
Growth
Rate
(Percent)
Relative Market Share Position in the Industry
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The Internal-External Matrix
V
VII
VI
IXVIII
Strong Average Weak
3.0 to 4.0 2.0 to 2.99 1.0 to 1.99
The IFE Total Weighted Scores
3.0 2.0 1.0
4.0
3.0
2.0
1.0
High
3.0 to 4.0
Medium
2.0 to 2.99
Low
1.0 to 1.99
Harvest or divestHold and maintain
Grow and build
II IIII
IV
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การก�าห้นิดกลยุ ทธ์�ท�!เห้มาะสมStrategic DirectionOpportunity (total score)
StrengthWeakness
Threat (total score)
VentureProactive
InteractiveInactive
Changing Scenario
Reactive
(total score)(total score)
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The Grand Strategy Matrix
Rapid Market Growth
1. Market development 1. Market development
2. Market penetration 2. Market penetration
3. Product development 3. Product development
4. Horizontal integration 4. Forward integration
5. Divestiture 5. Backward integration
6. Liquidation 6. Horizontal integration
7. Concentric diversification
1. Retrenchment 1. Concentric diversification
2. Concentric diversification 2. Horizontal diversification
3. Horizontal diversification 3. Conglomerate diversification
4. Conglomerate diversification 4. Joint ventures
5. Divestiture
6. Liquidation
Slow Market Growth
Weak Competitive Position
Strong Competitive Position
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Matrix Analysis and TOWS Summary
Alternative Strategies IE SPACE GRAND COUNT Forward Integration X X 2 Backward Integration X X 2 Horizontal Integration X X 2 Market Penetration X X X 3 Market Development X X 2 Product Development X X X 3 Concentric Diversification X X 2 Conglomerate Diversification X 1 Horizontal Diversification X 1 Joint Venture 0 Retrenchment 0 Divestiture 0 Liquidation 0
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Stage 3: The Decision Stage
The choice of alternative strategies needs to be consistent with the overall position and direction of the firm.
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Decision analysis
is the process of evaluating decisions and how to optimize the decision-making process by using various tools.
Statistics, probability, and hypothesis testing.
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QSPM
Key Internal Factors Weight Increase AdvertisingStrengths AS TAS AS TASA broad range of products 0.12 3 0.36 3 0.36Third Largest Producer 0.12 3 0.36 2 0.24Bo's Experience 0.08 4 0.32 2 0.16Brand Awareness 0.08 2 0.16 3 0.24Mexico Position 0.08 4 0.32 2 0.16Geographic location 0.06 -- -- -- --$1.4 Billion in Sales 0.06 4 0.24 3 0.18Stays Close to Customers 0.06 -- -- -- --Develops New Products 0.04 1 0.04 4 0.16WeaknessesHigh cost of Goods Sold 0.1 1 0.1 3 0.3Chicken Only 0.06 3 0.18 -- --Low growth Rate 0.06 -- -- -- --Bo's Age 0.04 4 0.16 3 0.12Difficulty buying Company 0.04 -- -- -- --Subtotal 1 2.08 1.8
Expand
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QSPMKey External Factors Opportunities Weights AS TAS AS TASThere is an increasing demand for prepared food 0.08 4 0.32 4 0.32There is an increasing demand for chicken 0.07 3 0.21 1 0.07Exporting and/or processing chicken to other nations can be 0.05 4 0.2 2 0.1Chicken has a significant price advantage over other meats 0.05 3 0.15 4 0.15There is a new treatment to reduce salmonella in chicks 0.04 3 0.12 2 0.08Technology offers possible improvements 0.03 --- --- --- ---Additional improvements are possible through genetic 0.03 --- --- --- ---The economy is booming 0.03 3 0.09 2 0.06Possible Pilgrim’s Pride can be integrated further 0.02 4 0.08 2 0.04ThreatsThere is strong competition, especially from Tyson 0.09 4 0.36 3 0.27Industry is characterized by slim profit margin 0.08 3 0.24 4 0.32Profit is subject to price fluctuations of grain 0.07 --- --- --- ---The industry still has aspects of a commodity industry 0.06 2 0.12 4 0.24Salmonella scares crop up frequently 0.06 --- --- --- ---Industry is highly labor-intensive 0.06 1 0.06 3 0.18The reputation of chicken industry isn’t good 0.05 --- --- --- ---Growers have increased bargaining power 0.05 --- --- --- ---There is increased governmental regulation 0.04 --- --- --- ---Working conditions of employees has receive bad publicity 0.04 --- --- --- ---SUBTOTAL 1 1.95 1.83SUM TOTAL ATTRACTIVENESS SCORE 4.03 3.63
Increase AdvertisingExpand
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Strategy Implementation
StrategicPlan
BalancedScorecard
Budget &Incentives Scheme
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Ten Commandments of Change
1. Analyze need for change (the impact should be great)
2. Create a shared vision (i.e., mission) 3. Separate from the past (i.e., communication of
the future) 4. Create urgency (e.g., HMOs are decreasing
payments now, which will result in a cash shortage next year)
5. Support a strong leader role (i.e., change requires hard choices, any second-guessing of the manager leading the change is harmful)
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Ten Commandments of Change
6. Line up political sponsorship 7. Craft an implementation plan 8. Develop an enabling structure (e.g., if one wants
operating room nurses on the front line to take accountability for their room being set up on time, the organizational structure must allow their input into the crucial factors [e.g., case cart readiness, environmental service, personnel performance])
9. Communicate and involve others (with honesty) 10. Reinforce and institutionalize change (e.g., make
it impossible to go back, create rewards in the new system, create stakeholders who benefit from the new system)
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Strategy Implementation คู่ว่ามส�าเร<จัในิการบัรห้ารกลยุ ทธ์�คู่#อ คู่ว่ามสามารถในิการว่เคู่ราะห้� และว่นิจัฉั�ยุ อยุ�างเป-นิ
ระบับัม�ห้ล�กเกณฑ์� ในิการตอบัคู่�าถามตนิเอง ประชิาคู่มในิ
องคู่�กร และประชิาคู่มภายุนิอก ถ.ง ป>จัจั�ยุห้ล�กแห้�งคู่ว่ามส�าเร<จั (Critical Success Factors) ว่ถ�ทางแห้�งคู่ว่ามส�าเร<จั (Road Map) และว่ธ์�แสดงคู่ว่ามส�าเร<จัให้�เป-นิท�!ปรากฏิ (Key
Performance Indicator) ท�2งในิแง�คู่ว่ามอยุ��รอด(Survive) การเตบัโต(Growth) และการเชิดชิ�เก�ยุรต(Competitiveness)
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Strategic management focuses on
competition, the external business environment, and developing and maintaining a competitive advantage--which involves determining the positive aspects of what makes an organization different from its competitors, which in turn becomes its sustainable competitive advantage
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การสร�างคู่ว่ามแตกต�าง คู่ว่ามโดดเด�นิท�! แสดงถ.งคู่ว่ามเป-นิผ��เห้<นิประโยุชินิ�ข่องผ��
บัรโภคู่ คู่ว่ามโดดเด�นิท�! แสดงถ.งคู่ว่ามเป-นิเอกล�กษณ� ฐานิะ
ชินิชิ�2นิ คู่ว่ามโดดเด�นิท�! คู่ว่ามเป-นิเลศด�านิเทคู่โนิโลยุ� คู่ว่ามโดดเด�นิท�! เป-นิผ��นิ�าด�านิต�นิท นิ คู่ว่ามโดดเด�นิท�! เป-นิผ��นิ�าด�านิคู่ ณภาพิ คู่ว่ามโดดเด�นิท�! เป-นิผ��นิ�าในิการให้�บัรการ คู่ว่ามโดดเด�นิท�! แสดงถ.งคู่ว่ามเป-นิผ��นิ�าในิการนิ�าเสนิอ
บัรการ ห้ร#อ ผลตภ�ณฑ์�ให้ม�
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เป0น"กระบวนการเสร�มสร"างอ�ทธ์�พื้ลและใชิ"อ�ทธ์�พื้ลของบ�คิคิลห์น2/ง ห์ร�อกล�.มคินกล�.มห์น2/ง ติ.อบ�คิคิลห์ร�อกล�.มอ�/น ๆ ให์"เก�ดการปฏิ�บ�ติ�ด"วยุคิวามสม�คิรใจัและม�คิวามพื้2งพื้อใจั เพื้�/อบรรล�ผลติามเป4าห์มายุร.วมก�น"
ภาวะผ("น#าภาวะผ("น#า
ผ("น#า
ผ("ติาม
สถ่านการณ� ภาวะผ("น#า
(Leadership
)
Strategy Implementation
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LEADERSHIP The domain of the leader is the future. Leaders are expected to create or reinvigorate
organizations that will succeed and endure. Leaders should have a vision of where they want
their organizations to move to and how they will get them there.
They should be able not only to articulate their vision but be inspirational, by appealing to the followers' "values, hopes, and dreams.
Importantly, leadership involves publicly celebrating team success, which allows everyone in the organization to share in the reflected glory of those being honored.
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When undertaking the role of healthcare leader Leads a disparate group of unskilled labor, nursing
, administrative personnel, anesthesiologists, and surgeons.
Good leadership skills and attention to the principles of effective leadership frequently are not enough.
Influencing people to make practice changes, redesign their jobs, or act differently requires another set of skills: mastering power and politics.
Medical centers are political environments.
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พื้ฤติ�กรรมแติกติ.างระห์ว.างผ("บร�ห์ารและผ("น#า
1. ผ("บร�ห์าร จัะบร�ห์ารติาม 1. ผ("น#า จัะพื้�ฒนาร�เร�/มว�ธ์�การให์ม.ๆ ท�/ กระบวนการท�/ม�ระเบ�ยุบ สอดคิล"องก�บสภาพื้การณ�ท�/เปล�/ยุน ก#าห์นด(Administer) ไป(Innovate)2. ผ("บร�ห์าร จัะพื้ยุายุามร�กษา 2. ผ("น#า จัะพื้�ฒนาปร�บปร�งเพื้�/อให์" สภาพื้เด�มท�/ม�/นคิงด�อยุ(.แล"ว สภาพื้การณ�ให์ม.ติรงก�บคิวามจั#า (Maintain) เป0นท�/เปล�/ยุนไป(Develop)3. ผ("บร�ห์าร จัะคิอยุคิวบคิ�มด(แล 3. ผ("น#า จัะจั(งใจั กระติ"นให์"คินด#าเน�น ให์"ผ("อ�/นปฏิ�บ�ติ�ติามระเบ�ยุบ การด"วยุคิวามติ�งใจัของตินเอง ไม. อยุ.างเคิร.งคิร�ด(Control) ติ"องถ่(กคิวบคิ�ม(Inspire)4. ผ("บร�ห์าร จัะมองการท#างาน 4. ผ("น#า จัะม�.งและห์ว�งผลระยุะยุาว ม� ห์ร�อผลเฉพื้าะห์น"าห์ร�อระยุะ ว�ส�ยุท�ศน�เป4าห์มายุในอนาคิติข"าง ส�น(Short-term view) ห์น"า(Long-term view)
พื้ฤติ�กรรมการบร�ห์าร พื้ฤติ�กรรมผ("น#า
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พื้ฤติ�กรรมการบร�ห์าร พื้ฤติ�กรรมผ("น#า5. ผ("บร�ห์าร ม�กจัะถ่ามเก�/ยุวก�บ 5. ผ("น#า จัะกระติ�"นให์"คินคิ�ดด"วยุ ว�ธ์�การท#าและเม�/อใดเป0นส.วน การถ่ามว.า อะไรและท#าไม ให์ญ่. (How&When) (What&Why)6. ผ("บร�ห์าร จัะพื้ยุายุามเล�ยุน 6. ผ("น#า จัะร�เร�/มเป0นเจั"าติ#าร�บของ แบบว�ธ์�การท�/ถ่(กติ�องติาม การคิ�ดการกระท#าโดยุไม.เล�ยุน ระเบ�ยุบแบบแผน (Imitate) แบบจัากผ("ใด(Originate)7. ผ("บร�ห์าร ม�กจัะยุอมร�บสถ่าน 7. ผ("น#า จัะพื้ยุายุามท"าทายุส�/งท�/ ภาพื้ป<จัจั�บ�นท�/ม�/นคิงด�อยุ(.แล"ว เป0นอยุ(. เพื้�/อห์าแนวทางให์ม.ๆ (Status-quo) เสมอ (Challenge it)
พื้ฤติ�กรรมแติกติ.างระห์ว.างผ("บร�ห์ารและผ("น#า
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The successful use of power and influence techniques implementing change usually means redirecting
resources that may not be under the direct control of the person attempting to accomplish the change,
and may require enlisting the support of direct and indirect superiors who have their own issues and agendas.
Multiple interactions in a firm can result in adversarial relationships in or external to one's department unless they are managed appropriately.
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Strategy Implementation Phases in Implementing Ch
ange 1991The Judson ( ) model of impleme
a aaaaaa aa aaaaaaaaa aa aaaa aaaaaaa : aaa aaaaaaaa aaa aaaaaaa () ; aaa aaaaaaa () ; (c) gainingaccept ance of newbehavi or s; (d) changingf r omt he st at us quo t o a desi r ed st at aaa ;
(e) consolidating and institutionalizing the aaaaaa .
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Implementing change usually requires developing teams of individuals formed from different areas in an organization.
Those team members may hold their own self-interest above that of the organization.
The person asked to implement and manage change in an organization may become a casualty of the process if powerful opponents of change are involved, particularly if the leader does not have powerful allies and does not understand the need for them.
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Three major elements of organizational structure
Assignment of Responsibilities
Performance Measurement
Compensation
Effective use of power and influence requires more than decision making.
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Team leadership involves learning to frame discussions by focusing on objectives, listing constraints, enumerating various strategies that take into
account those objectives and constraints, and listing the strengths and weaknesses of those
proposed strategies. Reasonableness, thinking outside the box, a wide
information search, and careful consideration of all options can occur in problem-solving sessions.
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Leadership System Structure* Business level strategy
– Cost leadership : KSA** Leader = measurement and control cost
– Differntiation : KSA** Leader = marketing mix creativity
– Focused : KSA** Leader = niches needs
* ภาษาข่อง ห้นิ�ว่ยุงานิไม�แสว่งห้าก�าไร เร�ยุกว่�า ผ��ร �บัผดชิอบั** คู่ว่ามร� �พิ#2นิฐานิท�!คู่ว่รม� ต�องม� / ท�กษะห้ร#อประสบัการณ�ห้ร#อคู่ว่ามส�าเร<จัท�!เคู่ยุได� / ท�ศนิะคู่ตและบั คู่ลกภาพิคู่ว่ามถนิ�ด
ผ��ร �บัผดชิอบั Strategic HR = เล#อกแม�ท�พิ และไพิร�พิลให้�ถ�กฝา ถ�กต�ว่
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Balanced Balanced ScorecardScorecardเป0นเคิร�/องม�อ (A Tool)
แปรเปล�!ยุนิพิ�นิธ์กจัข่ององคู่�กร และกลยุ ทธ์�องคู่�กร
ไปส��
“ ” ชิ ดรายุละเอ�ยุด ข่องมาตรการเก�!ยุว่ก�บัผลส�มฤทธ์1ท�!ก�าห้นิด
- ให้�ม�การว่�ด-และบัรห้าร
BSC BSC คิ�ออะไรคิ�ออะไร??
This has been likened to a ‘dashboard approach’ with a balanced set of measures being analogous to an ‘instrument panel’.
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ด�ลยุภาพื้ BalancedBalanced อะไร External measures
for shareholders and customers
Outcome measures (that result from past efforts)
Objective measures
Internal measures for critical processes, innovation, and learning and growth
measures that drive future performance
subjective measures
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Financial
Customers Vision & Strategy
Internal Business Processes
Learning & Growth
THE BALANCED SCORECARD: AN INTEGRATIVE APPROACH TO PERFORMANCE EVALUATION.
Kaplan, Robert S., and Norton, David P., The Balanced Scorecard: Translating Strategy into Action, Boston, Massachusetts: Harvard Business School Press, 1996.
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Board Level Scorecard
Overall Vision
Objectives
Measures & targets Initiatives
Business Unit Scorecard
Vision for the unit in question
Objectives
Measures & targets Initiatives
Individual or Team Scorecard
Vision for individuals or teams
Objectives
Measures & targets Initiatives
A scorecard approach can be cascaded down through organisations to align performance measures and support implementation
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การประยุ กต�ใชิ�ประโยุชินิ� BALANCED SCORECARD
1. Formulate and refine strategies;2. Communicate strategies and priorities
throughout their organisations;3. Align goals within organisation to
strategies and strategic priorities;4. Link strategic objectives to long-term
targets and annual budgets; and5. Monitor progress and introduce initiatives
to improve performance.
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1. Leadership From the Top– Create the Climate for
Change– Create a Common Focus
for Change Activities– Rationalize and Align the
Organization
3. Unlock and Focus Hidden Assets
– Reengineer Work Processes– Create Knowledge Sharing
Networks
2. Make Strategy Everyone’s Job– Comprehensive Communication to
Create Awareness– Align Goals and Incentives– Integrate Budgeting with Strategic
Planning– Align Resources and Initiatives
4. Make Strategy a Continuous Process
– Strategic Feedback That Encourages Learning
– Executive Teams Manage Strategic Themes
– Testing Hypotheses, Adapting, and Learning
The Ingredients of Highly Successful Balanced Scorecard Programs
STRATEGY
FormulateFormulate
NavigateNavigateCommunicateCommunicate
ExecuteExecute
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Typically 8-12 Weeks
Step 1Step 1
Develop aDevelop aProject PlanProject Plan
Step 2Step 2
Build aBuild aStrategicStrategic
ArchitectureArchitecture
Step 3Step 3
Draft a Draft a Strategy MapStrategy MapWith LinkagesWith LinkagesAnd ThemesAnd Themes
Step 4Step 4
Determine Determine Measures and Measures and
TargetsTargets
Step 5Step 5
Select Strategic Select Strategic InitiativesInitiatives
Step 6Step 6
Plan for Plan for implementation implementation
of the SFOof the SFO
Balanced Scorecard Six Step Development Process
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กลยุ ทธ์�
Executive
TeamInformationTechnology
Budgetsand
Capital Investme
nts
Human
Resources
Strategic
Business
Units
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BSC sequentially addresses these questions:
What are our vision, mission, and strategy? Given our strategy what are the key financial
results we need to achieve? To achieve these financial results, which customer
results do we need to deliver? To achieve these customer results, which key
internal business processes do we need to excel at?
To excel at our key internal business processes, which learning and growth outcomes do we need to achieve?
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A Scorecard for the Public Sector Issues from the experience of 4 years of BSC adoption challenges in
government
Represents a reorientation and rebalancing of the “financial” perspective from the original BSC construct
Mission
Learning & Growth
Internal Processes
Values & Benefits of Service
Financial/Resource
Implications of Svc
The The ScorecardScorecard
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A Scorecard for the Public Sector• Customer
Perspective• To be successful, how
should we appear to our customers and key stakeholders?
• Internal business process perspective
• To be successful, which business processes should we be good at?
• Continuous improvement perspective
• To be successful, how will we sustain our ability to learn and to improve?
• Financial Perspective
• To be successful, how should we appear to those who provide our financial resources?
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พิ�นิธ์กจั (ภาระห้ล�กข่องเราต�อผ��ให้�งบัประมาณและผ��ร �บับัรการ)
เพิ#!อให้�เราส�าเร<จัตามพิ�นิธ์กจั จัะต�องแสดงร�ปธ์รรมแก�ส�านิ�กงบัประมาณ/ผ��ให้�ท นิอ#!นิได�โดยุ
ถ�าจัะให้�สมห้ว่�งด�งว่ส�ยุท�ศนิ�เราจัะแสดงต�อ สาธ์ารณชินิ และ ผ��ร �บับัรการ ด�งนิ�2
•……...•………...
เพิ#!อให้�ส�านิ�กงบัประมาณ/ผ��ให้�ท นิ/สาธ์ารณชินิ และ ผ��ร �บับัรการ พิ.งพิอใจั จัะม�กระบัว่นิการห้ล�กใด กระบัว่นิการเด�นิใด
เพิ#!อให้�ได�ว่ส�ยุท�ศนิ�ท�!ใฝDฝ>นิเราจัะต�องให้�คู่นิข่องเราเร�ยุนิร� � ส#!อสาร และท�างานิด�ว่ยุก�นิเร#!อง
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พิ�นิธ์กจั ข่�อคู่ว่ามท�!ชิ�ดเจันิข่องจั ดม �งห้มายุห้ล�กข่ององคู่�กรในิ
ป>จัจั บั�นิและอนิาคู่ต ท�!ต�องท�า ตลอดจันิแผนิงานิห้ล�ก บัอกข่อบัเข่ตอาณ�ต ท�!ต�องร�บัผดชิอบั (ตามกฎห้มายุ +
ตามแนิว่โนิ�มส�งคู่ม)เพิ#!อคู่ว่ามอยุ��รอด ข่ยุายุต�ว่(ร ก) อ�านิาจั ห้ร#อผลประโยุชินิ�ท�!ต�องร�กษาไว่�
Mission Consideration
cover - attack main responsibility - fill problem gaprecognizable by customer
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ว�ฒนธ์รรมองคิ�กร“ภาว่การณ�นิ�า การเม#องในิองคู่�กรและนิอกองคู่�กรเป-นิเชิ�นิไร”
พิฤตกรรมองคู่�กร“คู่ ณภาพิบัรการ social brand คู่ว่ามพิอเห้มาะ เว่ลา ปฏิส�มพิ�นิธ์�”
ว่ส�ยุท�ศนิ� ผลส�มฤทธ์1 และ ว่�ฒนิธ์รรมองคู่�กร
visionvision
คู่ ณคู่�า“เราให้�คู่ว่ามส�าคู่�ญก�บัเร#!องใดบัรการใด ผลผลตแบับัไห้นิ ห้ร#อไอเด�ยุใด”
ผลล�พิธ์�“ประชิาชินิ พิ�อ แม� ญาตผ��ด�อยุโอกาส โรงพิยุาบัาลท�!เห้นิ#อกว่�า”
ต�ว่ชิ�2ว่�ดท�!ส�าคู่�ญ“คู่ว่ามเสร<จั และคู่ว่ามส�าเร<จัข่องเราว่�ดด�ว่ยุอะไร ”KPIป>จัจั�ยุห้ล�กแห้�งคู่ว่ามส�าเร<จั
Critical Success Factors-CSF(>10 ถ#อว่�าฟั 5งซึ่�านิ)
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Relate a vision of the Should Be– State the vision clearly– Justify why it is important
Vision Consideration
Environmentalscreening
Demographicscreening
InstitutionalSetting
StakeholderMapping
UncertaintyAnalysis
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Objectives
• Fast ground turnaround
Statement of what strategy must achieve
and what’s critical to its
success
Target
• 30 Minutes• 90%
The level of performance
or rate of improvement
needed
• Cycle time optimization
Key action programs
required to achieve
objectives
InitiativeMeasurement
• On Ground Time• On-Time
Departure
How success in achieving the strategy
will be measured and
tracked
Strategic Theme: Operating Efficiency
ProfitabilityFinancial
Learning
Morecustomers
Ground crew alignment
Lowest prices
Fewer planes
Customer
Internal
Fast ground turnaround
Strategy Map: Diagram of the cause-and-effect relationships between strategic objectives
Flight Is on time
BSC Terminology
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Strategy Map
การเพิ!มข่.2นิข่องรายุได�
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คิวามเป0นเล�ศทางว�ชิาการและว�ชิาชิ�พื้
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Steps 1Steps 1
Develop aDevelop aProject PlanProject Plan
Step 2Step 2
Build aBuild aStrategicStrategic
ArchitectureArchitecture
Step 3Step 3UncoverUncoverStrategic Strategic Linkages Linkages and Key and Key ThemesThemes
Step 4Step 4
Determine Determine Measures and Measures and
TargetsTargets
Step 5Step 5
Select Priority Select Priority InitiativesInitiatives
Step 6Step 6
Plan for SFOPlan for SFOImplementationImplementation
Work/Inputs
• Strategy Documents• Draft themes and
linkages based on Strategic Destination
Outputs:
• Agreed upon stretch targets
• Finalized theme(s)• Strategy map
Agree upon stretch targets
Review and refine
themes
Refine and rework draft
linkages
Discuss next steps
Steps 1 to 3 Are the Basis for the BSC
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เป5าห้มายุ
ข่�อคู่ว่ามกว่�างๆ ท�!อธ์บัายุผลล�พิธ์�ท�!ต�องการแต�บั�งถ.งธ์งชิ�ยุท�!จัะไปป>กไว่�เม#!อส�าเร<จั
The long range aims or end point that you or your organization want to reach
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Satisfactoryearnings
Customersatisfaction
Zero defects
Market and Marketing
Environmental social responsibility
MULTIPLEMULTIPLEOrganizational Organizational
GOALSGOALSAdequatecash flow
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ว่�ตถ ประสงคู่�ข่�อคู่ว่ามท�!สามารถตรว่จัว่�ดได� เก�!ยุว่ก�บัผลส�าเร<จัข่องบัรการห้ร#อแผนิงานิท�!คู่าดว่�าจัะกระท�าในิเว่ลาท�!ก�าห้นิด ซึ่.!งเก�!ยุว่ข่�องโดยุตรง ห้ร#อโดยุอ�อมก�บัพิ�นิธ์กจัข่องห้นิ�ว่ยุงานิ
Objective ConsiderationSMART
- - Specific Measurable Action Orient
- Realistic Time Bound
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Refine and validate linkages
Review draft
measures
Design new measures
Begin targets
discussion
Plan for measures
development
Work/Inputs
• Refined strategy• Existing
measures assigned to objectives
• Draft measures developed
Outputs:
• 90% complete linkages
• Complete measures
• Measures development plan in place
Steps 1Steps 1
Define Define Strategic Strategic
DestinationDestination
Step 3Step 3
Build the Build the Strategic Strategic LinkagesLinkages
Step 4Step 4
Determine Determine Measures and Measures and
TargetsTargets
Step 5Step 5
Select Priority Select Priority InitiativesInitiatives
Step 6Step 6
Plan for SFOPlan for SFOImplementationImplementation
Step 2Step 2
Identify Key Identify Key Themes Themes
Driving the Driving the StrategyStrategy
Step 4: Measures Development
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การพิ�ฒนิา CSF / KPI
คู่ดร�ว่มก�บัผ��บัรห้าร ด�งานิ ห้ร#อท�าการ Benchmark*
ว่ส�ยุท�ศนิ�ท�!ต�องการ
จัะเป-นิ
ท�าการระดมสมอง
ห้ร#อ Workshop
ท�าการระดมสมองห้ร#อ
Workshop
Critical Success Factorsป<จัจั�ยุห์ล�กแห์.งคิวามส#าเร+จั Key
Performance Indicators
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Task 1 . เล�อกห์น.วยุท�/จัะประสบคิวามส#าเร+จัส(ง ม� การพื้�ฒนา KPI ท�/ด�
สอดคิล"อง Mission
Task 3. “ ” ส�มภาษณ� ยุกแรก ก�บ 6 - 12 Senior Executive
Task 2 . ก#าห์นดคิวามเชิ�/อมโยุง
Task 5 . Executive Workshop “ ” ยุกแรก Group meeting ก�บ Top management team ให์"เล�อกและ
ล#าด�บให์"เห์ล�อ 4 - 5 Stragic Objectives และว�ธ์�ว�ด
Task 4 . ส�งเคิราะห์�ให์"เข"าก�บ 4 ม�มมอง
การพิ�ฒนิา CSF / KPIคู่ดร�ว่มก�บัผ��บัรห้าร ด�งานิ ห้ร#อท�าการ Benchmark*
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Task 8 . พื้�ฒนาแผน การลงม�อปฏิ�บ�ติ� :ระบ�ผ(" เก�/ยุวข"อง และเวลาด#าเน�นการท�งห์มดTask 9 . Executive Workshop “ยุกท�/
” สาม : ติกลงข�นส�ดท"ายุท�กกระบวน ร.วมก�บผ("ปฏิ�บ�ติ�งานTask 10 . ด#าเน�นการ : ร�บข"อส�งเกติท�งห์มดมา
แล"วด#าเน�นการ ภายุใน 60 ว�น เห์+นผลว�ดท�/ได"
Task 7 . Executive Workshop “ ” ยุกท�/สอง: รวมก�บ Middle Management
Task 6 . ประชิ�มกล�.มยุ.อยุทางเทคิน�คิ :Refine word,measure,Source information,Key linkage
การพิ�ฒนิา CSF / KPIคู่ดร�ว่มก�บัผ��บัรห้าร ด�งานิ ห้ร#อท�าการ Benchmark*
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The Ontario Hospital Association (OHA) undertook a very extensive study based on a scorecard to evaluate 89 Canadian Hospitals.
It focused on four main areas highlighted by the hospitals involved as being critical for overall performance:
clinical utilisation and outcomes; financial performance and financial
condition hospitals; patient satisfaction; and investing in the future.
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•Liquidity Ratio
•Profitability Ratio
•Leverage Ratio
•Activity Ratio
Divisional Profits Cash Flow Return on
Investment Residual Income Economic Value
Added
Financial Performance Indicators
Measurements for Managers
Measurements for Top Management Segment margin of a
profit center or income of an investment center
Compare with budget
Also compare individual revenues and expenses with budget
Short-term measure
Divisional Measurements
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Nonfinancial
Performance Measures
Selection– Identify critical success factors
– Select attributes relating to measurement of critical success factors
– Can be qualitative or quantitative
– Focuses on the activities that can improve the future
Establishment of comparison bases
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Healthcare Service Performance Measures
case-mix index, average length of stay, inpatient/outpatient
volume, operating expenses, gross charges
staff development, internal efficiency, customer satisfaction, and long-term
financial performance.
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How many measures should be on a BSC and what should the mix be?
Typically 20 – 25 measures
– Financial 5 measures (22%)
– Customer 5 measures (22%)
– Internal 8 – 10 measures
(34%)
– Learning and growth 5 measures (22%)
80% of measures should be non financial
From Kaplan/Norton, Strategy Focused Organization
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KPI Template should consist of: Name of KPI Definition of KPI Purpose of KPI Formula of KPI KPI Owner KPI Supporter Update frequency Availability of Data
Data Source Unit of Measure Target Setting
Responsibility Target Meeting
Responsibility The Target will be Green
When… Range of Red, Yellow,
Green
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After studying the scorecards from all participating companies, the study team compiled more than 330 aggregate performance measures employed across a wide variety of industries. Trend analysis then identified key recurring themes in how participants approached measurement in each Scorecard area.
The performance measures most frequently employed across industries:
Customer Management, Internal Operations Management, Employee Management, Financial Management and Organizational Learning / Innovation
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Review and validate linkages
and measures
Review existing
initiatives
Brainstorm new
initiatives
Align/rationalize initiatives to themes
Work/Inputs:• Refined linkages
and measures• Inventory of
existing initiatives• Proposed new
initiatives
Outputs:
• “Locked in” on objectives and linkages
• Measures defined• Initiatives defined• Plan for initiatives
review established• Plan for implementation
Steps 1Steps 1
Define Define Strategic Strategic
DestinationDestination
Step 2Step 2
Identify Key Identify Key Themes Themes
Driving the Driving the StrategyStrategy
Step 3Step 3
Build the Build the Strategic Strategic LinkagesLinkages
Step 4Step 4
Determine Determine Measures and Measures and
TargetsTargets
Step 5Step 5
Select Priority Select Priority InitiativesInitiatives
Step 6Step 6
Plan for SFOPlan for SFOImplementationImplementation
Steps 5 & 6: Initiative Prioritization and Implementation Planning
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Develop programs/methods/plans of action:The requirements for achieving set goals.
Who will do which part.
How the different parts tie together.
Create Plans of Action
Why Where What
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FINDING YOUR WAY AROUND THE BARRIERS
TRANSITION MANAGEMENT
HEALTHCARE serviceACTIVITIES
Process design
System Technology
structure
FacilitiesInfrastructure
People&Culture
Regulatory Issues
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The sweet smell of success
McKinsey 7 S’s are: Strategy, Structure, Style, Skills, Systems,
Staff and (Share Value=Super-ordinate goals)
Or, Strategy/Structure/People/Purpose.
(Super-ordinate refers to guiding concepts, values, or
aspirations).
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Service Quality Dimensions
Total Quality
Image
Functional QualityHOW
Technical QualityWHAT
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Determine the phases of the project. Determine representative that will be
responsible for each phase. Determine the beginning, middle, and
end of each phase.
Timetables
When
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Financial Human resources Time
Costs
- Operating on the Environment Apply Resources
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Good Practice in Applying a Balanced Scorecard Approach
Success factors Things to avoid
1. Ensure that there is senior management commitment and support at the outset
Embarking on balanced scorecard without a clear idea of what is to be achieved by introducing it.
2. Involve all layers of management in the development of scorecards.
Lacking appreciation of the radical nature of the balanced scorecard approach and the changes that will be needed in leadership and behaviour.
3. Tailor the scorecard for individual organisations by thinking about the things that have to be done well to achieve key goals
Developing too many performance measures or collecting them for the sake of it.
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Good Practice in Applying a Balanced Scorecard Approach
Success factors Things to avoid
4. Encourage feedback and learning from those involved with implementation at all levels of organisations especially about changes in cause and effect relationships between key performance drivers.
Underestimating the time and effort needed for implementation and the resources and systems needed for producing management information.
5. Communicate the approach down through organisations.
6. Use the approach in conjunction with other tools.
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Budget &Incentives Scheme
StrategicPlan
BalancedScorecard
Budget &Incentives Scheme
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To produce a good or service efficiently, the organization must acquire and use resources
Service industries are also different from manufacturers of goods, in that customers are the inputs to the system and have direct contact with the operational process.
Service industries frequently cannot control when customers arrive, and may have difficulty in matching their capacity to provide a service with customer demand.
Service industries cannot transport their services, and they must be located close to customers hence the adage.
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Operations management entails several processes. Setting a service level (e.g., waiting time) Inventory management.
– investment in resources,
– a large inventory is a resource that cannot be used elsewhere.
– it would not benefit a person to be subjected to heart surgery without the assurance that the needed heart valve was in stock, so certain medical inventory is essential.
– just-in-time delivery
patient flow, optimizing scheduling algorithms
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Performance Measurement System
Data Information Knowledge Wisdom
Collect Organize Analyze Manage
“OK, I think I’ve got all the data I
need.”
“Oops, looks like something bad has
happened.”
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Performance monitored and
feedback provided on a
continuous basis
Monitor
performance
Adjustment
Feedback
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Performance Evaluation System
Broad
Immediate
Less
More
FREQUENCYISSUES
Lower-level management
Middle management
Topmanagement
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The Conclusion
Measurement Must Be Linked To Strategy
StrategyBalancedScorecard
Measurement To Communicate, Not To Control
Measurement Communicates Values, Priorities And Direction
The Premise
The Premise Behind the Balanced Scorecard Is that Measurement Motivates Behavior
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Performance Measurement
Measures should
assess progress
Organizational
Goals and
ObjectivesGeneral Rule #1:
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Performance Measurement
Persons being evaluated should have had some input in developing performance measurements and should be aware of them.
General Rule #2:
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Performance Measurement
Persons being evaluated should have appropriate skills and be provided the necessary equipment, information, and authority to be successful under the measurement system.
General Rule #3:
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Performance Measurement
Feedback relative to
performance should be
provided in a timely
and useful manner.
General Rule #4:
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Determine benchmarks
to measure strengths
and areas of improvement.
Plan Follow-up
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Plan-Performance-Reward Model
Set strategic goals
Identify critical success factors;
set operational targets and
compensation strategy
Identify performance measures
Set performance rewards
Employee/employee
groups perform tasks
Measure/monitor performance
Determine reward
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Development of Personal Scorecard
Measure
Rank Based on Importance SBU
mission 1SBU
mission 21 Brand recognition rating
2 Customer satisfaction rating
3 Employee satisfaction rating
4 Hours of training per brand manager
5 Inventory turnover
6 Market share per advertising dollar
7 “Mystery Shopper” audit rating
8 Number of new items in which first to market
9 Percentage of sales from new stores
10 Percentage of sales to new customers
11 Price relative to competitors’ price
12 Profit margins
13 Retail experience of marketing managers
14 Sales growth for existing stores
15 Sales per square foot of retail space
16 Vendor rating
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Improve knowledge and skills of brand
managers
Leverage brand image to new clothing lines
Increase sales to existing
customers at current stores
Grow same‑store
sales
Improve price
markups
Increase customer
satisfaction
Enhance customers’
in‑store experience
Increase sales associates’ satisfaction and morale
Build long-term
stockholder value
Performance Measures for SBU mission 1
4. Training of brand managers
1. Brand recognition8. Number of new items
15. Sales per square foot of retail space
14. Sales growth for existing stores
3. Employeesatisfaction
7. Mystery shopper rating
2. Customer satisfaction
12. Profit margins
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Develop an innovative and
experienced marketing
team
Institute an original and
effective advertising campaign
Attract more new customers
to the chain
Grow new‑store
sales
Improve price markups
Increase customer
satisfaction
Enhance customers’
in‑store experience
Increase sales associates’
satisfaction and morale
Build long-term
stockholder value15
Performance Measures forSBU mission 2
13. Retail experience of marketing team
6. Market share per advertising dollar
10. Sales to new customers
9. Sales from new stores
3. Employee satisfaction
7. Mystery shopper rating
2. Customer satisfaction
12. Profit margins
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Compensation Packages
Lower-level workers – Hourly wage
– Bonus above some specified quantitative measure
Middle managers– Salaries
– Opportunity for raise based on performance
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Top management– Significant incentive pay
All levels some monetary and some nonmonetary rewards
Balance incentives for both groups and individuals
Compensation Packages
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Non - financial Factors
Recognition of efforts– Compliments and small awards
Allow subordinates to participate in decisions
Job security
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Strategic Plan
SetStandar
d
Performance
Compa re
Standa rd and
PerformanceVarianc
e Improve
Performance Improve
Standard Change
Plan
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What are some of our critical goals?
OUR CRITICAL GOAL OUR METRIC
Excellent workplace climate
Skilled, knowledgable, learning-oriented staff
Safe and healthful working environment
Healthy staff
Satisfied customers
Knowledgable, collaborative customers
Sound financial performance
High productivity
High efficiency & effectiveness
PEOPLE SERVICE RESOURCES PROCESSES
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What are some of our critical goals?
OUR CRITICAL GOAL OUR METRIC
Excellent workplace climate The Let’s Hear It! Staff Survey
Skilled, knowledgable, learning-oriented staff
Percent of employees fulfilling their Individual Learning Plans
Safe and healthful working environment I.I.P.P. Performance Ranking
Healthy staff Illness & Injury Rate
Satisfied customers Customer survey
Knowledgable, collaborative customers Customer education metric [varies with unit]
Sound financial performance
YTD Actual Expenditures minus Budgeted Expenditures [for a centrally-funded unit]
YTD Revenue minus Expenditures [for a re-charge unit]
High productivity Metrics vary with units & processes
High efficiency & effectiveness Metrics vary with units & processes
PEOPLE SERVICE RESOURCES PROCESSES
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What will your unit’s Balanced Scorecard look like? White = you fill in !!
PROCESSES
CRITICAL GOAL METRIC
Efficiency
Effectiveness
PEOPLE
CRITICAL GOAL METRIC
Excellent workplace climate Let’s Hear It! survey
Skilled, knowledgable, learning-oriented staff
Percent of staff fulfilling their Individual Learning Plans
Safe and healthful working environment
IIPP Performance Ranking
Healthy staff Injury / Illness Rate
RESOURCES
CRITICAL GOAL METRIC
Sound financial performance YTD actual expenditures minus budgeted exp., OR
Revenue minus exp.
Productivity
SERVICE
CRITICAL GOAL METRIC
Satisfied customers Customer survey
Knowledgable, collaborative customers
Customer education metric (varies with unit)
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Balanced Scorecard ก�บัการทบัทว่นิ Strategic
Theme รอบั 6 เด#อนิป>จัจั�ยุภายุในิ Internal Process
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ผลผลต Productivityประสทธ์ภาพิ
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นิว่�ตกรรม Learn & Growth
สมรรถนิะข่องบั คู่ลากรคู่ว่ามสามารถก�าว่ไปส��อนิาคู่ต
การแข่�งข่�นิเพิ#!อคู่ว่ามอยุ��รอดการส��คู่ว่ามเป-นิเลศ
การพิ�ฒนิา รเร!มสร�างสรรคู่�
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กระบวนการทบทวนทางกลยุ�ทธ์�ส#าห์ร�บ
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เน�/อง)ทบทวนประเด+น
กลยุ�ทธ์� 10 %แลกเปล�/ยุนว�ธ์�ด#าเน�นการ
40 %
ทบทวนผลส�มฤทธ์�@ปฏิ�บ�ติ�
การ 50 %
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ทบทวนท�ศทางกลยุ�ทธ์� 60%
ทบทวนแลกเปล�/ยุนว�ธ์�การ 30 %ทบทวนข"อม(ลผลส�มฤทธ์�@10 %
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มตข่องการประเมนิ
ด�ชินิ�ด�านิส�งคู่ม การว่�ดผลล�พิธ์� การว่�ดผลผลต การว่�ดกระบัว่นิการ ส�ดส�ว่นิข่องผลผลต ห้ร#อผลล�พิธ์�ต�อป>จัจั�ยุ
นิ�าเข่�า
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Monitor progress toward critical goals
Motivate appropriate behavior
Communicate information (are understandable !!)
Identify opportunities for improvement
The right metrics:
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Strategic Feedback Creates Strategic Learning
Pioneer’s Balanced Scorecard
Strategic MeasuresStrategic Objectives
Financially Strong Delight the Consumer Win-Win Relationship Safe & Reliable
Competitive Supplier
Good Neighbor Quality Motivated & Prepared
Return on Capital Employed Mystery Shopper Rating Dealer / Pioneer Gross Profit Split Manufacturing Reliability Index Days Away from Work Rate Laid Down Cost vs. Best
Competitive Ratable Supply Environmental Index Quality Index Strategic Competency Availability
FIN
AN
CIA
LC
US
TIN
TE
RN
AL
L&
G
PerformancePerformance
Initiatives & Programs
Improve Returns
Improve Operating Efficiency
Broaden Revenue Mix
Increase Customer
Confidence in Our Financial Advice
IncreaseCustomer
Satisfaction Through Superior Execution
IncreaseEmployee
Productivity
Access to Strategic
Information
Develop Strategic
Skills
Align Personal
Goals
FinancialPerspective
CustomerPerspective
InternalPerspective
Learning Perspective
Cross-Sell the Product Line
Shift to Appropriate
Channel
Provide Rapid
Response
Develop New Products Minimize
Problems
Understand Customer Segments
strategic learningloop
operational control loop
The Strategy
THE MANAGEMENT
MEETING“Team Problem
Solving”
results
dialog
update the
strategy
reallocate priorities
INSIGHTHARVESTING
“Testing hypotheses and capturing
learning”
FOLLOW-UPACTION
“Closing the loop”
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การว�ดผลส�มฤทธ์�@ท�/ด� ติ�วชิ�ว�ดเห์มาะสม คิรอบคิล�ม ม�ร(ปธ์รรม และ
เป0นไปได" ทบทวนติ�วชิ�ว�ดสม#/าเสมอ แปลคิวามอยุ.างระม�ดระว�ง องคิ�กรห์น2/ง จัะม�ห์ลายุว�ติถ่�ประสงคิ� และห์ลายุ
ผลผล�ติ จั2งจั#าเป0นติ"องม�ห์ลายุติ�วชิ�ว�ด การวางน#าห์น�ก ท�/ม�การประสมประสาน และม�ด�ลท�/ด� จั2งจัะชิ.วยุในการติ�ดส�นใจัในการก#าห์นดผลผล�ติได"
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Integrating the Balanced Scorecard withPlanning and Performance Budgeting Process
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Planning & Targeting Process ภาคู่ปฏิบั�ต
ต ลาคู่มExecutive leadership
พิบัห้�ว่ห้นิ�า ทบัทว่นิ
ชิ�2เป5าห้มายุ
พิฤศจักายุนิ
ธ์�นิว่าคู่ม ต�2งเป5า HR
ก�าห้นิดlevel
measure ตามรายุ
พิ�นิธ์กจัผลผลตกจักรรม
ตรว่จัสอบัคู่ว่าม
เร�ยุบัร�อยุScorecard 4ด�านิ
มกราคู่มจั�ดสรรเง�นงวดแรก
ก#าห์นดการทบทวนรอบ
แรก
ก มภา - ม.ยุ.รายุงานิ
การเงนิและผล
งานิท กเด#อนิ
กรกฎาคู่มทบัทว่นิและปร�บักลยุ ทธ์�ปร�บังบัในิงว่ด
•สร ปผลงานิ 4ด�านิ•เตร�ยุมงบัให้ม�
สงห้าคู่มก�นิยุายุนิ
ออกguideline
คู่�านิว่ณเงนิ
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Strategic Budgets
Operational & Strategic Budget
20
5
50
15
10
Percent
StrategicInitiatives
Infrastructure
Operations
Maintenance
Enhancement
Operational Budget
•Activity - Based Budgeting system
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Strategic Budgeting
New Capability New Product New Services New Customers New Applications , Regions New Alliance
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Using the Balanced Scorecard with Other Tools
Benchmarking ; target setting, delivering process improvements, and enhancing financial performance.
Capturing and sharing good practice from improvement initiatives ; knowledge management
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Malcolm Baldridge National Quality (MBNQA)
Malcolm Baldridge National Quality (MBNQA)
DriverDriver SystemSystem GoalGoal
Leadershipselection
Leadershipselection
• Processes
• Human Resources
•Strategic & Tactical
Planning Strategy Implementation
•Information &
•Analysis
• Processes
• Human Resources
•Strategic & Tactical
Planning Strategy Implementation
•Information &
•Analysis
•Customer Satisfaction•Business Results
•Customer Satisfaction•Business Results
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Learning Into the Future
Top-down programs
Leader as hero
Vision
Drive
They are the problem
Training
ORGANIZATIONSAS MACHINES
Leading Learning
Bottom-up approach
Leader as facilitator
Awareness
Release
We need to change
Reflection
ORGANIZATIONS ASLIVING SYSTEMS
Forthright and listeningleadership
Seeing clearly
Working with the grain
All change
Learning while doing
COMPLEMENTARYOPPOSITES
and
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Kolb’s learning cycle
Concrete experiences
Observation/ reflection
Formation of abstractconcepts and hypotheses
Test implications of ideas in new situations