Customizing your strategy map to your strategy STRATEGY

Customizing your strategy map to your strategy STRATEGY MAPS Kaplan/Norton 報告者: 陳春琴 1

價值鍊-策略應用的原則 Figure 11 -1 creating value across the supply chain Customer willingness to pay price Cost: amount paid to employees and supplier Suppliers’ cost (or opportunity cost) Total value created 相 對 強 勢 及 抗 衡 力 量 Value captured by customers Value captured by company Value captured by suppliers Building strategies and strategy maps, 321頁 4

Figure 11 -2 Strategy Map Template: Low Total Cost Financial Perspective Long-Term Shareholder Value Productivity Strategy Become Industry Cost Leader Customer Perspective Learning and Growth Perspective Revenues from New Customers Maximize Use of Existing Assets Increase Customers’ Account Share “Offer Products and Services That Are Consistent, Timely and Low-Cost” Lowest-Cost (Highest-Profit) Supplier Perfect Quality Operational Management Internal Perspective Revenue Growth Strategy Outstanding Supplier Relationships Produce Goods and Services: Cost, Quality and Time Efficient, Timely Distribution Manage Risk Speedy Purchase Customer Management Provide Convenient Order-Handling Processes Provide Ongoing Service Provide Desired Variety of Products/ Services Appropriate Selection Innovation Regulatory and Social Process Innovation Avoid Environmental And Safety Incidents Manage Capital Projects Contribute to Communities A Capable, Motivated and Technologically Enabled Workforce Human Capital Six Sigma/TQM Process Improvement Capabilities Information Capital Create Electronic Supplier and Customer Relationships “Better, Faster Cheaper”; Process Improvement Organization Capital Facilitate Knowledge Sharing and Replicating Best Practice 8 Building strategies and strategy maps, 324頁

Figure 11 -3 Strategy Map Template: Product Leadership Long-Term Shareholder Value Financial Perspective Productivity Strategy Revenue Growth Strategy Revenues from New Customers Manage Total Life-Cycle Product Costs Customer Perspective “Products and Services That Expand Existing Performance Boundaries into Highly Desirable” High-Performance Products: Smaller, Faster, Lighter, Cooler, More Accurate, More Storage, Brighter…… First to Market Operational Management Internal Perspective Learning and Growth Perspective Gross Margins: New Products New Customer Segments Customer Management Innovation Regulatory and Social Flexible Robust Processes Rapid Introduction of New Product Execute Customers about Complex New Products/Services Disciplined, High-Performance Product Development Minimize Product Liability and Environment Impact Supply Capacity for Rapid Growth In-line Experimentation and Improvement Capture Customer Idea for New Products/Services Product Development Time: From Idea to Market Contribute to Communities “Find, Motivate, Grow and Retain the Best Talent” A Capable, Motivated and Technologically Enabled Workforce Human Capital Deep Functional Expertise Creative, Versatile Employees; Crossfunctional Teamwork Information Capital Virtual Product Prototyping and Simulation Computer-Aided Design and Manufacturing (CAD/CAM) Organization Capital Creativity, Innovation 11 Building strategies and strategy maps, 327頁

Figure 11 -4 Strategy Map Template: Complete Customer Solutions Long-Term Shareholder Value Financial Perspective Productivity Strategy Reduce Cist to Serve Customer Perspective Revenue Growth Strategy Learning and Growth Perspective Increase Account Share with Customers “Provide the Best Total Solution to Our Customers” Quality of Solutions Provided to Customers Number of Products/Services Per Customer Operational Management Internal Perspective Revenues from New Customers Maximize Use of Existing Assets Deliver Broad Product/ Service Line Customize Product/Service Offering Customer Lifetime Profitability Customer Retention Customer Management Innovation Regulatory and Social Create Customized Solutions Deliver Results for Customers Identify New Opportunities to serve customers Gain Regulatory Approval for New Offerings Develop Knowledge about Customers Build Strong Customer Relationships Anticipate Future Customer Needs Contribute to Communities Create Network of Suppliers for Extended Product/ Service Capabilities A Capable, Motivated and Technologically Enabled Workforce Human Capital Employees Who Create Success For Customers Broad Set of Skills Useful for Customers Information Capital Customer Databases CRM and Data Mining Capabilities Organization Capital Transfer Knowledge From Leading-Edge Clients Customer. Focused 14 Building strategies and strategy maps, 331頁

Figure 11 -5 Lock-in Strategy Map Template Financial Perspective Long-Term Shareholder Value Productivity Strategy Revenue Growth Strategy Lower-Cost of Entry. Level Product End-User Customer Perspective Internal Perspective Learning and Growth Perspective Offer Board Selection and Convenient Access Provide a Widely Used Standard Manage Operations Manage Complementors Reliable Access and Ease of Use for C&C Provide Capacity for Proprietary Product/Service Complementors’ Investment in Proprietary Product Provide Services and Benefits to Complementors Human Capital Develop skills That Enhance the Proprietary Product and Standard Complementors Provide Innovation on a stable Platform Attract/Retain New Complementors Revenues from Third-Party Access To Customers Revenues from Secondary Product/Services Revenues from New Customers Provide Convenient Distribution Channel Manage Customer Relationships Create Awareness Reduce New Customers’ Search Costs Influence Switching Costs of Existing and Potential Customers Provide Large Customer Base Lower Potential Customers’ Switching Costs Increase Breadth/ Application of Standard Improve Functionality While Maintaining Backward Compatibility Information Capital Expand Knowledge of Customers’ Behavior Manage Social and Regulatory Processes Innovate Develop and Enhance Proprietary Standard Provide convenient Platform for Customers and Complementors Offer Easy-to. Use Platform and Standard Defend Proprietary Position Expand Use of Standard in Communities Organization Capital Deliver Benefits to Customers and Complementors 21 Building strategies and strategy maps, 337頁

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BOISE的組織合併重整策略 (ONE BOISE) 36

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THOMSON FINANCIAL(ONE TF)策略 39

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