ผู้เขียนอยากให้ผู้บริหารธุรกิจ นักกลยุทธ นักการตลาด ได้เห็นภาพรวมของกลยุทธระดับธุรกิจที่เชื่อมกับกลยุทธแบรนด์พอร ์ตโฟริโอ ถ้าจะอธิบายให้เข้าใจง่ายๆ นั้นมีหลักอยู่ 2-3 อย่างด้วยกัน อย่างแรก การคิดเชิงกลยุทธ ซึ่งเป็นเรื่องเกี่ยวกับวิสัยทัศน์ ภารกิจ เป้าหมายแล้วใช้ Balanced Scorecard & KPIs แปลความไปสู่กลยุทธ ตรงนี้เองที่นักการตลาดจะพูดถึงแบรนด์ในมิติที่เกี่ยวกับวิสัยท ัศน์และคุณค่าของแบรนด์ อันจะนำไปสู่วัตถุประสงค์ของแบรนด์พอร์ตโฟลิโอ เช่น Synergy‚ Leverage‚ Relevance‚ Strong Brands‚ Clarity อย่างที่สอง เมื่อสามารถพิจารณากลยุทธธุรกิจ
Premium Brand Strategic management Balanced scorecard
REPORT July 2002 Use the Balanced Scorecard to Execute CRM Strategy Viewpoint CRM is all about vision‚ strategy and implementation. Too many companies lead with technology‚ and fail. Changing behaviors and processes are key to implementing strategy. A Balanced Scorecard makes change manageable. Dynamics • Competitive pressures are driving companies to invest in CRM‚ even though 50% to 90% of CRM initiatives fail. The primary cause of failure is the inability to develop and effectively
Premium Customer relationship management Balanced scorecard Strategic management
Smith Liberty University March 7‚ 2014 Table of Contents I. Abstract II. Organizational Setting III. Key Concepts a. Quality b. Total Quality Management c. Innovation d. Strategy Map e. Balanced Scorecard f. Six Sigma g. Bench Marking h. Inventory Management IV. Conclusion V. References Abstract The main purpose of the Integrative Learning Project (ILP) is to introduce an authentic or fabricated company/industry
Premium Management Quality assurance Strategy map
The Balanced Scorecard (BSC) model proposed by Kaplan and Norton (1992) has received the largest attention during the last twenty years and has proven to be a successful model in various industries (Taticchi et al.‚ 2012). The BSC provides a holistic view of the organization based on a balanced set of measures from four im-portant perspectives: financial‚ customer‚ internal business and innovation
Premium Strategic management Balanced scorecard Measurement
1. Explain how the Voice of the Employee supports improved internal processes (Voice of the Business)‚ and how the Voice of the Business supports customer satisfaction (Voice of the Customer). First of all‚ Voice of the employee is the needs‚ desires‚ hopes and preferences of all employees within an organization. For example‚ health care‚ wages and some other benefits are the voice from the employees; it is something that employees ask from employer. Secondly‚ The Voice of the business is a summary
Premium Strategic management Balanced scorecard Management
Introduction This case is an extension of Analog Devices‚ Inc. (A) The company continued to use the advanced format of scorecards to evaluate the performance. The company again faced a new challenge of effectively utilizing the corporate scorecard in a faster pace‚ more dynamic‚ and more complex market environment. In 2001‚ the company faced topline growth rate of 78 percent‚ growing from $1.5B to $2.6B.The company expanded itself by introducing a lot of new products in the market. The company adapted
Premium Management Balanced scorecard Change
Verizon Communications‚ Inc. Implementing a Human Resources Balanced Scorecard. RESUME CASE MM 5002 PEOPLE IN ORGANIZATION Suri Melinda Hutagalung 29113123 MASTER OF BUSINESS ADMINISTRATION SCHOOL OF BUSINESS AND MANAGEMENT INSTITUT TEKNOLOGI BANDUNG 2014 PROBLEM DEFINITION The Problem Definition of this case is: 1. Employee turnover (job security). 2. Quality of customer service. 3. The absence of quantitative model (relation money and performance)
Premium Management Balanced scorecard Strategic management
combined balanced scorecard (BSC) and fuzzy AHP; and (3) it explored practical application and illustrated the efficacy of the procedures and algorithms. It used a real-world case study in a large steel manufacturing company to present the applicability of the system. Finding SBU priorities would help the corporations to develop strategies and policies to manage and improve SBU performance. Keywords Strategic business unit Á Innovation performance management Á SBU performance Á Balanced scorecard Á Fuzzy
Premium Balanced scorecard Fuzzy logic Decision theory
CHAPTER 13 STRATEGY‚ BALANCED SCORECARD‚ AND STRATEGIC PROFITABILITY ANALYSIS Solution Exhibit 13-16A Customer Preference Map for Corrugated Boxes 3. Measures that we would expect to see on a La Quinta’s balanced scorecard for 2009 are Financial Perspective (1) Operating income from productivity gain‚ (2) operating income from growth‚ (3) cost reductions in key areas. These measures evaluate whether La Quinta has successfully reduced costs and generated growth through cost leadership
Premium Balanced scorecard Revenue Costs
several members to the board of directors; conducted an on-boarding training for the members; and established five board committees to steer and oversee the organization (personal communication‚ January 30‚ 2018). The five committees utilize the scorecard measures as evidence of success for the agency’s objectives. Likewise‚ these indicators will be matched with data sources so that the evaluation methodology can be driven by the
Premium Management Strategic management Balanced scorecard