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
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The Calleeta Corporation May 15‚ 2011 HRM 520 Identify three key business issues facing Jan‚ Calletta’s CEO. As Calletta’s CEO‚ Jan is facing a number of problems such as: lack of support from board members/investors‚ increasing employee costs‚ and protests against Calletta’s offshore facilities due to the growing concern of working conditions. Jan key issue on hand is the lack of support from board members and investors. Board Members and investors right now are not supporting Jan or her proposal
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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 to research
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areas of improvement and making recommendations for senior management. 2.0 – Performance Management in TESCO TESCO has employed a system called the TESCO steering wheel to handle performance measurement. This process is similar to the balanced scorecard created by Norton and Kaplan. The TESCO steering wheel was implemented in the late 1990’s and served as part of the critical expansion that
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Under CEO‚ Jeffrey Immelt leadership and cultural integration GE is committed to achieving worldwide leadership in each of its businesses. To achieve that leadership‚ GE’s ongoing business strategy centers on five key growth initiatives: Technical Leadership; Services; Customer Focus; Growth Platforms; and Globalization. GE is committed to leadership in the "next generation" of technology. It’s well-positioned to drive growth for the future with technical excellence in each business by developing
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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
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Aspect of Company Performance Factors to be Considered Organizational Goal (per quarter) Actual Performance (most recent quarter) GAPS Financial Quarterly Profit Results Inventory Turnover (rate of product manufactured in that quarter sold within 1-2 months) $20‚000 90% $25‚000 110% Quarterly profits were higher than anticipated ($25‚000 versus $20‚000)‚ as was inventory turnover rate (110% versus 90%). Customer Customer Satisfaction Rate Customer Recommendation Rate (rate of new business
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Introduction As a manager you always have to work hard to keep yourself up to date on what is happening in and out of your business‚ always have to look at internal and external factors. This assignment talks about how a manager must apply his strategies in a workplace. It discusses the Harley-Davison company on how it can improve and innovative in order to be always ahead of their competitors. GJ de J Cronje‚ M J Vrba‚ PJ Smith‚T Brevis (2007:203) state‚ every organisation faces change. Change
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The Balanced Scorecard at Philips Electronics By Andra Gumbus and Bridget Lyons Strategic Finance It’s used to align company vision‚ focus employees on how they fit into the big picture‚ and educate them on what drives the business. When a management tool becomes popular‚ it’s only logical to question whether it’s a fad or the future. One performance measurement tool—the balanced scorecard (BSC)—has broad appeal. Approximately 50% of Fortune 1‚000 companies in North America and about 40%
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CHAPTER 16 GENERAL LEDGER AND REPORTING SYSTEM SUGGESTED ANSWERS TO DISCUSSION QUESTIONS 16.1 Although XBRL facilitates the electronic exchange of financial information‚ some external users do not think it goes far enough. They would like access to the entire general ledger‚ not just to XBRL-tagged financial reports that summarize general ledger accounts. Should companies provide external users with such access? Why or why not? No‚ companies should not provide access to their general ledger
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