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ch13 slides - Strategy Balanced Scorecard and Strategic...

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13 - 1 Strategy, Balanced Scorecard, Strategy, Balanced Scorecard, and and Strategic Profitability Analysis Strategic Profitability Analysis Chapter 13 Chapter 13
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13 - 2 What is Strategy? Strategy describes how an organization matches its own capabilities with the opportunities in the marketplace to accomplish its overall objectives. Mission, Objectives, Strategies, Tactics Mission, Objectives, Strategies, Tactics Short Term (1-2 Years) / Long Term (5-7) Short Term (1-2 Years) / Long Term (5-7)
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13 - 3 What is Strategy? What is the focus of industry analysis? Competitors Potential entrants into the market Equivalent products Bargaining power of customers Bargaining power of input suppliers Size Capabilities Financial Patents Mfg Patents Know How Brand Equity Size Presence Growth Size Cost Eff
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13 - 4 Basic Strategies 1. Product differentiation 2. Cost leadership Profitable Growth
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13 - 5 Implementation of Strategy Management accountants design reports to help managers track progress in implementing strategy. ~~~~~ They are also being looked upon to develop and measure non-financial measures in addition to traditional ones Influence good financial decisions
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13 - 6 The Balanced Scorecard The scorecard measures an organization’s performance from a number perspectives such as: 1. Financial 2. Customer 3. Internal business processes 4. Learning and growth
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13 - 7 Re-engineering.
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13 - 8 Reengineering Reengineering is the fundamental rethinking of business processes delivery to achieve improvements in critical measures of performance such as cost, quality, service, speed, and customer satisfaction.
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13 - 9 Reengineering It is NOT doing things the same way and expecting different results Clean sheet of paper Benchmarking
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13 - 10 Reengineering Example Customers needs identified Purchase order issued Production scheduled Manufacturing completed Finished goods to inventory Quantities to be shipped matched against purchase order Shipping documents sent to Billing Department Invoice issued Customer payment follow up Dallas Co. order delivery system:
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13 - 11 Reengineering Example The following was determined: Frequently, there is a long waiting time before production begins in the manufacturing department. Sometimes items are held in inventory until a truck is available for shipment.
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13 - 12 Reengineering Example If the quantity shipped does not match the number of items requested by the customer, a special shipment must be scheduled. Dallas discovered that the many transfers across departments slowed down the process and created delays. A multifunctional team reengineered the order delivery process.
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13 - 13 Reengineering Example A customer relationship manager is responsible for each customer.
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