dm_csstd_dmk8_2

Customer targeting the wallet share and level of

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Unformatted text preview: : The wallet share and level of customer satisfaction in each tier indicate the degree of customer bonding with DMK International. In tier one and two, because of long-term relationships with these customer segments, outcome of six sigma activity in dedicated teams at clients (ACFT: At Customer For Customer) and the entire of process re-engineering are significant not only for OE perspective but also for CT perspective. In addition, since DMK International needs to reinforce its technological capability, especially in terms of system architecture, with consultants like Accenture, its profit share with complementors shows how it is able to provide enough total solutions to satisfy clients. Figure 3: Balanced Score Card Dimensions Balanced Scorecard Framework Company Financial Perspective (Shareholder Look) Business Process (Operational Effectiveness) Volume, revenue, earning, gross margin by tech. segment and/or market segment (actual vs. plan) Revenue and earnings by geographical segment (China, US &Japan) Revenue and earnings by business domain (Capital, Industrial & Government) Capacity utilization by engineer idle time Saving derived from six sigma productivity Six sigma GB/BB/MBB penetration Budget vs. plan (facility in China, US & Japan) Number of employees passing language tests Organizational Learning (Technology) Customer Perspective (Customer Targeting) •Percent of sales from new tech. domain by market segment •Training as percent of sales •ERP/CRM/Collabo ration Tool implementation timeline Customer market share by tier Profitability by customer tier Customer satisfaction by tier Balanced Score Card Dimensions (continued) Balanced Scorecard Framework Tier 1 Exclusive Partner Japanese companies requiring outsourcing of mainframe applications Financial Perspective (Shareholder Look) Business Process (Operational Effectiveness) Organizational Learning (Technology) Volume, revenue, earning, gross margin by individual clients. (actual vs. plan) Year...
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