Rangkuman strategy maps ch. 1

Since Robert S. Kaplan and David P. Norton announced the concepts and contents of “Balance Score Card” in 199! lots of or"ani#ations appl$ appl$ this this s$ s$st ste% e% and and have have so%e so%e conc concrrete ete resul esults ts.. &his &his s$ s$st ste% e% %easures and discusses %ore fro% the 'nancial points of vie(s. &hose data base s$ste%! custo%er relationship %aintenance! product )ualit$ i%prove%ent! or production feedbac* process etc. are all listed as the e+penses in that happenin" period. ,n the other hand! 'nancial report s$st s$ ste% e% coul could d not not be eval evaluat uated ed and and %ana %ana"e "ed d the the valu values es of thos those e intan"ible assets that the or"ani#ation (ould li*e to create and reenforce. Strate Strate"$ "$ ap is an e+ten e+tensio sion n %ana"e %ana"e%en %entt tool tool that that or"ani or"ani#at #ation ions s coul could d use (ith (ith the the Bala Balanc nce e Scor Score e Car Card s$ s$st ste% e%.. /ccor ccordi din" n" to the the authors0 de'nition! “/ “/ Strate"$ ap is a dia"ra% that describes ho( an or"ani#ation creates value b$ connectin" strate"ic obectives in e+plicit cost-and-e2ect relationship (ith each other in the four BSC obectives 3'nancial! 3'nancial! custo%er! custo%er! processe processes! s! learnin" learnin" and "ro(th4” "ro(th4”.. 3Refer 3Reference5 ence5 Kaplan 6 Norton! 7784

Four Perspectives Strate"$ ap is “connectin"” the strate"ic obectives (hich Balance Score Card %entioned! the four perspectives. &herefore! the 'rst step of 'ndi 'ndin" n" out out the the pict pictur ure e of Stra Strate te"$ "$ ap ap is to iden identi tif$ f$ the the four four pers perspe pect ctiv ives es for for su surre. n :i"ur i"ure e ! it sh sho( o(s s the the basi basic c te%p te%pla late te of  Strate"$ ap.

Financial Perspective  &he %ost i%portant thin" of a pro't or"ani#ation is the shareholder value. &hat0s (h$ Balance Score Card has this perspective and Strate"$ ap puts it on the top of its four perspectives to sho( the perfor%ance of the operations. t loo*s at creatin" lon" ter% shareholder value! and builds fro% a productivit$ strate"$ of i%provin" cost structure and asset utili#ation and a "ro(th strate"$ of e+pandin" opportunities and enhancin" custo%er value.

Customer Perspective  &o re%ind the %ana"e%ent has to focus on its tar"eted custo%er se"%ents! custo%er perspective has four ele%ents! product! service attributes! relationship and i%a"e! to help the %ana"e%ent tea% to create the di2erentiated and sustainable custo%er values.

Internal Perspective /fter the 'nancial perspective identi'es the or"ani#ation0s pro'tabilit$ "oals! and the custo%er perspective sets up the custo%er value! it (ill need to have the speci'c internal perspective to e+ecute the strate"ic activities.

 &here are four di2erent sub-process "roups co%pose the (hole internal process5 •

,peration

ana"e%ent

Process5

the

process

about

the

•

production and deliver$ of product and custo%er services. Custo%er ana"e%ent Process5 the process about build up custo%er relationship and the levera"e. &here are four basic processes that %ana"ers could use 5 1. Custo%er selection5 choose the custo%er "roups that co%pan$ (ould li*e to tar"et at and create values for these special custo%ers. Build up the brand i%a"es for co%pan$0s products and services for the%. . Custo%er /c)uisition5 transfer the co%pan$0s %essa"es to the potential custo%ers in the speci'c %ar*et and transfor% the% into clients. 8. Custo%er aintenance5 throu"h "uarantee the product )ualit$ and continuous product i%prove%ents to transfer custo%ers into ravin" fans that have hi"h satisfactions. ;.
the

custo%ers! build up the relationships! create the preference of tar"et custo%ers0 bu$in" activities and increase the shares in custo%ers0 %ind in the lon" run. •

nnovation Process5 the process about ne( product! service! process and relationship develop%ents.

•

Re"ulator$ and Social Process5 the process of follo(in" the re"ulations and %eetin" the social e+pectations to build up a stron" co%%unit$. =ach sub-process "roup could be separated into hundreds of 

s%all processes that could create values in certain (a$s. /nd so%e particular processes (ould have the strate"ic %eanin" and create the *e$ results. &hose speci'c processes are called strate"ic the%es.  &herefore! %ana"ers need to 'nd out the strate"ic the%es and %a*e sure the dail$ obs are done (ithin the the%es.

Learning and Growth Perspective  &he fourth perspective is about the intan"ible assets that an or"ani#ation has and ho( these assets %i"ht in>uence the value creation of the business unit. /ccordin" to the research data! t(o thirds of or"ani#ations did not inte"rate their intan"ible assets and (aste the invest%ents in the%. &his perspective has three parts that (ould help %ana"ers to inte"rate intan"ible assets into tan"ible outco%es. •

?u%an Capital5 it includes the e%plo$ees0 s*ills! abilities and the

•

*no(led"e. nfor%ation Capital5 it contains t(o %ain parts. infrastructure could be departed into ph$sical o  &echnolo"$ o

hard(are and the s*ills and *no(led"e of & %ana"e%ent. nfor%ation capital applications are co%posed b$ three subcate"ories5 1. &ransaction processin" application! such as the enterprise re)uire%ents

plannin"!

=RP

s$ste%!

that

could

auto%aticall$ operate the basic and repeatable obs. . /nal$tics application! that anal$#es! e+plains! and shares the infor%ation and *no(led"e. 8. &ransfor%ational application! used to chan"e the current operation %odels. ,r"ani#ation Capital5 it obtains culture! leadership! tea% (or* 6 *no(led"e sharin"! and ali"n%ent. n brief! Strate"$ ap (ill help the or"ani#ation to “build up the te%plate”! “'nd out the the%es” and “have an inte"rated strate"ic structure to operate dail$”.t (ill help %ana"ers to levera"e the po(er of intan"ible assets to create the bi""est value to custo%ers! shareholders and its co%%unit$.