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광렬 허
6 years ago
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1 SAS Korea / Professional Service Division

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4 Corporate Performance Management Definition ý... is a system that provides organizations with a method of measuring and aligning the organization strategy with business performance... is an integrated set of management processes linking strategy to operational execution.... provides a consistent, reliable, and meaningful methodology to assess and monitor short and longterm business performance (both financial and nonfinancial);and track progress in implementing key strategic initiatives. ý... process may drive changes in the business systems elements to provide the flexibility and adaptability to address a constantly changing business environment. 4

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8 ODS DW 8

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13 CPM (Corporate Performance Management) Do Plan See (ABC) ((BSC) 13

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20 ODS Dynamic BSC ODS 20

21 Strategy () BSC Balanced Scorecard Perspectives Financial Customer Internal Process Learning & Growth Perspectives () :,,, Objectives Profitable business growth Quality product from knowledgeable associate Improve factory quality Train & equip the workforce Objectives () Cause & Effect Linkage () Measures () Targets () Initiatives () BSC, Cause & Effect Linkage Measures Targets Profitability Revenue growth Operating income Sales vs. Last yr 20% increase 12% increase Initiatives Likes program Product quality Shopping experience Return rate Customer loyalty - Ever active % - # units Reduced by 50% each yr 60% 2.4 units Quality management program Customer loyalty program A class factories Line plan manageme nt % of merchandise from A factories Items in stock vs. plan 70% by yr 3 85% Corp. factory development program Factory relationship program Merchandise buying/planni ng skills % of strategic skills available Yr 1 50% Yr 3 75% Yr 5 90% Strategic skills program Merchants des KTFop 21

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24 ( vs. KPI, vs. KPI ) Map, Web Object 24

25 KPI SAS WebEIS 25

26 Factor Forecasting 26

27 Web Application(EIS,OLAP) Data Excel File 27

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38 - ABC - ABC What is spent? How resources are spent? 38

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41 Finance Customer Internal Innovation Overall EVA Revenue Growth Customer Satisfaction Market Share Associate Satisfaction Cultural Transformation Hit Rate Non-Direct Channel Revenue Marketing Marketing Cost/Cust. Customer Satisfaction Market Share Forecast Accuracy # of Distributors Trained Alternate Channel Rev. New Prod. Rev. Sales Sales Cost/Cust. Level of Discounting DSO # New Orders Reliability Rating # of Sales Calls Salesforce Knowledge Hit Rate After-market Harvesting Distribution Inventory Turns Days On-Hand Order Processing Time Inventory Management Inventory Excess Avoidance Purchase Order Prep. Time Advanced Inventory Management System Service Service Revenue Service Cost Customer Service Satisfaction Service Response Time Service Quality Service Time Reduced Service Cost/Existing Customer 41

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43 Utilization ACTION Decrease cost, Keep benefit : Efficiency 17% of Act 30% of Costs 20% of Act 52% of Costs Profit / Value : Profitability 4,100 3,900 3,700 3,500 3,300 3,100 30% of Act 7% of Costs 33% of Act 11% of Costs 2,900 2,700 2, Cons Cap ACTION Low priority ACTION Invest? Channel/Product combinations / Inbound Operation Mark / Sales Outbound Products / Services Branch/ Channel Markets / Customers Value A B C D Shareholder Value Capital Invested GROUP 2,250 3,200 43

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Oracle Apps Day_SEM

Oracle Apps Day_SEM Senior Consultant Application Sales Consulting Oracle Korea - 1. S = (P + R) x E S= P= R= E= Source : Strategy Execution, By Daniel M. Beall 2001 1. Strategy Formulation Sound Flawed Missed Opportunity