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Welcome to class of Strategy Implementation (Balanced Scorecard) Dr. Satyendra Singh

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Welcome to class of Strategy Implementation (Balanced Scorecard) Dr. Satyendra Singh Professor, Marketing and International Business University of Winnipeg CANADA http://abem.uwinnipeg.ca s.singh@uwinnipeg.ca. Hierarchy of Company Statement. Lofty Precise. 2.

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Welcome to class of Strategy Implementation (Balanced Scorecard) Dr. Satyendra Singh

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  1. Welcome to class of • Strategy Implementation • (Balanced Scorecard) • Dr. Satyendra Singh • Professor, Marketing and International Business • University of Winnipeg • CANADA • http://abem.uwinnipeg.ca • s.singh@uwinnipeg.ca

  2. Hierarchy of Company Statement Lofty Precise 2

  3. Your strategy statement should be clear: Objective, Scope and Advantage 3

  4. Does this ad have a clear strategy statement? Objective: _______________________________ Scope: ___________________________________ Advantage:_______________________________ 4

  5. The Strategic Sweet Spot • The Spot enables a firm to meet customers’ needs (and competes) in a way that rivals cannot, given the environment/pressure in which it operates. 5

  6. OCEAN Strategy: Red versus Blue Blue Red In Blue: Rival or competition is irreverent Create new demand, new market… everything new! Innovation… Focus on value creation… 6

  7. BCG Matrix 7

  8. Porter 5 Forces -- Example 8

  9. We need to translate vision into strategy, implement it, and then measure its effectiveness by developing indicators or scores Balanced Scorecard (BSC) Strategic Themes 9

  10. BSC: Strategy Loop 10

  11. BSC: Strategy Map 11

  12. BSC: Indicators or Scores 12 Source: Learn.com

  13. Example of a Balanced Scorecard 13

  14. Example of a Balanced Scorecard… 14

  15. Example of a Balanced Scorecardof a Regional Airline 15

  16. Cascading the Scorecard Scorecard should be used at all levels of a firm 16

  17. Making strategy work is everyone’s job.Everybody in the firm should understand it.Use communications 17

  18. Communications Channels 18

  19. Not-for-Profit Strategy Map 19

  20. Profit versus Not-for-Profit Strategy Map • Customer  Client Elevated to the top • Scorecard is strongly mission-driven • Financial perspective supports BSC does not drive it • Internal processes create client results • Organizational/Workforce Effectiveness is more complex because of volunteers, limited resources 20

  21. Questions?

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