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

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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