Modern development of business modeling in marketing
Most innovative modern developments in the field of strategic management pay special attention to a balanced scorecard (BSC) system (Figure 4.18).
A balanced scorecard is one of the tools for specifying, presenting and implementing a strategy. This concept helps to increase the likelihood of implementation of the planned strategy and an adequate assessment of the potential value of the company.
The concept is based on the idea that when measuring performance of a company (performance measurement) it is necessary to take into account various aspects of business, for example, finances, customers or processes (in their totality).
With the appropriate selection of goals and indicators, she explains the basic strategic orientation of the company and presents it in a measurable form. At the same time, a balanced system of indicators contributes to the improvement of the motivation system, since the goals formulated for the employees influence their behavior. With the proper selection of operational goals, employees begin to understand their contribution to the strategic goals of the company, thereby increasing the likelihood of implementing the strategy.
Strategic goals are developed on the basis of the existing vision and strategy and have the status of crucial and key objectives of the company.
In order to plan and ensure the process of achieving the goals, for each of them, appropriate financial and non-financial indicators are developed, which, in turn, determine the target and actual values. Achievement of the developed goals is designed to ensure the implementation of strategic activities. For each strategic event, the terms of its implementation, budget and clear responsibility are determined.
In order for the enterprise and its individual organizational units to follow a coherent strategic orientation, four main stages stand out (see Figure 4.19). The first stage - translating vision and strategy into a balanced goal system - is designed to help management identify the right strategy and translate this strategy into a model that allows you to implement the chosen strategy, i.e. in the model of a balanced system of indicators. The second stage is communication and further specification of the strategy. The strategy is transferred to the lower levels of the organizational hierarchy, where it is subjected to additional clarification. The third stage is the transformation of strategy into plans. Using a balanced scorecard, organizational resources are distributed, with a focus on the strategy developed. The fourth stage - training and adaptation - is devoted to the analysis and rethinking of the achieved results.
Fig. 4.19. The strategic management system in the BSC
Thanks to this approach, a strategic learning process becomes possible that goes beyond the consideration of only financial goals and indicators. In Fig. 4.20 clearly shows the calculation of the performance index.
As the main criteria for strategic competitiveness can be distinguished:
• the degree of achievement of the set goals for each of the factors of competitiveness for a certain time interval;
• the level of gap between planned and actual indicators for each of the factors of competitiveness for a certain time interval;
• the degree of influence of each of the factors of competitiveness for a certain time interval on overall competitiveness.
Ideally, the degree of achievement of the goal should be equal to one (i (G = 1), however, in practice it can be either larger or less than one.
In addition, the levels of gap between planned and actual indicators for each of the factors of BSC competitiveness for a certain time interval can be divided into three main categories: red, yellow and green (Table 4.2).
Fig. 4.20. Calculating the performance index
Gap Level Values
Up to 75
Up to 90
Up to 91
The issue of this perspective is "Finance" It sounds like this: "What are the goals we must set for ourselves based on the financial expectations of our founders and investors?" This perspective allows, at least in profit-oriented companies, to measure the success or failure of a strategy. The outlook contains goals and indicators that reflect the financial result of implementing the company's strategy. Perspective Finance gives an answer to the question: "Is the ultimate goal of doing business - profit in the long run?"
Perspective Question Clients it sounds like this: "What goals should we put in relation to the structure and requirements of our customers to ensure that our financial goals are met?"
Within the framework of this perspective, on the one hand, it is about how the company positions itself in the market, and on the other - about how customers perceive the goods/services of the company.
Perspective question Processes It sounds like this: "What goals should we set for our processes to ensure that the goals are achieved in the perspectives of" Finances "and" Customers "?
Perspective Processes determines what and what processes need to be achieved in order to ensure the achievement of the goals formulated
in Outlook Finance and Clients & quot ;. In this case, it is not a question of enumerating all the company's processes, but of focusing on processes critical for the successful implementation of the strategy.
Perspective question Potential it sounds like this: "What are the goals for our potential we need to deliver in order to meet today's and future requirements?"
Outlook goals Potential concern the development of a strategically necessary infrastructure. The resources of this perspective are employees, knowledge, innovation, innovation and creativity, technology, information and information systems (Figure 4.21).
Fig. 4.21. Success Potentials and standards of competition
The best methods are quickly reproduced and repeated by others. Competitors can quickly copy management methods, new technologies or outstanding forms of customer satisfaction. To this end, the strategic management determines the success factors with which the company is going to confront its competitors. In this regard, we are talking about the creation and development of the "potentials of success" or key success factors in competition.
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