1、如何建立競爭力如何建立競爭力KPI2010年年12月月22日日兩個問題四大誤區六步心法何謂商業指標？ 關鍵績效指標關鍵績效指標 (KPI Key Performance Indicators) 是企業內重要的數量化指標。是企業內重要的數量化指標。 利利 潤潤現金收入現金收入 應收賬應收賬 生產成本生產成本 物料成本物料成本 營銷費用營銷費用其他費用其他費用 收入收入 產品銷售成本產品銷售成本 其他成本其他成本 -為什麼商業指標很重要？ KPI就如駕駛艙的儀表板，讓管理人員可以監察就如駕駛艙的儀表板，讓管理人員可以監察企業的運作和主要目標的達成情況企業的運作和主要目標的達成情況Dashboard

2、 Software 一種軟件工具，可以把主要的一種軟件工具，可以把主要的KPIs報告設計為儀報告設計為儀表板一般的畫面表板一般的畫面Dashboard Software (2)Dashboard Software (3)制定KPI的四大誤區 不以顧客為先聆聽客戶，聆聽客戶， 以客為本以客為本2.忘記了對手的存在今以君之下駟與彼上駟，取君上駟與彼中駟，取君中駟與彼下駟。 田忌賽馬田忌賽馬3往后看，不往前看落后指標落后指標領先指標領先指標 4假大空超英趕美？超英趕美？打造中國第一品牌？打造中國第一品牌？ 讓顧客百分之一百滿意？讓顧客百分之一百滿意？制定KPI的準則 以行業內第一流公司為典范，用KP

3、I去推動企業達到最高標準 KPI的制定是建基于客戶的要求和期望值。 根據客戶的要求， 每一個KPI應有不同的權重。 要與主要競爭對手比較企業自身在各項KPI的相對表現。 把公司資源投放在戰略上回報最大的改善項目上。六部心法?2. 進行客戶調進行客戶調查查3.制作戰制作戰略略矩陣矩陣4. 制定內部制定內部KPI5. 企業自我評企業自我評估估6. 訂立戰略訂立戰略計劃計劃1.找出與找出與行業典范行業典范的差距的差距Retail Scorecard Customer Survey SheetPosition MatrixInternal Performance MetricsSelf Assessm

4、entStrategic Plan7內部資料注意保密7 78 8% %以以上上員員工工清清楚楚的的了了解解外外服服貨貨運運的的核核心心競競爭爭力力，但但希希望望公公司司能能夠夠在在提提高高產產品品服服務務能能力力上上繼繼續續予予以以關關注注。企企業業戰戰略略第38頁機密文件，僅限項目內部使用問問題題之之二二：資資源源共共享享銷銷售售網網絡絡擴擴張張中中的的各各事事業業部部資資源源共共享享現現象象各事業部在全國網點的擴張各自規劃，沒有充分利用已有的資源，例如：杭州常溫產品代表處無法利用杭州保鮮產品銷售分公司已有的人事方面的服務廣州事業部的業務與其他事業部在許多省市（湖南、浙江等）發生沖突，互相競

5、爭常溫產品的銷售和促銷活動無法在保鮮渠道中有效的開展危危害害容易形成重復的職能設置，浪費公司的資源無法真正達到光明常溫產品在現代商超通路中銷售的目的形成內耗，難以發揮光明各事業部之間的銷售協同效應原原因因各事業部都以增加盈利、擴大規模為目的，相互配合不夠；對業務的協調沒有明確的責任部門進行管理利用保鮮現代零超渠道的原有目的與實際的考核方法有偏差僅簡單考核銷量而沒有結合渠道銷售考核建建議議在明確保鮮事業部與常溫事業部的合作中是作為現代商超渠道的提供者的前提下確定相應的合作方式和考核辦法如通過物流配合控制貨物的流向考核由現代商超渠道獲得的銷售收入制定明確的地域擴張原則、方法及組織支持在區域內共享支

6、持性的資源，如人事管理、會計等第一步 針對企業和行業典范的差距，設計一客戶調查1. 設計一列表如下 列出所有客戶關注的屬性(attribute), 根據屬性性質分類，這些屬性是行業典范具有的。2. 要求主要客戶對表上的每個屬性按重要性打分。3. 另外，客戶把他們對行業內供應商每一個屬性的平均期望值(表現）填在最后一列。4. 在每一個分類中選出最重要的三到五個屬性。這些屬性將會成為下一步客戶打分卡的重點。5. 每半年到一年重復這調查。Customer Scorecard QuestionnaireCustomer Name: Customer ADate: January 1, 20081234

7、567Supply allocation vs monthly forecast x x90%90%Order to arrival cycle timex x3 days3 daysOn time delivery against Request datex x98%98%Missing and damage percentagex x0.99%0.99%One complete shipment in one lotx x100%100%DOA Ratex x0.00001%0.00001%Field Failure Rate in terms of total volumex x3%3%

8、Service Center Coverage in 1st and 2nd tier city x x99%99%Service Center Coverage in 3rd and 4th tier city x x80%80%Repairing Turnaround Timex x5 working days5 working daysDummy Handsets Supplyx x1% of sell-in forecast1% of sell-in forecastProvide effective cooperative marketing programincluding det

9、ail product launch promotion & POPdistribution planx xMeet 60% of needMeet 60% of needImportanceExpected Service Level from an AverageSupplierNo. CategoryAttributesMarketing3Plan and Order1Service21.每個季度，舉行客戶打分卡調查。 利用從第一步選出來的屬性列表，要求客戶對企業和主要競爭對手按1到5級打分。2.匯總所有打分表，計算每一個屬性的平均分數。第二步 展開客戶打分卡調查1.依照打分卡結

10、果，建立競爭力位置矩陣。2.矩陣X-軸的位置是企業得分和平均分數的差異。以屬性1.3為例子，M 公司得分為2分，調查平均分是2.5分, M 公司比平均分低0.5 分(-0.5)。3.矩陣Y-軸為第一步調查中，客戶對于該屬性所賦予的重要性。以1.3為例子, 客戶認為重要性是6.第三步競爭力位置矩陣Competitive DisadvantageCompetitive ParityCompetitive AdvantageMajor Strength主要長項Major Weakness主要弱項Minor Weakness次要弱項Minor Strength次要長項Importance重要性1357

11、-3-1+1+3企業得分和調查平均分的差異1.12.22.11.21.42.31.32.41. 對應每一個屬性, 制定對應的內部的KPI。 2. 每一個KPI需要是可量化的；可以有客觀評估的。KPI分為1到7級的水平。中間值為第4級。第4級的標準是第一步客戶調查中客戶對供應商平均水平的期待值。以屬性1.3為例, 客戶期待準時到貨率應達到98%。第四步 制定內部 KPI 1.每個月或每個季度，對每一項的內部指標自我評分 （從1到7分）2.將打分結果按X-軸的尺度投放在以下的 自我評估矩陣自我評估矩陣 （Self Assessment Matrix）內內 第五步 自我評估矩陣 Maintain/I

12、mproveDefinitely ImproveMinor Weakness次要弱點Minor Strength次要實力Importance對客戶的重要性1357ImproveImproveMaintainReduce/MaintainReduce/MaintainReduce/Maintain/MaintainInternal Performance Measurement against customers expectation自我評分1.12.53.31.33.42.613571.2CaseCompetitive PositionInternal PerformanceImportan

13、ceStrategy1.High HighHighMajor strength and also a significant edge of M company. Maintain the performance to ensure it remains as a strength of M company. 2.HighHighAverageMajor strength that differentiates M company from competitors but customers may not recognize this. Promote benefits of this st

14、rength or explore the value that could add to customers with this attribute.3.HighHighLowAhead of competitors and also a significant strength of M company. But not the focus of customers, maintain performance.4.Average HighHighAlready above customer expectation but the not the best in the market. Pu

15、sh performance by setting higher performance target to make it a competitive edge of M company.5.AverageHighAverageAlready above customer expectation but not the best in the market. Improve or maintain depending on resource.6.AverageHighLowAlready above customer expectation. Not a focus of customers

16、. Reduce or maintain performance level depending on resource.7.HighLowHighAhead of competitors however customers expectation is high. Improve performance to meet target so that it would become a strength of M company.8.HighLowAverageAhead of competitors however customers expectation is high. Push pe

17、rformance to meet standard required by customers. 9.HighLowLowAhead of competitors however customers expectation is high. However, this attribute is not customers focus, improve performance if resource allowed.1.對于每一個屬性，根據前面的自我評估矩陣 (Self Assessment Matrix) 和 競爭力位置矩陣（Competitive Position Matrix), 參照一

18、下的決策表制定行動計劃。第六步 戰略定位和改善計劃 (1) 第六步 戰略定位和改善計劃 (2) Behind competitor and customers expectation. Need Improvement on performance but priority is low. Depend on efforts and resource.LowLowLow18.Behind competitor and customers expectation and is considered as a yellow flag (weakness) for Motorola. We are

19、not meeting customers expectation. Need to put priority on performance improvement in consideration of resources and efforts.AverageLowLow17.Behind competitor and customers expectation. It is a red flag (major weakness) for Motorola as customers rate this an important attribute. Need to put highest

20、priority on performance improvement.HighLowLow 16.Meet customer expectation and on par with competitors. Not a focus of customers. Reduce or maintain depending on resource.LowAverageAverage15.Meet customer expectation and on par with competitors. Marginal return not significant. Improve or Maintain

21、depending on resource.AverageAverageAverage14.Meet customer expectation and on par with competitors. Push performance by setting higher performance target could make this attribute an competitive edge for Motorola.HighAverageAverage13.AverageAverageAverageInternal PerformanceHighHighHighCompetitive

22、PositionA strength that differentiates Motorola from other competitors but there is still a gap from customers expectation. However, this dimension is not customers focus, maintain performance or improve if resource allowed.Low12.A strength that differentiates Motorola from other competitors. On one

23、 hand, improve the performance to exceed customers expectation. On the other hand, promote benefits of this strength and explore the value that could add to customers with this attribute.Average11.Major strength that differentiates Motorola from other competitors. But customer expectation is also hi

24、gh. Put priority on performance improvement to exceed customers expectation and make it a significant competitive edge.High10.StrategyImportanceCaseBehind competitor and customers expectation. Need Improvement on performance but priority is low. Depend on efforts and resource.LowLowLow18.Behind comp

25、etitor and customers expectation and is considered as a yellow flag (weakness) for Motorola. We are not meeting customers expectation. Need to put priority on performance improvement in consideration of resources and efforts.AverageLowLow17.Behind competitor and customers expectation. It is a red fl

26、ag (major weakness) for Motorola as customers rate this an important attribute. Need to put highest priority on performance improvement.HighLowLow 16.Meet customer expectation and on par with competitors. Not a focus of customers. Reduce or maintain depending on resource.LowAverageAverage15.Meet cus

27、tomer expectation and on par with competitors. Marginal return not significant. Improve or Maintain depending on resource.AverageAverageAverage14.Meet customer expectation and on par with competitors. Push performance by setting higher performance target could make this attribute an competitive edge

28、 for Motorola.HighAverageAverage13.AverageAverageAverageInternal PerformanceHighHighHighCompetitive PositionA strength that differentiates Motorola from other competitors but there is still a gap from customers expectation. However, this dimension is not customers focus, maintain performance or impr

29、ove if resource allowed.Low12.A strength that differentiates Motorola from other competitors. On one hand, improve the performance to exceed customers expectation. On the other hand, promote benefits of this strength and explore the value that could add to customers with this attribute.Average11.Maj

30、or strength that differentiates Motorola from other competitors. But customer expectation is also high. Put priority on performance improvement to exceed customers expectation and make it a significant competitive edge.High10.StrategyImportanceCaseOn par with competitors. Maintain or improve perform

31、ance in consideration of efforts and resources required.LowLowAverage24.On par with competitors but far below customers expectation. Push performance to exceed competitors and meet customers expectation.AverageLowAverage23.On par with competitors but far below customers expectation. Focused variable

32、s for performance improvement for creating a competitive edge for Motorola.HighLowAverage22.Behind competitors (probably one of their strengths) but just meet customersexpectation. Maintain or set higher performance standard depending on resources and efforts.LowAverageLow27.Behind competitors (prob

33、ably one of their strengths) and just meet customers expectation. Maintain or set higher performance standard to catch up competitors in consideration of resources and efforts.AverageAverageLow26.Behind competitors (probably one of their strengths) but just meet customersexpectation. Set higher perf

34、ormance standard to catch up with competitors.HighAverageLow25.HighHighHighInternal PerformanceLowLow LowCompetitive PositionBehind competitors (probably their major strength) and it is a major weakness of Motorola. Maintain or set a higher target depending on efforts and resources as the marginal r

35、eturn is not high.Low21.Behind competitors (probably their major strength) and it is a major weakness of Motorola. Need to reset performance standard and make significant improvement to catch up with competitors if resource is available.Average20.Behind competitors (probably their major strength) an

36、d it is a major weakness of Motorola. Need to reset to higher performance standard and make significant improvement to catch up with competitors.High19.StrategyImportanceCaseOn par with competitors. Maintain or improve performance in consideration of efforts and resources required.LowLowAverage24.On

37、 par with competitors but far below customers expectation. Push performance to exceed competitors and meet customers expectation.AverageLowAverage23.On par with competitors but far below customers expectation. Focused variables for performance improvement for creating a competitive edge for Motorola.HighLowAverage22.Behind competitors (probably one of their strengths) but just meet customersexpectation. Maintain or set higher performance standard depending on resources and efforts.LowAverageLow27.Behind competitors (probably one of their