An organization's vision is a long-term oriented statement. Vision is related to seeing, that is, to "looking" at social trends and their evolution, and how markets will change, this with regard to an external perspective; Regarding an internal perspective, imagine how the company will adapt to these trends and social changes and also how the company will influence them or directly create them.

The mission of an organization focuses on the “internal”, the reason for the organization's existence, the basic purpose towards which its activities aim, and the values ​​that guide the activities of its employees.

The mission is linked to the core values. They also describe how to compete and generate customer value. The mission answers the question: what needs to be done to achieve the firm's vision.

The main differences between mission and vision are:

A 'strategy' involves choosing a set of activities in which the organization will excel to create a sustained difference. The 'strategic map' is related to a macro view of the strategies followed by the organization.

Kaplan and Norton discuss an important notion, the value proposition. The concept is based on earlier work by Michael Porter, an influential economist and business theorist. The value proposition is the mix of convenience, quality, price, service and guarantee that the organization offers its customers. The value proposition aims to target certain customers, that is, it has a certain target market (also known as Target Market, or target segment). Kaplan and Norton talk about four broad classes of value propositions:.

As the evolution of commercial techniques and the development of institutes that ensure healthy economic competition have taken effect, the development of value propositions has evolved to recognize the exercise of freedom of choice of the target group, both to choose between competitive products, and to decide whether to enter a category or not. Therefore, in dialogue and strategic development they move from coercion to conviction and from captivity to loyalty.

Contenido

Un hecho crucial señalado por Kaplan y Norton es que la naturaleza de la propuesta de valor determina el tipo de proceso interno en el que hay que enfocarse.

La correspondencia aproximada entre la propuesta de valor primaria y la perspectiva primaria del proceso interno es la siguiente:.

Operations management process

There are four main classes of processes:

The effort that must be made to reduce the delivery time perceived by the customer, from when the order is placed until delivery at their door, and not only reduce the manufacturing time.

Customer management process

As mentioned above, the customer management process has the following four components:.

Ideally, a company would want to classify customers based on the nature of the relationships they seek with the company.

The classification can be based on the following parameters:.

In practice, when customers are dispersed over a large consumer market, the following indicators are used:.

Based on this classification, the company can decide on target segments and on segments it does not want to cultivate.

Customer retention is important because retaining a customer has a higher return on investment than acquiring a new customer.

Customer development involves customer participation, helping to create a feeling of belonging.

Innovation Process

There are four important processes:

The design and development of new projects consists of the following stages:

The product development process has been compared by many authors to a funnel. In the initial stages, the project has maximum flexibility. As it develops, it becomes narrower and narrower as alternatives are ruled out.

Social and regulatory process

In the era of environmental awareness, companies are trying to understand the externalities of their activities. This is important in two ways:

There are four dimensions to social and regulatory processes:

Many large corporations have established foundations whereby money is systematically directed toward established organizations in the community.

Porter and Kramer have proposed the theory that companies should invest in order to improve their competitive context.

Both identify four elements of a competitive context that companies can influence with philanthropic activities:

Aunque los activos intangibles de una organización son los medios más poderosos para efectuar cambios permanentes en la organización, la idea de los mapas estratégicos es planear de manera top down -- comenzar con las necesidades de las perspectivas más altas y trabajar hacia abajo para determinar lo que se requiere a nivel humano, de información y finalmente de organización.

Human capital

Kaplan and Norton outline the following “multi-step” strategy for improving human capital:.

Information capital

There are three areas:

Organizational capital

It has the following four elements:

An organization's vision is a long-term oriented statement. Vision is related to seeing, that is, to "looking" at social trends and their evolution, and how markets will change, this with regard to an external perspective; Regarding an internal perspective, imagine how the company will adapt to these trends and social changes and also how the company will influence them or directly create them.

The mission of an organization focuses on the “internal”, the reason for the organization's existence, the basic purpose towards which its activities aim, and the values ​​that guide the activities of its employees.

The mission is linked to the core values. They also describe how to compete and generate customer value. The mission answers the question: what needs to be done to achieve the firm's vision.

The main differences between mission and vision are:

A 'strategy' involves choosing a set of activities in which the organization will excel to create a sustained difference. The 'strategic map' is related to a macro view of the strategies followed by the organization.

Kaplan and Norton discuss an important notion, the value proposition. The concept is based on earlier work by Michael Porter, an influential economist and business theorist. The value proposition is the mix of convenience, quality, price, service and guarantee that the organization offers its customers. The value proposition aims to target certain customers, that is, it has a certain target market (also known as Target Market, or target segment). Kaplan and Norton talk about four broad classes of value propositions:.

As the evolution of commercial techniques and the development of institutes that ensure healthy economic competition have taken effect, the development of value propositions has evolved to recognize the exercise of freedom of choice of the target group, both to choose between competitive products, and to decide whether to enter a category or not. Therefore, in dialogue and strategic development they move from coercion to conviction and from captivity to loyalty.

Contenido

Un hecho crucial señalado por Kaplan y Norton es que la naturaleza de la propuesta de valor determina el tipo de proceso interno en el que hay que enfocarse.

La correspondencia aproximada entre la propuesta de valor primaria y la perspectiva primaria del proceso interno es la siguiente:.

Operations management process

There are four main classes of processes:

The effort that must be made to reduce the delivery time perceived by the customer, from when the order is placed until delivery at their door, and not only reduce the manufacturing time.

Customer management process

As mentioned above, the customer management process has the following four components:.

Ideally, a company would want to classify customers based on the nature of the relationships they seek with the company.

The classification can be based on the following parameters:.

In practice, when customers are dispersed over a large consumer market, the following indicators are used:.

Based on this classification, the company can decide on target segments and on segments it does not want to cultivate.

Customer retention is important because retaining a customer has a higher return on investment than acquiring a new customer.

Customer development involves customer participation, helping to create a feeling of belonging.

Innovation Process

There are four important processes:

The design and development of new projects consists of the following stages:

The product development process has been compared by many authors to a funnel. In the initial stages, the project has maximum flexibility. As it develops, it becomes narrower and narrower as alternatives are ruled out.

Social and regulatory process

In the era of environmental awareness, companies are trying to understand the externalities of their activities. This is important in two ways:

There are four dimensions to social and regulatory processes:

Many large corporations have established foundations whereby money is systematically directed toward established organizations in the community.

Porter and Kramer have proposed the theory that companies should invest in order to improve their competitive context.

Both identify four elements of a competitive context that companies can influence with philanthropic activities:

Aunque los activos intangibles de una organización son los medios más poderosos para efectuar cambios permanentes en la organización, la idea de los mapas estratégicos es planear de manera top down -- comenzar con las necesidades de las perspectivas más altas y trabajar hacia abajo para determinar lo que se requiere a nivel humano, de información y finalmente de organización.

Human capital

Kaplan and Norton outline the following “multi-step” strategy for improving human capital:.

Information capital

There are three areas:

Organizational capital

It has the following four elements: