样本案例分析1

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1、CaseStudyNorthlakeBookstore:BenchmarkingforPerformanceEvaluation1ContentⅠ.CaseoverviewⅡ.StrategicobjectivesofNorthlakeBookstoreⅢ.BenchmarkinganalysisfromfourperspectivesofBSCⅣ.Summaryofstrengths&weaknessesⅤ.Threestepsforimprovement2Ⅰ.CaseoverviewTextbooksalesforthisfallhaddecreasedfromthepriorf

2、allsalesWendy-ManagerChuck-BossInSeptember2004ProblemWhoWhenWhereInNorthlakeBookstoreWhattodoEmploybenchmarkinganalysistofigureoutthereasonsbehindthepoorperformanceThenidentifyhowtosustaintheexcellenceandimprovetheinferiorperformanceFurthermore,determinealong-termactionplanforimprovement3Ⅱ.Stra

3、tegicObjectivesofNorthlakeBookstoreExcellentServiceToprovideserviceexcellenceforthestudents,faculty,staff,alumniandguestsoftheUniversityStrategicObjectivesAprofitcenterTocontributetotheoverallprofitabilityoftheUniversityaswellasbeingefficientandcontrollingcosts.Toachievehighcustomersatisfaction

4、Toattainhighprofitability4Level0ObjectivesLevel1PerspectivesLevel2IndicatorsStrategyObjectiveFinancialGrossmarginratioTotaloperationexpensesratioSalespersq.ft.ofspaceRatio:sellingtostoragespaceSalesperFTEemployee/studentCustomerCustomersatisfactionPercentageoftextbooksavailableFirstDayCustomerQ

5、ueuingtimeatRegistersInternalprocessInventoryturnoverTextbooksell-throughDaystextbooksinReceivingareaNumberofhrsstoreisopenperWeekLearningandgrowthCartonsprocessedperemployeehourEmployeesatisfactionEmployeeTurnoverFromstrategytoaction--onthebasisofBSC5InternalprocessFinancialCustomerLearningan

6、dgrowthTotalNormalizedaverage*Internalprocess11/3359.330.34Financial3135120.43Customer1/31/3134.670.17Learningandgrowth1/51/51/311.730.06Aggregate27.731.001=equalimportancetobothelementsinthematrix3=moderateimportanceofoneelementcomparedwithanother5=strongimportanceofoneelementcomparedwithanoth

7、erTheAnalyticalHierarchicalProcess(AHP)*Normalizedaveragesarecalculatedbydividingtherowtotalsbytheaggregate.6Quantitativeanalysis:TheresultofhierarchicalanalysisshowsFinancialisthemostimportantmeasuretorealizethestrategy.Qualitati