WITH THE HELP OF GLOBAL VALUE CONSULTING
Corporate Intelligence
Implementation of KPI's (Control indicators)
Why and For What Measure?
By measuring it is possible to identify deficient points, make decisions about work priorities and evaluate the results of the strategies that have already been implemented.
Additionally, if these measurements are compared with those of others, it is possible to establish a parallel in terms of management, results and levels of development, achieving a more accurate understanding of the strengths and weaknesses of the industry.
How Should a Measurement Process Be Started?
- Know the mission, vision and critical success factors of the business ; as well as what each functional area, process, project or work team must contribute to its fulfillment.
- Identify the critical processes that, when improved, provide excellent added value for the company and/or the processes that must be controlled or evaluated because they are of great importance and impact for the organization.
- Define the indicators that are going to be used , according to the aspects that you want to control and taking into account those that are widely used in the market.
- Establish the data necessary to calculate the indicators , maintaining standard measurement systems used by various sectors.
- Determine the origin of the data. If you currently have them, establish the source of this information; Otherwise, develop mechanisms so that the information system generates them automatically.
- Establish a measurement schedule and someone responsible to control the process.
What is Benchmarking?
Benchmarking is the continuous process of measuring the indicators of processes, products and services against those of competitors or those of companies recognized as leaders, allowing successful practices to be identified and adopted.
Benchmarking processes require changes within the organization. The information collected should make it possible to identify excellent practices and see how to adapt them to the company itself.
Global Value Consulting will help your company compare itself with the benchmarks of the industry to which it belongs . This will allow us to develop a multidimensional strategic matrix where we can measure the gap in profitability, sales, # employees, # clients between the current situation of your company and the industry benchmark.
Global Value Consulting
It will help you establish control indicators (KPI's) to identify deficient points in management and be able to make informed and timely decisions.
Balanced Scorecard Implementation
What is the Balanced Scorecard (BSC) or Balanced Scorecard?
It is a management control system that includes financial and non-financial variables to measure the evolution of the business. The model was developed by Harvard professor Robert Kaplan and consultant David Norton of the firm Nolan & Norton. The BSC is considered one of the most important advances in management in recent years.
The BSC is a Management Control system that translates the Strategy and Mission into a set of objectives and challenges related to each other, measured through indicators (KPI's or others) and linked to action plans that allow everyone to align their behavior. the members of the organization.
The Balanced Scorecard can also be used as a Performance Measurement System among managers of both public and private organizations.
What fundamental aspects of the company does a BSC require to review?
Involvement of Managers (managers must take ownership of the strategies and their respective measurements)
Cause Effect Relationships (each objective must be part of a chain of logical cause-effect relationships)
Balance between indicators (there must be a balance between result indicators and indicators that facilitate management)
Financial link (each objective must be able to finally be linked to a financial result)
Relationship between initiatives and measurements (Each initiative or action must be supported by a gap between what exists and the defined goal).
Global Value Consulting
It offers to implement a Balanced Scorecard by defining the KPIs tailored to your company's needs.
The important thing is to ALWAYS align executive management and KPI's with the strategy, vision and mission of your company.
Competitive Analysis
Global Value Consulting offers strategic Corporate Intelligence services, which include a market analysis of the industry to which your company belongs with the aim of detecting the most and least profitable niches and the negotiating powers of the industry. With this, it will be possible to establish the financial, commercial and profitability attractiveness of the industry to which your company currently belongs or wants to integrate in the future.
To carry out the consultancy, Global Value Consulting will use Michael Porter's recognized corporate market analysis methodology, which will be adapted to the reality of the country's industries and way of doing business.
Global Value Consulting
uses a methodology that we are sure provides a lot of information and value for our clients:
This is based on the following:
Competitive Analysis
SWOT Analysis
SWOT analysis is a methodology for the strategic planning of a company, project or undertaking, which consists of recognizing and evaluating Strengths, Opportunities, Weaknesses and Threats.
It also serves to know the competitive situation of the company compared to the competition, so in addition to the company itself, it is possible, through research, to make a SWOT matrix for each competing company.
The easiest way to recognize each of them is by classifying Strengths and Opportunities as Potentials, and Weaknesses and Threats as Limitations. Risks are composed of Strengths and Threats and Challenges are composed of Weaknesses and Opportunities.
Another complementary way of classifying them, to be even more precise, is to put Strengths and Weaknesses as Internal Factors and Opportunities and Threats as External Factors.
Competitive Analysis
Industry Structure Analysis
Porter's 5 forces model
A very popular approach to corporate strategy planning has been that proposed in 1980 by Michael E. Porter in his book Competitive Strategy: Techniques for Analyzing Industries and Competitors.
Porter’s view is that there are five forces that determine the long-term profitability consequences of a market or some segment of it. The idea is that the corporation must evaluate its objectives and resources against these five forces that govern industrial competition.
The structure of the industry, atomicity, competitive level, entry barriers, profitability vs. risk will be analyzed in order to have an appreciation of the industry. In addition, the differentiating elements, core competencies and positioning strategy will be identified.
When is PORTER's 5 forces analysis used?
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