Bench资料新marking-for-Perance-uation(英文版)课件

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1、 Northlake Bookstore:Benchmarking for Performance Evaluation1Outlines Background Current SituationLearningOperationCustomer Benchmarking PrinciplesBenchmarking AnalysisTactics for GapsPerformance Measurement-BSC Case OverviewCase AnalysisTacticsActionPlan2Section 1 Case Overview Background Current S

2、ituationCase Overview3Case Overview-BackgroundMission Academic Resource Service ExcellenceNorthlakeCompany Location:Metropolitan Product Lines:Textbooks,Sundries,Clothing,Software,ComputersCompetitors Online Textbook Vendors Other Booksellers:B&N,Wal-mart,etc.CustomersStudentsFaculty StaffAlumniGues

3、tsA University Bookstore4Total Books 67.8%NewTexts 46.7%Sundries 6.3%Clothing11.7%Computers 7.8%Software 6.5%Notes4.7%General 3.0%Used 13.4%Five Products-Textbooks-Clothing-Computers-Software-Sundries1.Product Structure2.Financial PerformanceCase Overview Current SituationIncreasing Trend5Why？3.Text

4、book SalesFor the first time in past seven years,textbook sales decrease.In Fall 2004,the sales decrease was$180,000,3%of annual textbook sales.(estimated)Case Overview Current Situation6Section 2 Case AnalysisBenchmarking PrinciplesBenchmarking AnalysisCase Analysis7Case Overview Benchmarking Princ

5、iplesBenchmarking PrinciplesvBenchmarking as a ToolCompare with Superior Performance Identify GapsImprove Necessary AreasvBuilding PrinciplesAlign with Organizational StrategyProfitabilityService Excellence8Case Overview BenchmarkingGrand Strategy LevelFunctionLevelCompetitive Strategy LevelProduct

6、LinesFocus StrategySupportive DepartmentsOperationHumanResourceMarketingMarketPriceServiceTextbooksClothingComputersSoftwareSundries9Grand Strategy LevelFunctionLevelCompetitive Strategy LevelProduct LinesFocus StrategySupportive DepartmentsOperationHumanResourceMarketingMarketPriceServiceTextbooksC

7、lothingComputersSoftwareSundriesCase Overview Benchmarking10Products%of SalesGM RateSales Growth New Texts47%23%26%Used Texts13%36%18%Class Notes5%23%4%General Books3%31%205%Sundries 6%38%10%Clothing12%47%41%Computers8%5%-16%Software7%24%13%Benchmarking-Grand Strategy Level47%38%13%12%47%36%205%41%2

8、6%3%5%-16%Top 31.Product Structure&Profitability AnalysisLast 111%of Sales:Above MedianNew TextsClothingComputersBelow MedianUsed TextsRatio=Northlake/NACS Median2.NACS BenchmarksGM Rate:Above MedianNew TextsUsed TextsClothingBelow MedianComputersBenchmarking-Grand Strategy Level12Grand Strategy Lev

9、elProduct LinesFocus StrategySupportive DepartmentsOperationHumanResourceMarketingMarketPriceServiceTextbooksClothingComputersSoftwareSundriesCompetitive Strategy LevelFunctionLevelCase Overview Benchmarking13Benchmarking-Competitive Strategy LevelCompetitive Strategy LevelAverage25thMedian75thNorth

10、lake Total Space in Square Feet$23,495$14,993$20,006$32,025$22,500 Square Feetper FTE Student$2$1$2$2$3 Average#of FTE Students19,78814,23718,20321,33612,708Market Coverage59.37%N/AN/AN/A59.02%Slightly Below the Average LevelPotential for ExpansionMarket Coverage Market Coverage=(Total Space/Square

11、Feet per Student)/Average Students14Potential for ExpansionMarket CoverageCampus Contrib.High Campus ContributionBenchmarking-Competitive Strategy LevelCompetitive Strategy Level15Potential for ExpansionMarket CoverageCampus Contrib.High Campus ContributionSales per StudentStrong Purchase PowerBench

12、marking-Competitive Strategy LevelCompetitive Strategy Level16Price ChangeAmazon EcampusBarnes&NobleWalMartAverage NorthlakeFall,2003-Fall,2004-27.45%-22.61%-22.45%-28.02%-25.08%-22.03%-25.08%-22.03%Low Decreasing MagnitudePrice TrendBenchmarking-Competitive Strategy LevelCompetitive Strategy Level1

13、7Low Decreasing MagnitudePrice TrendHighCurrent PricePriceAmazon EcampusBarnes&NobleWalMartAverage Northlake2004 Fall$58.82$57.78$61.36$57.08$58.76$60.83$58.76$60.83Benchmarking-Competitive Strategy LevelCompetitive Strategy Level18 Faculty Overall Satisfaction Customer Queuing Time%of Coursepacks A

14、vailable First Day%of Textbooks Available First DayBenchmarking-Competitive Strategy LevelCompetitive Strategy Level19High Service QualityImproving Service Faculty Overall Satisfaction Customer Queuing Time%of Coursepacks Available First Day%of Textbooks Available First DayBenchmarking-Competitive S

15、trategy LevelCompetitive Strategy Level20Grand Strategy LevelProduct LinesFocus StrategySupportive DepartmentsOperationHumanResourceMarketingMarketPriceServiceTextbooksClothingComputersSoftwareSundriesCompetitive Strategy LevelFunctionLevelCase Overview Benchmarking21OperationMarketingHuman Resource

16、Space UtilizationCost&ExpenseInventory ManagementEmployee StructureLaborEfficiencyLaborExpensePromotionChannelBenchmarking Function Level22OperationInventory ManagementGMROI=Inventory Turnover*GM RateGood Benchmarking Function Level23OperationInventory ManagementGross Margin RateInventory TurnoverMe

17、dianMedian 0Increase price Good ComputersNew TextsUsed TextsClass NotesClothingGeneral BooksSoftwareSundriesReduce price Benchmarking Function Level24OperationInventory ManagementGood Space UtilizationLow Ratio=Northlake/NACS MedianMedianBenchmarking Function Level25OperationInventory ManagementGood

18、 Space UtilizationLow Cost and Expense ControlCost ControlBenchmarking Function Level26OperationInventory ManagementGood Space UtilizationLow Cost and Expense ControlExpense ControlGood Benchmarking Function Level27OperationInventory ManagementGood Space UtilizationLow Cost and Expense ControlGoodOp

19、erating Risks Cost StructureNorthlakeNACS(Average)2002200320042004Fixed Cost1,484,7811,642,3641,881,734$2,483,757 Variable Cost6,616,7516,760,7308,052,2609168894Total Cost8,101,5328,403,0949,933,99411,652,651FC/TC18.33%19.54%18.94%21.31%Benchmarking Function Level28OperationInventory ManagementGood

20、Space UtilizationLow Cost and Expense ControlGoodOperating Risks Operating LeverageNorthlakeNACS(Average)2002200320042004Gross Margin2,148,4132,440,4033,058,347$3,188,106 Total Oper.Expenses1,484,7811,642,3641,881,734$2,483,757 Operating Leverage3.24 3.06 2.60 4.53 2004(NACS,average)Benchmarking Fun

21、ction Level29OperationInventory ManagementGood Space UtilizationLow Cost and Expense ControlGoodOperating Risks OperatingRisksNorthlakeNACS(Average)2002200320042004Break Even Sales6,060,3316,197,6006,842,6699,626,965Margin of Safety2,704,8323,003,5324,267,9382,730,035Margin of Safety Ratio30.86%32.6

22、4%38.41%22.09%Margin of Safety Ratio=(Total Sales-Break Even Sales)/Total Sales Break Even Sales=Total Oper.Expenses/GM RateBenchmarking Function Level30OperationInventory ManagementGood Space UtilizationLow Cost and Expense ControlGoodOperating Risks OperatingRisksNorthlakeNACS(Average)200220032004

23、2004Break Even Sales6,060,3316,197,6006,842,6699,626,965Margin of Safety2,704,8323,003,5324,267,9382,730,035Margin of Safety Ratio30.86%32.64%38.41%22.09%2004(NACS Average)Low Margin of Safety RatioBenchmarking Function Level31Human Resource Employee Structure Fewer Part-time EmployeesvsBenchmarking

24、 Function Level32Human Resource Employee Structure Fewer Part-time Employees Labor Efficiency Low Labor Efficiency Labor Expense Low Labor ExpenseLabor Efficiency Average25thMedian75thNorthlakeSales per Employee$444,665$350,385$440,618$536,855$383,124 Sales per Employee Hour$8,085 N/AN/AN/A$7,368 La

25、bor Expense Average25thMedian75thNorthlakeLabor Expenses12.90%10.30%12.40%15.00%12.60%Labor Expenses per Employee$57,362 N/AN/AN/A$48,274 Benchmarking Function Level33 ChannelWeak Online Sales,Seasonal DemandMarketingBenchmarking Function Level34 ChannelWeak Online Sales,Seasonal Demand Marketing Pr

26、omotionFew PromotionsGross MarginAverage25thMedian75thNorthlake%of Sales25.80%24.30%2.80%28.80%27.50%of Net Sales26.20%23.40%26.70%29.60%27.50%Total Net Sales=Total Sales-Sales Discount Benchmarking Function Level35Case Analysis-SummaryGrand Strategy LevelFunctionLevelCompetitive Strategy LevelOpera

27、tionHuman ResourceMarketingMarketPriceServiceNew books,Used books,ClothingComputersSundries,Software,Other BooksAppealingNot AppealingAverage LevelLowHighHighGood Inventory Management Low Space UtilizationProblematic StructureLow Labor EfficiencyWeak Online SalesFew Promotions36Reason Analysis-Fishb

28、one DiagramSales DecreaseHigh PriceEmerging TechnologyFew PromotionsSingleChannelAlmost No PromotionsIgnore Seasonal PromotionOnline PublishersOnline ShoppingOnline VendersFrequent UpdatesHigh CostLow Negotiation PowerWeak Online SalesDepend on CampusContrib.37Section 3-TacticsTactics for Gaps -Gran

29、d Strategy Level -Competitive Strategy Level -Function LevelPerformance Measurement-BSCTactics38Tactics-Grand Strategy LevelCompetitive Position(%Sales)HighStrong LowWeakAverage Med-iumNew TextsComputersUsed TextsGeneral BooksClothingSundriesClassNotesSoftwareGE Matrix of BookstoreMarket Appeal(GM R

30、ate)ExpandSelective DevelopHarvest or ShrinkStrengthen-New TextsDevelop-Used TextsCultivate-ClothingMaintain&Improve-Computers39Tactics-Competitive Strategy LevelCompetitive Strategy LevelNew TextsIncrease online salesDo seasonal promotionsMaintain a relatively high priceClothingExtend series of“clo

31、thing and gifts”Corporate with Alumni Funding OfficelHigh Gross MarginlLow Sales ProportionUsed TextsIncrease sales proportionFind more sources of supplyImpose more control on supplierslHigh Gross Margin&Strong DemandlLow Sales Proportion&Unstable SupplyCurrent SituationSolutionProduct LinesComputer

32、s Increase price of computersPromote the sale of accessorieslHigh Inventory TurnoverlLow Gross MarginlHigh PricelOnline Shopping Impact40Tactics-Function LevelFunction levelOperation Maintain high inventory turnover,while ensure full range,timely deliveryEnhance space utilizationReduce expense of op

33、erating utilitiesHuman ResourceHire more student employeesIncrease wagesProvide more trainingMarketing Solve the unstable order problemDo more promotionsIncrease proportion of online sales41Measure LevelKSFIndicators ActualPosition in IndustryOptimal VarianceFinance Gross Margin RateNew Books23.4%50

34、th-75th 30.17%6.77%UUsed Books36.3%50th-75th 44.18%7.88%UClothing 47.0%75th 55.95%8.95%USales Growth Sales Change from Prior Year20.8%75th 19.56%1.24%FCustomer ConvenienceOnline Sales1.9%50th-75th6.51%4.61%USatisfaction Satisfaction Survey 4.05N/A5.000.95 UOperationInventory ManagementInventory Turn

35、over 9.175th 7.881.22 FStore UtilizationSales per Square Feet$74125th-50th$1,458$717 UExpense ControlUtilities0.5%75th0.10%0.4%ULearning&DevelopmentEmployee StructurePart-time/Full-time30%75th 55.95%8.95%USales Growth Sales Change from Prior Year20.8%75th 19.56%1.24%FCustomer ConvenienceOnline Sales

36、1.9%50th-75th6.51%4.61%USatisfaction Satisfaction Survey 4.05N/A5.000.95 UOperationInventory ManagementInventory Turnover 9.175th 7.881.22 FStore UtilizationSales per Square Feet$74125th-50th$1,458$717 UExpense ControlUtilities0.5%75th0.10%0.4%ULearning&DevelopmentEmployee StructurePart-time/Full-ti

37、me30%50th 77%43%UAssumption：The NACS benchmarks have a normal distribution.The 5th and 95th percentiles are estimated accordingly.Three Criteria：Importance,Big Gap,Data AvailableTactics-Balanced Scorecard43Measure LevelKSFIndicators ActualShort-term and Long-term Goals First year Second year Third y

38、ear Finance Gross Margin RateNew Books23.4%25.66%27.91%30.17%Used Books36.3%38.93%41.55%44.18%Clothing 47.0%49.98%52.97%55.95%Sales Growth Sales Change from Prior Year20.8%20.8%20.8%20.8%Customer ConvenienceOnline Sales1.9%3.44%4.97%6.51%Satisfaction Satisfaction Survey 4.054.37 4.68 5.00 OperationI

39、nventory ManagementInventory Turnover 9.19.19.19.1Store UtilizationSales per Square Feet$741$980$1,219$1,458Expense ControlUtilities0.5%0.37%0.23%0.10%Learning&DevelopmentEmployee StructurePart-time/Full-time30%45.67%61.33%77.00%Tactics-Balanced Scorecard44Section 4-Action PlanLearningOperationCusto

40、mer ActionPlan45Action PlanLearning&DevelopmentOperationCustomer46Action PlanLearning&DevelopmentLearning&DevelopmentEmployee StructureHire more students as part-time employeesTrainingProvide extensive training and career-enhancing packagesCompensationOffer industry-leading compensation and excellen

41、t benefitsPerformance EvaluationEstablish a new performance evaluation system based on Benchmarking indicators47Learning&DevelopmentOperationAction PlanProcurement Used BooksEstablish takeover points of used books on campus using some slogans,e.g.environmental friendly.New BooksBuild a long-term rel

42、ationship with suppliers.LogisticsInventoryEstablish an electronic interface,streamline procedures to improve inventory control.Marketing OrdersProvide accurate sales and customer profile information;Utilize a distributed store system software to meet the demands of changing technology in retail cha

43、nnels.Online SalesOffer seamless online ordering and an online portal to benefit bookstores success,especially in peak seasons.48Learning&DevelopmentOperationCustomerAction PlanStore DesignSpace UtilizationAdd visual merchandise to enhance space efficiencyConsistent&Unique ServiceConsider all aspect

44、s when starting a renovation or building a new store.FlexibilityProvide versatile signature series fixtures,allowing to respond to changes in customer demand.49Learning&DevelopmentOperationCustomerAction PlanPromotionsAuditory PromotionsOrchestrate to draw customers into the store and bring them bac

45、k again.Special PromotionsPresent promotions tied to seasonal events,such as the start of classes,homecoming,the holiday seasons,book buyback and graduationValue-added Promotions Range from The Readers Choice Book Club to a Senior Salutes Sale as well as student and faculty appreciation sales50Learn

46、ing&DevelopmentOperationCustomerAction PlanCommunity Projects Donation Donate textbook to developing countries.Scholarship Programs Fund scholarship programs for the students with excellent records.Membership Establish membership system,provide membership card for students;Maintain memberships with

47、higher education associations,such as American Association of Community Colleges.51SummaryCase OverviewCase Analysis Tactics Action PlanBackgroundCurrent SituationBenchmarking PrinciplesBenchmarking AnalysisTactics for GapsPerformance Measurement Balanced ScorecardLearning&DevelopmentOperationCustomerGrand Strategy LevelCompetitive Strategy LevelFunction LevelTactics for Grand Strategy LevelTactics for Competitive Strategy LevelTactics for Function Level52Thank you!53