Mod 4 SLP - Strategy Mapping & The Learning and Growth Perspective

INTEGRATIVE PROJECT: BSC IMPLEMENTATION & THE INTERNAL BUSINESS PROCESS PERSPECTIVE 2

INTEGRATIVE PROJECT: BSC IMPLEMENTATION & THE INTERNAL BUSINESS PROCESS PERSPECTIVE PAGE 6

INTEGRATIVE PROJECT: BSC IMPLEMENTATION & THE INTERNAL BUSINESS PROCESS PERSPECTIVE PAGE 5

REVIEW: BSC IMPLEMENTATION & THE INTERNAL BUSINESS PROCESS PERSPECTIVE

SESSION LONG PROJECT

STUDENT, TRIDENT UNIVERSITY INTERNATIONAL

INTEGRATIVE PROJECT: BSC IMPLEMENTATION & THE INTERNAL BUSINESS PROCESS PERSPECTIVE 1

PRINCIPLES OF ACCOUNTING: MANAGERIAL ACCOUNTING-BUDGETING PAGE 1

PRINCIPLES OF ACCOUNTING: MANAGERIAL ACCOUNTING-BUDGETING PAGE 3

Abstract

For Module 3, consider the organization's mission and strategy from the perspective of its internal business processes (from your work on the case, your previous course work, and your background reading, you should be reasonably clear what such business processes are). In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. Refer back to Objectives, Measures, Targets & Action Plans if you need to.

Once you’re reasonably clear on what’s involved, think about your organization and its business processes, and then:

Identify at least three objectives for improving the organization's internal business processes, and show how they relate to the mission, vision, and strategy of the organization.

• For each objective, develop at least one meaningful performance measure (metric).

• For each objective, identify at least one expected level of performance (target).

• For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization's strategy (initiative).

• Comment briefly on the relationships of the process objectives that you've identified here to the finance objectives that you identified in the Module 1 SLP assignment and/or the customer service objectives that you identified in the Module 2 SLP assignment. How do they help to fulfill those objectives? If they don't (and they don't have to), what makes them more important than objectives that would relate to finance or customer service?

• Finally, do you wish to make any changes to your Module 1 or Module 2 objective write-ups in light of your Module 3 experience?

Nike Organization

An organization’s internal business processes has to be improved by placing objectives which are aimed towards the success of the business through good customer relations and even producing quality products. The main objectives of Nike Company are aimed at increasing the total revenue of the organization, reducing the cost of revenue as well as reducing the operating expenses thereby sticking to its vision of using innovation as its key strategy to attain success by acquiring a competitive advantage in the industry. This has helped in achieving maximum satisfaction for its customers hence increasing loyalty thus the competitive advantage in the industry. (Ramaswamy, 2008)

The main mission of the organization is that, ‘if you have a body, you are an athlete’ is a main motivational scheme for people involved in sports to buy the products of the company. It has also gone a step further in meeting the needs of its customers hence acquiring a competitive advantage and achieving maximum satisfaction for its customers. This has attracted customers to this company.

The main strategies used by the company are carrying out extensive marketing strategies and also entering into news distribution channels in which the products of the organization are not saturated as well as embracing vertical and horizontal integration. By reducing the cost of revenue, they have researched any possible innovation that might see the organization reduce its manufacturing costs and also helped to reduce the manual labor force required thus cutting them out.

By increasing the total revenue of the organization to 20%, the target customers have to increase. It can be measured in percentage by the average total number of customers in the previous year and subtracting from the average number in the present financial year. The difference is divided by average number of customers in the previous year and multiplying by one hundred to yield the percentage. This can only be done by good customer relations and quality products as well as carrying out extensive marketing strategies hence beating its competitors successfully. (Ramaswamy, 2008)

By reducing the cost of revenue to 15% without actually impacting adversely on the product quality, the organization has to undertake research programs to learn the strategies to be undertaken. Research on any possible innovations can see the organization reduce its manufacturing costs. (Locke, 2003) Organizing an annual athlete competition is a key strategy in reducing costs of revenue by letting many people know about the products hence reducing costs of advertisement saving money.

(Locke, 2003) says reduction of operational expenses is a key aspect of improving the financial status of the Nike Company hence it can be achieved by the company undertaking innovations to reduce the manual labor force required thus cut on the labor expense. It has impact on the financial increase and is well related to the vision statement of the organization. These objectives have impact on the revenue of the organization since increasing revenue can result in profitability; this is because of the increased sales which in turn lead to increase in unit contribution margin thus increasing the financial position of the Nike Company.

Increasing the number of customers by various strategies such as publicity relates with the mission and vision of the company since they lead to increased sales and productivity thus more profits and growth of the company itself. The objectives fulfill the mission and vision of the company.

Reference

Ramaswamy, V., (2008), Co-creating value through customers' experiences: the Nike case, Strategy & Leadership, 36(5), 9-14

Locke, R. M., (2003), The promise and perils of globalization: The case of Nike, Management: Inventing and delivering its future, 39, 40