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Strategic Plan, Part Iii: Balanced Scorecard

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Strategic Plan, Part III: Balanced Scorecard
BUS/475
Julio 29, 2012

Un ‘balanced scorecard” es una herramienta que se utiliza para recolectar y analizar información de una compañía, para manejar la empresa de la mejor manera posible. En el caso de la compañía “Kave” se va a evaluar de la empresa en cuatro áreas diferentes. Se va a evaluar desde el punto de vista financiero, desde la perspectiva del cliente. También se van a evaluar las operaciones internas de la empresa y el proceso de capacitación y de crecimiento de “Kave”. Estudiar estas cuatro área nos dará una guía para monitorear la compañía y nos permite detectar las áreas que se deben mejorar. Esto me ayudará a llevar la compañía hacia el éxito.
En el ámbito financiero de “Kave” el enfoque principal serán los ingresos, costos, la rentabilidad y lograr obtener ventaja competitiva. Administrar los ingresos y los costos es sumamente importante en una empresa. Si se manejan los ingresos y costos adecuadamente se tendrán unas finanzas estables. La meta en la empresa es generar más ingresos que gastos.
La rentabilidad es otro factor importante y podemos usar el margen de ganancia para determinar si se están cumpliendo con las metas de la empresa. Se busca aumentar el valor de la empresa y se buscan aumentar las ganancias de cuatro a seis por ciento Haremos lo necesario para cumplir con las ventas y crear más estrategias para cumplir con nuestros objetivos. Se decidió que para lograr una ventaja competitiva tendremos los precios más bajos de los productos que ofrece “Kave”.
La voz del cliente es muy importante en nuestra compañía. Los objetivos estratégicos del negocio van dirigidas a las siguientes áreas: la retención de clientes, satisfacción del cliente y valor del cliente. El objetivo estratégico más importante es mantener a los clientes satisfechos y fieles a la compañía. Esto se puede lograr manteniendo un ambiente agradable, limpio y con un servicio rápido, que realmente es lo que la gran mayoría de los clientes buscan. Estos factores pueden ayudarnos a anticipar las necesidades del cliente para mantener una clientela estable y tener la capacidad de atraer a nuevos clientes.
La satisfacción del cliente se va a medir a través de encuestas. Estas encuestas se pueden hacer tanto en el mismo negocio llenando un formulario o a través de nuestro portal en la página web de “Kave”. Nuestra página de internet también tendrá la función de promover la empresa. Tendremos muchas promociones disponibles para nuestros clientes y se utilizarán distintos tipos de publicidad para que se pueda captar la atención de los potenciales clientes.
La meta de “Kave” es aumentar nuestra clientela de dos a cuatro por ciento anualmente. La importancia y el valor que le damos a nuestros clientes es lo que nos destacara ante la competencia y nos ayudara a retener a los clientes. Estamos encaminados a dar un servicio de excelencia y un trato cordial a todo el que visite “Kave”. El servicio será de alta calidad por el bajo precio que están pagando.
Las operaciones internas se evaluaran según el rendimiento de los empleados y su productividad. El objetivo de medir el desempeño de nuestro personal será mantener una alta calidad de productos y en especial, por el servicio que le brindan a los clientes. Se medirá el desempeño través de encuestas web y las encuestas que se dan en el piso. Se utilizaran estas herramientas para evaluar a nuestro personal y determinar cuándo se necesita repasar las políticas de servicio al cliente.
En cuanto a la productividad la meta es mantener los más altos niveles de producción y mantener arriba los niveles de demanda. Los empleados serán adiestrados y también tendrán incentivos por brindar un servicio de excelencia. En cuanto a los parámetros de operaciones, nuestro objetivo sería mantener la eficiencia en todos los procesos y operaciones. Estamos comprometidos con un servicio perfecto y demostrarle al cliente el valor que le damos en nuestra compañía. El cliente es nuestra base.
En el área de crecimiento y el proceso de desarrollo de la empresa se incluye la satisfacción de los empleados y la retención de empleados. En la medida que se puede llenar las expectativas de los empleados se lograra retenerlos. Nuestro norte es desarrollar relación solida con cada empleado para mantener para fomentar la buena comunicación. Para medir el sentir de nuestros empleados también se va a utilizar una encuesta y se llevaran a cabo tener reuniones mensuales.
En estas reuniones se escucharan las preocupaciones de los empleados y también les dará la oportunidad para dar valiosas sugerencias para mejorar las operaciones y enriquecer el servicio al cliente. Ademas, pueden dar su punto de vista para mejorar las operaciones de la empresa y disminuir los costos operativos. Esta dinámica ayuda a mantener una buena relación entre patrono y empleado. En la medida que los empleados están a gusto con su empleo, mejor desempeño tendrán a la hora de ejercer sus roles. Otra manera de mantener los empleados a gusto es brindándoles incentivos y bonos por dar un servicio de excelencia.
A la hora de evaluar una empresa, todos los aspectos del “balanced scorecard” son importantes. Esta nos brinda una guía para evaluar si todos los objetivos de la compañía se están cumpliendo. También es una manera de evaluar las operaciones y realizar mejoras para lograr que la compañía alcance el éxito deseado.

Referencias
Pearce, J. A. II, & Robinson, R. B. (2009). Strategic management: Formulation, implementation, and control (11th ed.). New York, NY: McGraw-Hill.

Thompson, A. A., Gamble, J. E., & Strickland, A. J. (2006). Strategy: Winning in the marketplace: Core concepts, analytical tools, cases (2nd ed.). New York, NY: McGraw-Hill.

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