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Strategic Plan Scorecard Bus/475

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Submitted By wlfredoj
Words 2107
Pages 9
Score Card Table
Wilfredo Marquez Rosado
Bus 475
Agosto 19, 2013
Professor Didier Barreto

Introducción
Wild Eve es una marca que está abriendo mercado en Puerto Rico y próximamente en los planes a largo plazo comenzara a exportar.
El SWOTT análisis nos provee una base de información muy valiosa para complementar un balance score card que incluye medidas genéricas, objetivos, elementos externos e internos y la iniciativa que se implementara en la compañía de ropa interior Wild Eve.
Considerando la visión y misión establecemos estrategias y objetivos del cuadro de participación en el mercado que sirve como ejemplo precios en las acciones, incrementos y el total del retorno a los accionistas.

Devolución total a los accionistas | 1 año | 3 años | 5 años | Compañía | 26% | 242% | 280% | Bonos a mediano plazo | 14% | 71% | 56% | Al detal | 17% | 93% | 84% | Índice 500 | 16% | 56% | 35% |

(Precio de la acción aumenta un 14% y la devolución total un 26%.)

Data de las acciones Precio (52 semanas) | 19.12-35.48 | Símbolo/Intercambio | LTD | Variación en rentabilidad | 1.55 | Acciones en circulación | 332. M | Saldo diario promedio | 4,424,610 | Valor actual del mercado | 9,707,7 M | Valor actual | 31.48 | Dividendos | .60 | Rendimiento de los dividendos | 2.1% |

Precio (Por acción) Análisis Cualitativo | $34.56 | Análisis Comparable | $26.47 | Precio Actual | $31.84 | Precio a pagar por Inversionista | $34.56 |

Resumen Financiero (mil) Ingresos | 8,632 | Ingresos Netos | 448 | Flujo de Caja Operativo | 1,004 |

Tablas de Proyecciones de Ingresos y Costos
(En miles excepto los monto por acción) Proyección de Tiendas | 2014(1) | 2015(2) | 2016(3) | 2017(4) | 2018(5) | Ventas en Tiendas | 96,000 | 100,000 | 105,000 | 125,000 | 200,000 | Ingreso Operacional | 12,700 | 13,000 | 14,000 | 14,600 | 16,000 | Ingreso Operacional (ajustado) | | | | | | Ganancia por acción (ajustadas) | $1.00 | 1.70 | 2.30 | 3% | 4% | Dividendos por acción | 1.80 | 2.60 | 4.40 | 6% | 8% | Precio por acción Año Fiscal | 12.30 | 21.20 | 37.00 | 28% | 4% | Total del Retorno Inversionistas | 40% | 50% | 55% | De acuerdo con el mercado | De acuerdo con el mercado |

(1) 3 Tiendas, 1 Cadenas (2) 10 Tiendas, 2 Cadenas (3) 20 Tiendas, 2 Cadenas (4) 35 Tiendas, 3 Cadenas (5) 50 Tiendas, 3 Cadenas

Proyecciones

Posición Competitiva
A corto plazo en términos de crecimiento en diseño y alianzas Wild Eve los primeros 3 años diseñara dos colecciones, el primer año en cual incluye 25 diseños en total y tendrán 15 conjuntos para el uso diario y 10 lencería fina llamada Wild Eve Essence.
Al tercer año se incluye una línea de productos naturales creadas por Alice Life y productos para el cabello creados por el estilista Rey Blanco, estas marcas se unirán a Wild Eve con el propósito de aumentar ingresos, además asocian esfuerzos unidos sobre productos puertorriqueños en el mercado local e internacional.
En el quinto año nuestra posición en el mercado proyecta una cuota de mercado en la isla por un 10% e incluye el lanzamiento de una línea de verano a cargo de los diseños colaborados por Lollikorn en Grecia y su marca ofrece una asociación directa mostrando productos como trajes de baño, camisillas, pantalones y mahonés cortos. En adicción se integra Time Capsule, marca local de gafas, relojes, sandalias y accesorios diseñados para las colecciones de verano Wild Eve.
Desde el octavo año en adelante se incluirán marcar Wild Eve dirigidas al mercado juvenil, atlético, casual y profesional para cubrir necesidades de los tres mercados importantes en el consumo de ropa interior femenina que son juveniles, mujeres y mujer adulta.
El programa de la compañía para compensar sus accionistas es diseñada para asegurar los intereses de los ejecutivos sean alineados. Al de los inversionistas. Este programa continúa efectivo en la proyección de atraer y motivar talento más antiguo altamente cualificado que puedan brindar creatividad y buen negocio, en el cual la compañía compensara monetariamente de acuerdo con su desempeño. Incremento a corto plazo basado en sus performance incentivado de acuerdo con los porcientos aumentados en las ventas.

Proyecciones Competitivas
El tema de la economía es muy importante en este mercado en el cual sufre de cambios drásticos, los cuales Wild Eve como marca introductoria debe amoldar su estructura a corto plazo agregando diversos productos que logren una integración esencial a nuestro crecimiento en el mercado.

Retención del Cliente 1. Utilizar tecnología tales como correos electrónicos para enviar promociones y nuevas colecciones que aparecen en la página de Wild Eve. 2. Tarjetas de descuento o puntos adjunto con el código asignados para compras en la página de internet. 3. Catálogos de muestra enviados por correo que ofrezcan muestra de olores en las nuevas fragancias y productos para el cuerpo.
Satisfacción del Cliente 1. Calidad garantizada en estándares de control en calidad que pueden ser notables en el ajuste y doble cosido en el envivado y costura entre piernas. 2. Centro de llamadas al servicio del cliente ofreciendo en cada pieza un sello en la marquilla de la verificación de calidad garantizada en el desprendimiento de cualquier encaje o cocido y en el desteñido del color prematuro, devolviendo la pieza que será reemplazada por otra. 3. Cuestionario acerca delos atributos y defectos en el diseño o manufactura del producto. 4. Video en la página de Wild Eve mostrando ciertos aspectos de la confección en Wild Eve, además una aplicación que muestre ideas en combinaciones que los clientes deseen en la colección.
Valor del Cliente 1. Establecer estándares de calidad rigurosos en los proveedores que confeccionan Wild Eve, para que los clientes obtengan muestra real de la calidad y se harán notar en los refuerzos dobles en las entrepiernas y cintura. 2. Otra estrategia práctica será contacto con los clientes más frecuentes en nuestra base de datos ofreciendo especiales dos veces al mes días 15 y 30 y una prevista de la colección a través del correo electrónico.
Medida de rendimiento de los procesos 1. Se miden las operaciones internas en esta caso área de ventas y distribución a través de cuestionarios que indiquen a. ¿Cómo nos está yendo? b. Si estamos cumpliendo metas. c. Si nuestro proceso está en control, estadísticamente hablando. d. Si estamos cumpliendo y donde necesitamos mejorar. 2. Utilizamos medidas de desempeño a través de tres categorías: e. Efectividad en las ventas f. Calidad g. Líneas de tiempo
Mejora de la productividad 1. Analizar procesos, enfocar no solamente en cuantas personas toman para realizar las tareas, sino en cuáles son sus tareas a realizar. 2. Alinear procesos dentro de los marcos en la industria que compite Wild Eve. 3. Utilizar el Six Sigma para mejorar la calidad y productividad.

Métricas de operaciones 1. Desarrollar métricas cualitativas y cuantitativas 2. Corto plazo utilizar las funciones de Excel. A mediano plazo, métricas reportadas envolviendo la información y experiencia. 3. Calculación automatizada e integrada utilizando los reportes de la semana.

Satisfacción del empleado 1. Adoptar cuestionarios sobre encuestas que logren obtener información sobre: a. Desarrollo de carreras en la empresa. b. Sobre la relación con la empresa. c. Beneficios y compensaciones. d. Ambiente laborar en el diario.

La rotación de empleados o retención
Para la retención de empleados ofrecen: 1. Bonos por productividad, viajes. 2. Planes médicos. 3. Pago de estudios al 50%. 4. Incentivos en áreas relacionadas con nutrición y ejercicios.

Nivel de capacidad de organización 1. Estas capacidades serán ejecutadas en base de: a. Destrezas colectivas. b. Habilidades y la experiencia de la organización. c. Inversión en el equipo de trabajo como entrenamiento, compensación y comunicación.
Cultura Organizacional
Involucrando los: 1. Compromisos de los empleados. 2. Ética empresarial. 3. Ambiente laboral sano y comprometido con sus empleados.

Balance Scorecard Table Misión y Visión | Medidas Genéricas | Objetivos | Externas e Internas | Iniciativa | Financiero | 1. Posición en el mercado 2. Rentabilidad 3. Posición competitiva | 1. Mercado doméstico aportar un 2% en el área de productos locales. 2. Exportar el producto inicial hacia Miami desde Colombia, reduce costo de envío. 2. Colocar mercado diseño puertorriqueño Wild Eve entre los primeros 25 a nivel mundial. | 1. Internos 2. Externos e Internos 3. Externos e Internos | 1. Promoción y ventas a través de catálogos virtuales, acaparar el mercado a consignación y tiendas por departamentos. 2. Modo operacional, distribución del producto Wild Eve en Miami, importar el producto que llega a Miami hacia Puerto Rico reduciendo impuestos. 3. Importar, exportar producto Wild Eve al público latino en los Estados Unidos en las ciudades de Miami, New York, Boston y California. | Cliente | 1.Retencion del Cliente2. Satisfacción del Cliente3. Valor del Cliente | 1. Ofrecer al cliente un servicio de calidad en el producto.2. Obtener reacciones y críticas sobre el producto.3. Posicionar la marca entre los mejores 10 favoritos del consumidor local. | 1. Interno 2. Interno 3. Interno | 1. Líneas de servicio al cliente y cuestionario en página central en internet. 2. Proceso de calidad certificada exigida por Wild Eve a nuestros proveedores. 3. Herramienta tecnológica sobre las métricas de ventas y visitas para mejorar la proyección hacia el mercado de ropa íntima local e internacional. | Proceso | 1. Medida de rendimiento de los procesos 2. Mejora de la productividad 3. Métrica de operaciones | 1. Medir el progreso de entrada hacia las cadenas distribuidoras por ventas y la adquisición de nuevos clientes.2. Informar progreso mesurable.3. Integrar nuevas herramientas métricas. | 1. Interno 2. Interno 3. Interno | 1. Compensaciones por el progreso en ventas y adquisición de nuevos negocios o cadenas de tiendas. 2. Informe semanal de progreso, tabla mesurable accesible en la página interna de la compañía. 3. Reunión mensual sobre el progreso de cada empleado y sus aportaciones e ideas para el mejoramiento de la empresa. | Aprendizaje y Crecimiento | 1. Satisfacción del empleado 2. Cultura organizacional 3. Tecnología | 1. Ampliar equipo de diseñadores gráficos e integrar diseñadores de moda. 2. Integrar otras tendencias en la moda con diseñadores de moda provenientes de otros países. 3. Ampliar el alcance tecnológico en las redes sociales. | 1. Externo e interno 2. Externo 3. Externo e interno | 1. Utilizar base de datos sobre los contactos existentes de los diseñadores e integrar nuevos contactos. 2. Fusionar contactos entre diseñadores nuevos y existentes. 3. Añadir otras redes sociales alternas para obtener mayor cobertura en el internet. |

De acuerdo con el SWOTT análisis y el balance score card realizado en Wild Eve se resume en las estrategias metas creadas por una visión y misión de compañía.
Comenzarán los gerentes por las cuatro iniciativas más importantes que involucran las áreas de finanzas, cliente, proceso y el crecimiento corporativo organizacional. En el cual se proveen ejemplos del mercado y proyecciones a corto y largo plazo y su profitabilidad proyectada en el mercado de ropa interior femenina.
Es de suma importancia que se agreguen estrategias y herramientas para medir e implementar contacto directo con nuestros clientes que merecen nuestra atención en todo momento. Utilizando herramientas métricas medibles, tecnológicas y base de datos de nuestros clientes más frecuentes y los futuros. Wild Eve representara una marca bien representada a nivel local e internacional.
Para cumplir y ejecutar todas estas métricas y herramientas ya mencionadas se integran a una cultura organizacional visionaria e innovadora que utilizarán herramientas medibles que puedan fusionar ideas y reacciones que promueven la misión y visión de la compañía Wild Eve. Este proceso crucial interno tiene mucha relevancia en el aspecto económico, físico y organizacional porque los gerentes y empleados son el motor principal de Wild Eve, por tanto ellos colaboran e integran la visión y misión de la compañía. Todo el proceso conlleva una idea lineal que sobrepasa cualquier otra estrategia.
Lo mencionado debe relacionarse con el crecimiento y el aprendizaje que involucra a cada integrante interno o colaborador externo en el mismo enfoque visionario que Wild Eve proyecta hacia el mercado sin importar cultura racial en el cual el mundo está cambiando hacia un enfoque colaborando entre naciones y mercados internos y externos. La fuerza laboral aliada a la tecnología existente moderna que influye positivamente a nuestra visión de proyección de Wild Eve y promueve toda exposición necesaria de proyección a nivel mundial.

Conclusión
Wild Eve se convertirá en la marca nacional e innovadora que expresará el gusto y calidad que tiene la mujer latina en este siglo. Todo el esfuerzo y éxito que lograremos tendrá un factor de enseñanza positiva hacia las nuevas generaciones que logren continuar un legado abierto en el mercado textil puertorriqueño.

Referencias

Adm Ramshow www.genroe.com/...strategies...costumer-val... Trade performance measurement process www.oraw.gov/phm/handbook/1-1.pdj How to improve productivity improvement
Hbswk.hbs.edu/item/35686.html.

Capitalizing on capabilities-Harvard Business review
hbr.org/2004/06/capitalizing-on-capabilities/ar/1

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...Final Strategic Plan Bus/475 Integrated Business Topic Final Strategic Plan The strategic objective of Dunkin Donuts is to constantly fuel the growth of the franchise by continually trying to engage and attract potential new customers – while keeping current customers loyal. To meet these strategic objectives, Dunking Donuts must compile date and complete a balanced scorecard. According to Pearce and Robison (2009), a balanced scorecard measures a company’s financial performance, customer knowledge, internal business processes, learning, and growth to strategize to plan to meet company goals. The date compiled will be analyzed to measure process performance, productivity improvements, operations metric, employee satisfaction, employee turnover and retention, evaluate the level of organizational capacity, discover the nature of the organizational culture, and research the technological innovation of the company. Process or Internal Operations Perspective 1. Measure of process performance. A. Measure every employees’ performance including store managers and supervisors B. Look at the least productive stores and compare them to more profitable stores. Observe what the least productive store may be doing different from the more productive store. Implement those differences and observe if they work to better the store. C. The productive stores should be analyzed to determine where deficiencies lie and fix it. D. Observe how the current process can be made better...

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Bus 475

...Strategic Plan, Part III: Balanced Scorecard Joanne Mele August 25, 2013 BUS/475 – Integrated Business Topics Victor De Jesus A Balanced Scorecard is, “A set of four measures directly linked to a company’s strategy: financial performance, customer knowledge, internal business processes, and learning and growth” (Pearce & Robinson, 2009, p. 202). The Serenity Corner needs to develop a balanced scorecard in order to assist in defining the company’s mission, values, vision, and SWOTT analysis. Herein, the four perspectives, financial performance, customer knowledge, internal business processes, and learning and growth will be discussed as they relate to The Serenity Corner’s mission, values, vision, and SWOTT analysis. Shareholder Value/Financial Perspective “If we succeed how we will look to our stakeholders” (BSI 2009, ¶5). The Serenity Corner will need to look at its asset utilization, customer satisfaction, increased net revenues, minimizing store production, and achieving financial stability. One way to measure these items is to monitor Earnings per share, Operating cost, revenue growth, Return on interest, and Return on capital. Implementing the objectives and performance measuring tools into the company’s daily routing, The Serenity Corner will be able to achieve the company’s goals that were defined in the mission and vision statement. Customer Value Perspective “To achieve our mission, how must we appear to our customers” (BSI 2009, ¶5). The Serenity Corner...

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