样本案例分析.pptx

Outlines Background Current SituationLearningOperationCustomer Benchmarking PrinciplesBenchmarking AnalysisTactics for GapsPerformance Measurement-BSC Case OverviewCase AnalysisTacticsActionPlan1Section 1 Case Overview Background Current SituationCase Overview2Case Overview-Background3Mission Academic Resource Service ExcellenceNorthlakeCompany Location:Metropolitan Product Lines:Textbooks,Sundries,Clothing,Software,ComputersCompetitors Online Textbook Vendors Other Booksellers:B&N,Wal-mart,etc.CustomersStudentsFaculty StaffAlumniGuestsA University BookstoreTotal 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%200220032004Five Products-Textbooks-Clothing-Computers-Software-Sundries1.Product Structure2.Financial Performance4Case Overview Current SituationIncreasing Trend3.Textbook Sales5For 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 SituationSection 2 Case AnalysisBenchmarking PrinciplesBenchmarking AnalysisCase Analysis6Case Overview Benchmarking PrinciplesBenchmarking PrinciplesvBenchmarking as a ToolCompare with Superior Performance Identify GapsImprove Necessary AreasvBuilding PrinciplesAlign with Organizational StrategyProfitabilityService Excellence7Case Overview BenchmarkingGrand Strategy LevelFunctionLevelCompetitive Strategy LevelProduct LinesFocus StrategySupportive DepartmentsOperationHumanResourceMarketingMarketPriceServiceTextbooksClothingComputersSoftwareSundries8Grand Strategy LevelFunctionLevelCompetitive Strategy LevelProduct LinesFocus StrategySupportive DepartmentsOperationHumanResourceMarketingMarketPriceServiceTextbooksClothingComputersSoftwareSundries9Case Overview BenchmarkingProducts%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%26%3%5%-16%Top 31.Product Structure&Profitability Analysis10Last 1%of Sales,New Texts,1.01GM Rate,New Texts,1.04%of Sales,Used Texts,0.64GM Rate,Used Texts,1.04%of Sales,Clothing,1.72GM Rate,Clothing,1.22%of Sales,Computers,6.50GM Rate,Computers,0.64%of SalesGM Rate%of Sales:Above MedianNew TextsClothingComputersBelow MedianUsed TextsRatio=Northlake/NACS Median2.NACS Benchmarks11GM Rate:Above MedianNew TextsUsed TextsClothingBelow MedianComputersBenchmarking-Grand Strategy LevelGrand Strategy LevelProduct LinesFocus StrategySupportive DepartmentsOperationHumanResourceMarketingMarketPriceServiceTextbooksClothingComputersSoftwareSundries12Competitive Strategy LevelFunctionLevelCase Overview BenchmarkingBenchmarking-Competitive Strategy LevelCompetitive Strategy LevelAverage25thMedian75thNorthlake 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 LevelMarketPotential for ExpansionMarket Coverage13 Market Coverage=(Total Space/Square Feet per Student)/Average StudentsMarketPotential for ExpansionMarket CoverageCampus Contrib.High Campus ContributionCampus Contrib.as a%of Sales,Average,6.70%Campus Contrib.as a%of Sales,25th,3.90%Campus Contrib.as a%of Sales,Median,7.00%Campus Contrib.as a%of Sales,75th,8.80%Campus Contrib.as a%of Sales,Northlake,12.10%14Benchmarking-Competitive Strategy LevelCompetitive Strategy LevelMarketPotential for ExpansionMarket CoverageCampus Contrib.High Campus ContributionSales per StudentSales per FTE Student,Average,$1,025Sales per FTE Student,25th,$861Sales per FTE Student,Median,$1,026Sales per FTE Student,75th,$1,187Sales per FTE Student,Northlake,$1,338Strong Purchase Power15Benchmarking-Competitive Strategy LevelCompetitive Strategy LevelPricePrice ChangeAmazon EcampusBarnes&NobleWalMartAverage NorthlakeFall,2003-Fall,2004-27.45%-22.61%-22.45%-28.02%-25.08%-22.03%Price Change,Amazon,27.45%Price Change,Ecampus,22.61%Price Change,Barnes&Noble,22.45%Price Change,WalMart,28.02%Price Change,Average,25.08%Price Change,Northlake,22.0325.08%-22.03%Low Decreasing MagnitudePrice Trend16Benchmarking-Competitive Strategy LevelCompetitive Strategy LevelPriceLow Decreasing MagnitudePrice TrendHighCurrent PriceFall,2004,Amazon,$58.82Fall,2004,Ecampus,$57.78Fall,2004,Barnes&Noble,$61.36Fall,2004,WalMart,$57.08Fall,2004,Average,$58.76Fall,2004,Northlake,$60.83PriceAmazon EcampusBarnes&NobleWalMartAverage Northlake2004 Fall$58.82$57.78$61.36$57.08$58.76$60.83$58.76$60.8317Benchmarking-Competitive Strategy LevelCompetitive Strategy LevelServiceFaculty Overall SatisfactionCustomer Queuing Time18 Faculty Overall Satisfaction Customer Queuing Time%of Coursepacks Available First Day%of Textbooks Available First DayBenchmarking-Competitive Strategy LevelCompetitive Strategy LevelServiceHigh Service QualityImproving Service%of Coursepacks Available First Day%of Textbooks Available First Day19 Faculty Overall Satisfaction Customer Queuing Time%of Coursepacks Available First Day%of Textbooks Available First DayBenchmarking-Competitive Strategy LevelCompetitive Strategy LevelGrand Strategy LevelProduct LinesFocus StrategySupportive DepartmentsOperationHumanResourceMarketingMarketPriceServiceTextbooksClothingComputersSoftwareSundries20Competitive Strategy LevelFunctionLevelCase Overview BenchmarkingOperationMarketingHuman ResourceSpace UtilizationCost&ExpenseInventory ManagementEmployee StructureLaborEfficiencyLaborExpensePromotionChannel21Benchmarking Function Level22OperationInventory ManagementGMROIInventory Turnovers GM Rate=Inventory Turnover*GM RateGood Benchmarking Function LevelOperationInventory ManagementGross Margin RateInventory TurnoverMedianMedian 0Increase price Good ComputersNew TextsUsed TextsClass NotesClothingGeneral BooksSoftwareSundriesReduce price 23Benchmarking Function LevelOperationInventory ManagementGood Space UtilizationLow position,Sales per Total Space,0.78position,Sales per Selling Space,0.99position,Student per Square Feet,0.67position,Ratio:Selling to Storage Space,0.77 Ratio=Northlake/NACS MedianMedian24Benchmarking Function LevelOperationInventory ManagementGood Space UtilizationLow Cost and Expense ControlCost ControlCost of Goods Sold,2002,75.50%Cost of Goods Sold,2003,73.50%CostofGoodsSoldCost of Goods Sold,Average,74.20%Cost of Goods Sold,25th,71.30%Cost of Goods Sold,Median,74.30%Cost of Goods Sold,75th,75.70%Cost of Goods Sold,Northlake,72.50%NACSBenchmark25Benchmarking Function LevelOperationInventory ManagementGood Space UtilizationLow Cost and Expense ControlExpense ControlAverageNorthlakeGood 26Benchmarking Function LevelOperationInventory ManagementGood Space UtilizationLow Cost and Expense ControlGoodOperating 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%27Benchmarking Function LevelOperationInventory ManagementGood 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 operating leverage,2002,3.24operating leverage,2003,3.06operating leverage,2004,2.60operating leverage,2004(average),4.532004(NACS,average)28Benchmarking Function LevelOperationInventory 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%32.64%38.41%22.09%Margin of Safety Ratio=(Total Sales-Break Even Sales)/Total Sales29 Break Even Sales=Total Oper.Expenses/GM RateBenchmarking Function LevelOperationInventory 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%32.64%38.41%22.09%2004(NACS Average)Low Margin of Safety Ratio30Benchmarking Function LevelHuman Resource Employee Structure Fewer Part-time EmployeesNorthlake,Full-time,30,77%Northlake,Part-time,9,23%NorthlakeAverage,Full-time,30,57%Average,Part-time,23,43%Average31Benchmarking Function LevelHuman 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 Labor Expense Average25thMedian75thNorthlakeLabor Expenses12.90%10.30%12.40%15.00%12.60%Labor Expenses per Employee$57,362 N/AN/AN/A$48,274 32Benchmarking Function Level ChannelWeak Online Sales,Seasonal DemandMarketingOnline Sales as a%of Total Sales,Average,3.10%Online Sales as a%of Total Sales,25th,1.00%Online Sales as a%of Total Sales,Median,1.70%Online Sales as a%of Total Sales,75th,4.50%Online Sales as a%of Total Sales,Northlake,1.90%OnlineSalesasa%ofTotalSales33WebandMailSalesTextNon-TextBenchmarking Function Level ChannelWeak Online Sales,Seasonal Demand Marketing PromotionFew 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 34Benchmarking Function LevelCase Analysis-SummaryGrand Strategy LevelFunctionLevelCompetitive Strategy LevelOperationHuman ResourceMarketingMarketPriceServiceNew books,Used books,ClothingComputersSundries,Software,Other BooksAppealingNot AppealingAverage LevelLowHighHighGood Inventory Management Low Space UtilizationProblematic StructureLow Labor EfficiencyWeak Online SalesFew Promotions35Reason Analysis-Fishbone DiagramSales DecreaseHigh PriceEmerging TechnologyFew PromotionsSingleChannelAlmost No PromotionsIgnore Seasonal PromotionOnline PublishersOnline ShoppingOnline VendersFrequent UpdatesHigh CostLow Negotiation PowerWeak Online SalesDepend on CampusContrib.36Section 3-TacticsTactics for Gaps -Grand Strategy Level -Competitive Strategy Level -Function LevelPerformance Measurement-BSCTactics37Tactics-Grand Strategy LevelCompetitive Position(%Sales)HighStrong LowWeakAverage Med-iumNew TextsComputersUsed TextsGeneral BooksClothingSundriesClassNotesSoftwareGE Matrix of BookstoreMarket Appeal(GM Rate)ExpandSelective DevelopHarvest or ShrinkStrengthen-New TextsDevelop-Used TextsCultivate-ClothingMaintain&Improve-Computers38Tactics-Competitive Strategy LevelCompetitive Strategy LevelNew TextsIncrease online salesDo seasonal promotionsMaintain a relatively high priceClothingExtend series of“clothing 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 LinesComputers Increase price of computersPromote the sale of accessorieslHigh Inventory TurnoverlLow Gross MarginlHigh PricelOnline Shopping Impact39Tactics-Function LevelFunction levelOperation Maintain high inventory turnover,while ensure full range,timely deliveryEnhance space utilizationReduce expense of operating utilitiesHuman ResourceHire more student employeesIncrease wagesProvide more trainingMarketing Solve the unstable order problemDo more promotionsIncrease proportion of online sales40Measure LevelKSFIndicators ActualPosition in IndustryOptimal VarianceFinance Gross Margin RateNew Books23.4%50th-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 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-time30%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 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-time30%50th 77%43%U42Assumption：The NACS benchmarks have a normal distribution.The 5th and 95th percentiles are estimated accordingly.Three Criteria：Importance,Big Gap,Data AvailableTactics-Balanced ScorecardMeasure LevelKSFIndicators ActualShort-term and Long-term Goals First year Second year Third year 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 OperationInventory ManagementInventory Turnover 9.19.19.19.1Store UtilizationSales per Square Feet$741$980$1,219$1,458Expense ControlUtilities0.5%0.370.23%0.10%Learning&DevelopmentEmployee StructurePart-time/Full-time30%45.67%61.33%77.00%43Tactics-Balanced ScorecardSection 4-Action PlanLearningOperationCustomer ActionPlan44Action PlanLearning&DevelopmentOperationCustomer45Action PlanLearning&Development46Learning&DevelopmentEmployee StructureHire more students as part-time employeesTrainingProvide extensive training and career-enhancing packagesCompensationOffer industry-leading compensation and excellent benefitsPerformance EvaluationEstablish a new performance evaluation system based on Benchmarking indicatorsLearning&DevelopmentOperationAction Plan47Procurement Used BooksEstablish takeover points of used books on campus using some slogans,e.g.environmental friendly.New BooksBuild a long-term relationship 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 channels.Online SalesOffer seamless online ordering and an online portal to benefit bookstores success,especially in peak seasons.Learning&DevelopmentOperationCustomerAction Plan48Store DesignSpace UtilizationAdd visual merchandise to enhance space efficiencyConsistent&Unique ServiceConsider all aspects when starting a renovation or building a new store.FlexibilityProvide versatile signature series fixtures,allowing to respond to changes