Download Performance Drivers

THE PERFORMANCE EXCELLENCE AWARD PROCESS
ABOUT THE REWARD
The American Strategic Management Institute
(ASMI), the nation’s leading authority on
performance based management practices, is
proud to present our annual Performance
Excellence Awards for exceptional performers in
the field of Corporate Performance Management.
As an ever-increasing number of corporations
turn to performance management to achieve
long-term
success,
best
practices
and
measurement
systems
are
essential
in
transforming performance into reality. As part of
our mission to continually identify leading
management innovations pioneered by “best-inclass” organizations, ASMI would like to
recognize those enterprises that have achieved
outstanding results through implementing and
utilizing
performance
measures
and
management systems. Leading performers will
be recognized on May 24th at ASMI’s
Performance Conference 2005.
AWARD PROCESS – EASY AS 1-2-3:
1. Corporate Executive Surveys will be
accepted no later than:
April 8, 2005
2. Award nominees will be contacted by:
April 19, 2005
3. Finalist interviews will be conducted
between the weeks of:
May 2 – May 23 2005
Corporate
Executive
Survey
2005
Performance
Excellence
Awards
When Complete Fax To (703) 894-0482 or e-mail to [email protected]
Organization: __________________________________
Name: ________________________________________
Title: _________________________________________
Years in Field: _________________________________
Daytime Phone: ________________________________
Email: _________________________________________
About The ASMI Corporate Executive Survey
The purpose of the Corporate Executive Survey is to
create a baseline for assessing the current business
environment, key performance drivers, and critical
challenges facing organizations today. In exchange for
your participation, you will receive a FREE copy of our
2005 Corporate Executives Report. In addition to
highlighting the priorities and best practices of today’s
leading organizations, the report will incorporate our
Performance Benchmarking Index – so you can evaluate
your own organizations relative priorities and performance.
The unique perspective gained from this report will enable
you to effectively pin-point your core competencies, as well
as opportunities for performance improvement.
Section I, Performance Drivers, is designed to prioritize
and grade eight (8) major areas of organizational
performance. Section II, Best Practices, evaluates your
organization’s general level of performance management
maturity as it relates to implementation, deployment, and
have you achieved performance results.
How-To-Complete Instructions
__________________________
A
Ranking Issues by Importance
Within each of the following sections, begin
by simply ranking the items in the order that
you believe reflects the company’s priorities.
(Rank the top priority as 1, then 2,3,etc.)
B
Use this scale to rate your competitive
performance for each issue listed:
(1) "Excellent” indicates your belief that
you are a market leader.
(2) "Good" indicates your belief that you out
perform most competitors.
(3) "Average" indicates your belief that you
are performing in-line with competitors.
(4) "Fair” indicates your belief that you are
somewhat under-performing competitors.
(5) "Poor” indicates your belief that you are
severely lagging competitors.
When Complete Fax To (703) 894-0482 or e-mail to [email protected]. All information provided is considered
Confidential. ASMI will not disclose, disseminate, or publish any information provided herein unless expressly agreed to in writing.
Corporate
Executive
Survey
2005
Performance
Excellence
Awards
Section I: Performance Drivers
To maximize enterprise capacities, an
organization must identify and prioritize value
drivers that are essential to setting forth a
strategy and vision. Achieving performance
excellence, organizational growth and
profitability in a competitive market place can
be attained by optimizing efficiency by
following strategies that are the products of
information revealed through value drivers.
B
A
Rank by
Importance
Rank (1 – 8)
When filling out this section, please rank the
drivers in the order that most closely resembles
your organization’s priorities. Once you have
ranked the drivers, please give a competitive
performance grade to the competitive issues in
this section. Your grade should reveal how
effective you feel your organization is at
addressing these issues.
Page 2 of 5
Performance Drivers
Competitive
Performance
Scale (1- 5)
Competitive Issue
Page 2 of 6
Business Strategy
Creating economic value and shareholder returns
Market Positioning
Achieving sustainable customer and market share
growth
Market Research
Identifying changing customer preferences and
market trends
Customer Acquisition
Maximizing customer growth and responsiveness
Leadership and Vision
Aligning organizational competencies with
market opportunities
Operations
Optimizing operational efficiencies and
improving processes
Human Resources
Aligning personnel with organizational
objectives
Financial Forecasting
Delivering risk-balanced and sustainable
financial performance
Total
When Complete Fax To (703) 894-0482 or e-mail to [email protected]. All information provided is considered
Confidential. ASMI will not disclose, disseminate, or publish any information provided herein unless expressly agreed to in writing.
Corporate
Executive
Survey
2005
Performance
Excellence
Awards
Section II: Best Practices
To
achieve
best-in-class
performance
excellence, organizations must continually find
new ways to create value, grow customers and
increase revenues. Every business must set
priorities, allocate resources, and identify the
strategies that will support its goals.
A
Rank by
Importance
Rank (1-4)
When completing section C below, check-off
any initiatives that you are involved in and that
you believe are key to the overall success of
your organization.
Page 3 of 5
B
Business Strategy
Competitive
Performance
Scale (1- 5)
C
Key Initiatives
Important to Success
(Check all those that apply)
Identify “key drivers” shaping the
future of the business
Align strategy with market and
customer demand forecasts
Develop venture value models
Explore competitor response to new
strategies and initiatives
Strategic alignment with external market
and competitive forces
Positioning toward joint ventures and
strategic alliances (product
development, marketing or distribution)
Access to key intelligence to support
business plans
Validate business and industry
assumptions
Analyze the impact of business
scenarios
Access best available information
Fill gaps in existing competitive
intelligence
Identify trends involving competitors,
customers, processes, or technology
Total
Rank by
Importance
Rank(1-4)
Market Positioning
Effectiveness in exploiting new market
opportunities
Success in optimizing product portfolio
to maximize revenues
Effectiveness at out performing key
competitors based on customer growth
or revenues
Success in maintaining or growing
market share
Competitive
Performance
Scale (1- 5)
Key Initiatives
Important to Success
(Check all those that apply)
Market research and analysis
Review of industry positioning
Analyze industry customer
segments and product offerings
Explore alternatives to create risk
balanced and profitable offerings
Create synergistic product offerings
Assess competitor positioning and
strategy
Identify product marketing best
practices
Review market penetration & shares
Take market share from competitors
Total
When Complete Fax To (703) 894-0482 or e-mail to [email protected]. All information provided is considered
Confidential. ASMI will not disclose, disseminate, or publish any information provided herein unless expressly agreed to in writing.
Corporate
Executive
Survey
2005
Performance
Excellence
Awards
Page 4 of 5
A
Rank by
Importance
Rank (1-4)
B
Market Research
Competitive
Performance
Scale (1- 5)
C
Key Initiatives
Important to Success
(Check all those that apply)
Analysis of market product “pull”
Evaluation of market needs
Review of factors driving demand
Conducting industry benchmarking
Creating systems of market
information capture
Evaluating customer & sales trends
Review of market research criteria
Conducting market research at the
product or business unit level
Understand the needs of target markets
Ability to evaluate competitive factors
shaping business
Ability to identify important market
opportunities and trends
Total
Rank by
Importance
Rank (1-4)
Customer Acquisition
Competitive
Performance
Scale (1- 5)
Key Initiatives
Important to Success
(Check all those that apply)
Profile existing and potential
customers
Developing new product offerings
Determine product/service
contributions to profitability
Effectiveness in penetrating new
customer markets with products/services
Distinguishing profitable vs.
unprofitable customer acquisition
Effectiveness in reducing customer
turnover
Success in leveraging existing clients
into more profitable or value-added
products and services
Identify customer value drivers
Increase relationship depth
Provide better sales training and
development
Total
Rank by
Importance
Rank (1-3)
Leadership and Vision
Alignment of organizational vis ion with
capabilities and resources
Leadership effectiveness in achieving
stated goals
Company policy for regularly evaluating
business goals and objectives
Competitive
Performance
Scale (1- 5)
Key Initiatives
Important to Success
(Check all those that apply)
Business plan and program analysis
A better system for tracking
organizational performance
Programs for effective recruitment
Improve the alignment of business
goals and the market environment
Design a centralized approach to
managing organizational resources
Identify competencies
Conduct business modeling
Total
When Complete Fax To (703) 894-0482 or e-mail to [email protected]. All information provided is considered
Confidential. ASMI will not disclose, disseminate, or publish any information provided herein unless expressly agreed to in writing.
Corporate
Executive
Survey
2005
Performance
Excellence
Awards
Page 5 of 5
A
Rank by
Importance
Rank (1-3)
Operations
B
C
Competitive
Performance
Scale (1- 5)
Key Initiatives
Important to Success
(Check all those that apply)
Review of project budgets and
implementation timelines
Conduct project impact studies
Identify opportunities for cost
reduction and process simplification
Initiate methods to track success
and implement performance
improvement
Develop and implement procedures
Identify strengths and weaknesses
Positioning of financial and business
resources to support goals
Approach to identifying opportunities
for continuous improvement to reduce
cost and improve business efficiencies
Control and monitoring of basic
processes to improve profitability,
quality and customer satisfaction
Total
Rank by
Importance
Rank (1-3)
Human Resources
Competitive
Performance
Scale (1- 5)
Key Initiatives
Important to Success
(Check all those that apply)
Alignment of skills to objectives
Establish criteria for evaluations
Define required areas of expertise
Ability of employee skills and
knowledge to support key organizational
objectives
Align organizational performance
measures with business goals
Define measurable goals
Provide employees with clear goals,
objectives, and company vision
Communicate strategic direction
and goals
Monitor programs and adopt a
continuous improvement approach
Organizations capability to improve,
learn and change
Total
Rank by
Importance
Rank (1-3)
Financial Forecasting
Up-to-date 1-yr, 3-yr, and 5-yr financial
forecasts on business units, market
segments, and product lines
Calculation of growth rates for target
markets
Effectiveness at accounting for and
controlling potential business risks
Competitive
Performance
Scale (1- 5)
Key Initiatives
Important to Success
(Check all those that apply)
Business unit operating expenses
Validated financial assumptions
Business modeling and valuation
Accurate estimates of sales and
revenues
Evaluate external and internal risks
Develop risk monitoring systems
Total
When Complete Fax To (703) 894-0482 or e-mail to [email protected]. All information provided is considered
Confidential. ASMI will not disclose, disseminate, or publish any information provided herein unless expressly agreed to in writing.