Corporate KPI v2 0(1204).ppt

CorporateKPIsofHMGC,HMGCHRProject,Confirmed,MethodologyandRationaleofDevelopingCorporateKPIs,CorporateKPIs,BusinessStrategiesofHMGC,BusinessObjectives,KEYActivities,CorporateKPIs,Dept.Responsibilities,GlobalKPIsguide,BestPractices,BOTTOM-UP,TOP-DOWN,DevelopingCorporatelevelKPIsbasedonorganizationsbusinessstrategies,Doublecheck,optimizeCorporateKPIstosupporttop-downway,Dept.Responsibilities,Dept.Responsibilities,Dept.Responsibilities,ProcessofdevelopingcorporatelevelKPIsofHMGC,FollowingtheSMARTprinciplesofdevelopingKPIalignedwithbusinessstrategiesofHMGC,takingthetop-downwaytocascadebusinessstrategiestospecificcorporateKPI,ExplorenewbusinessmodellocallyCreatevalueaddedOptimizeandimprovesupportingandservicecapabilitiestosubordinaries,Salesvolumereachedto1millionuptoYear2010,Businessobjectives,PerformanceIndicator,PerformanceIndicator,StrategiesofHMGC,Strategicobjectives,Technology/localization,SettinguptechnicalcenterofChinaDevelopinglocalizedvehicleProvidingtechnicalsupportstosubordinaries,Output/valueadded,SupportingnewentitiesestablishmentSupportingnewplantsestablishmentTakingmeasurestofaceupwiththeupgrowthofafter-salesmarket,Operationalmanagement/HR,OptimizingreportingprocessatoperationallevelImprovingoperationalefficiencyAttractingandretainingtalentedpeopleOptimizinge-commercesystem,Branding,BrandinglocallyCooperatingHQsmarketingcommunicationactivitiesProvidingsalessupportsforsubordinariesOrganizingcommonwealactivities,KeyActivities,KeyPerformanceIndicators,KPI,SMART,AboutBSC,BSC：BalanceScore(BSC)Cardisapowerfultoolexistinginthemarkettomeasurethebusinessperformancefrom4aspects,namelyFinance,Customer,ProcessandLearning&development.ThistoolcanbetterreflectthefollowingbalancesbetweenFinanceandNon-finance,Internalandexternal,processandresult,Customer/Market,Financearket,Revenueincrease/Costcontrol,Identifyingtargetedcustomerandsatisfyitsexpectation,Process,Learning&development,stablishingframeworktocontinuousimprovementandinnovation,Excellentprocessing,TechnicalmanagementRiskmanagementProductivity,TalentdevelopmentServiceinnovationNewproductdevelopment,MareketshareServicequalityClientrelationshipdevelopment,BSC：ByusingBSCtool,wecanmakesureifcorporateKPIisbalancedfromthe4aspects,finance,customer,processandlearning&development.,CorporateKPIsSummary,FinancialKPIs,Customer/Market,Customer/Market(Contd),InternalManagementKPIs,InternalManagementKPIs(Contd),Learning/DevelopmentKPIs,Comprehensiveappraisal,附录1Appendix1,HowdotheCorporateKPIscomefrom?,CorporateLevelKPI-BusinessGrowth,BusinessObjectives,KeyActivities,Viewpointofappraisal,KPI,Developingnewbusinessmodellocallyandexploringnewbusinessopportunities,Supportingnewentitiesestablishment,Supportingnewplantsestablishment,Takingmeasurestofaceupwiththeupgrowthofafter-salesmarket(2nd-handscar,andrentalbusiness),Fastupgrowthofimportedcar,ImprovingoverallROI,Trackingandevaluatingthestatusofeachproject,Trackingandevaluatingthestatusofeachproject,Evaluatingiftargetedsalesrevenueachieved,Increasingsalesvolumeofimportedcar,ROICAGRformarketshare,Optional,Optional,Optional,Salesrevenueofimportedcar(car/spareparts),ROI,Optional,BasedonMercerexperiencesinautoindustry,BusinessObjectives,KeyActivities,Viewpointofappraisal,KPI,Improvingtheleveloflocalization,technicalinnovation.,SettinguptechnicalcenterofChina,Providingsupportstodeveloplocalizedcar,Technicalsupportstosubordinaries,Trackingandevaluatingthestatusofeachproject,Suggestionsofdevelopinglocalizedcar,Effectivenessoftechnicalsupportstosubordinaries,Optional,Optional,SubordinatesSatisfactoryappraisaltotechnicalsupport,EffectivenessofinformationcollectionandanalysistargetedtoChinamarketandcustomers,Optional,CorporateLevelKPI-Technology/Localization,BusinessObjectives,KeyActivities,Viewpointofappraisal,KPI,ImprovingbrandimageandreputationinChinamarket,CooperatingHQsmarketingcommunicationactivities,Brandinglocally,Providingsalessupportsforsubordinaries,Organizingcommonwealactivities,EvaluatingtheimplementationqualityofadvertisingandothermarketingactivitieslaunchedmainlybyHQ,Evaluatingthequalityofadvertisingandothermarketingactivitiesrelatedtobrandimage,SatisfactionIndexaimedforsupportingsubordinariesmarketingactivities,Numberofcommonwealactivitiesandquality,Optional,Qualityofadvertisingaimedtobuildingbrandimage（timely,effectiveness,marketawareness,etc),SubordinatesSatisfactoryappraisaltoMarketingsupport,Optional,CorporateLevelKPI-Branding,BusinessObjectives,KeyActivities,Viewpointofappraisal,KPI,Improvinginternaloperationalefficiency,andcost-effectivenesstolowercostandexpense,Improvingtheefficiencyofinternalcommunicationsystem,Improvingoperationalefficiency,Optimizinge-commercesystem,Evaluatingthequalityofinformationcollection,analysisandreporting,Satisfactionindexofinternalsupporting,Trackingandevaluatingthestatusofeachproject,Effectivenessevaluationofinformationcollection,analysis,andreporting,etc.(timely,comprehensiveness,accuracy),Satisfactionindexofinternalsupporting,Optional,Improvingthesatisfactionindexofgeneralgoodsprocurement,Accuracyoforderformdelivery,PerformanceappraisaltoGeneralGoodsprocurement(timely,quality,amount,etc.),Optional,CorporateLevelKPI-OperationalManagement/HR,BusinessObjectives,KeyActivities,Viewpointofappraisal,KPI,Attractingandretaininglocaltalentedpeople,OptimizingHRmanagementsystem,Recruitingtalentpeopletomeetbusinessneedtimely,Retentionofkeystaffs,TrackingandevaluatingthestatusofHRmanagementsystemsestablishmentandoptimization(Matchingg