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COMPETIVTIVE ANALYSIS INTERNAL ANALYSIS

WHERE DO WE WANT TO BE? VISION MISSION OBJECTIVE

HOW WILL WE GET THERE ?

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BSC, KPI, BENCHMARKING

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EVALUATION & CONTROL

WHERE WHERE ARE ARE WE WE NOW? NOW?

IMPLEMENTATION 7Sâ&#x20AC;&#x2122; S MODEL .

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Government

Firm Strategy, Structure, and Rivalry

Factor Conditions

Demand Conditions

Related and Supporting Industries

Chance

: Michael E. Porter

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MC. KENSEY 77-S -S STRUCTURE

STRATEGY

SYSTEM

SHARED VALUE SKILL

STYLE

STAFF (SPECIALIST)

Value Value Chain Chain (Michael (Michael E. E. Porter) Porter) Firm Infrastructure -4

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Human Resource Management - ภ% ( .

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150,000

200,000

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ภ' 8 (Liquidity Ratio) ' ) =

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- 0) .%'/() '

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(

(Leverage 1 Capital Structure Ratios) 25X1

25X2

Debt to Total Assets

= &

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579,800 970,000 = 0.598

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=

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579,800 390,200 = 1.49

100,000 20,000 = 5.00 -!

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- 0) /() '

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Resources-Based Tangible Resources Financial Physical Human Resources Organizational

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Intangible Resources Technological Innovation Brand Names Corporate Culture .

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ภภSegmentation

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Positioning

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Stakeholders

"#

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Customer Supplier Competitors Employers & Manager Stock Holders Financial Institutions Government Neighbour Chamber of Commerce and FTI .

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Where do do we we want want to to be be ? ?

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THAI INDUSTRY VISION 2020 T H A I L A N D .

TECHNOLOGY DRIVEN HIGH PRODUCTIVITY AFTA LEADER INTERNATIONAL STANDARD & BRAND LEVERAGED HUMAN RESOURCES ADDED VALUE NOVEL PRODUCTS & PROCESS DOMINATING LOCAL RESOURCES 57

ision to be the best quality company focused on service people and <7security 1 : for life < 4 ภ1234 2 j B 4 4 3 4 G G 7ภ123 .7 B G . ภ4

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Mission

AT&T

â&#x20AC;&#x153;We are dedicated to being the worldâ&#x20AC;&#x2122;s best at bringing people together-giving them easy access to each other and to the information and services they want and need-anytime, anywhereâ&#x20AC;?

.

62

Mission : 1. To build quality into the culture of our organization.

2. To increase business growth each year to strengthen our number one position.

3. To be recognized as the best financial service provider in Thailand.

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ภ* ( + (Key Success Factors:KSF)

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( $ % 2 %"32 & 4 How will we get there ?

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70

ภภ$ 3 & ! ภ" &_ _ภ(Corporate Strategy) ภ" &_ & ภ$ (Business Strategy) ภ" &_ )S & ภ$ (Functional Strategy)

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ภ67 ภ$ ŕ¸

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73

BCG MODEL MODEL BCG Relative Competitive Positions (Market Share)

Business Growth Rate

High

Stars Cash cows

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Low

Questionmarks

High

Dogs Low

74

General Electric Model (GE) 6 % % 8) ภ'$ ' ' 9( ภ/

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ADL Portfolio-Planning Matrix

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78

ภ$ ภ!9

Intensive growth â&#x20AC;&#x201C; ภ# " (Market Penetration) â&#x20AC;&#x201C; ภ[ ` a"$ ' .b_ (Product Development) â&#x20AC;&#x201C; ภ[ ` " (Market Development) Integrative Growth â&#x20AC;&#x201C; %

! ( (Horizontal Growth) â&#x20AC;&#x201C; %

! ( $ (Vertical Growth) Diversification â&#x20AC;&#x201C; %

& ภ$ #I\ ) ภ& ภ$ # $) (Concentric Related Diversification) â&#x20AC;&#x201C; %

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79

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Vertical Integration .

80

ภ: & (Vertical Integration)

Supplier Supplier

Backward Integration .

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Forward Integration

81

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Differentiation

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Differentiation Focus 84

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Promotion Plan 90

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Promotion Promotion ภภ7 744ภภPlace Place C C

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108

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ก \) ก& [ .$I _/ ก # $ ก \) ก " J #I ก )ก a $S ก$ ก

.

109

ภ$ ภ& $ $ ภŕ¸

ภภS ) Y

ภภภภ#' S ภ( ( _! _ (Debtenture with Warrant)

S ภ! " ' [ (Convertible Debenture)

.

110

ภ$ ภ& $ $ ( ) ภภภ( Debt Financing) ภภ\)# $ ) #(" I \ ) ภภ( 1 x ภภ\)! ภภ\)! YY * ภภภภ# $ #' S * ภภS ภ(Debenture) ภภ( Â&#x201A; YY I # $

(

.

111

ก " "< %"%& & ; ( )# s ก " ( )# s # $ / ก a"$ / ก ก ( )# s ก # $ [$ . #(" \ ) " &$ a" ! ( )# s $ !( " ) #)$ a"ก $ !( " ) (EIA) ก " ก ) ก

.

112

ก ! ก ' !" . ก ( 9. ก (

ก + % & ก 06$ ก ( % ' (

0 $ % ' (

% &ก (

ก 0 ( 0%( 6

(

- ก &. ' 6 ; ก

ก 6 ; ก ,4 ก 6 ; ก +

ก 6 ; - ก (

.

113

( ) ก ! ก ' !" . ( % &ก ก+ " ' ( % &ก ก % &ก ( - & 6$ ก ( 9. ก ! 0% 6 "6 0 4 "%$ .

114

& & ภภ&& ( ( !" . !" . #I\ ) # V S) ภภ[ ภ\ S a $S $ S( YS % ภ[ ŕ¸

# s ! ( Â&#x2020;Road MapÂ&#x2C6; #[\ ) $p ŕ¸

.

115

& ก & ( !" . ( ( )

#[$ ) $ &$' [% ก $ # % ' ( !( " )!" ก #ก$ % * ก ) S) ( ) a$ I !" S a $S ( !a #S) ) !" # $ ก " !a ) $S " ก % *

.

116

ภ" ภ$

" ภ' ภ$ !" ( _ S \ ) ? ภ" &_Â&#x2030;ภÂ&#x2030;( ภ!" " ภ' ( !( " ) ' ภS \ ) ? ภ" &_ !%d % & ภ$

[ ภ!"

$ )% a $S !" [ ภ) I S \ ) ? ภ" &_ ( )# !" a" ! (Risk and Return) S \ ) ?

.

117

( ) ก " ก $ ( ก" &_#S) )ก " # !" & ก$ [ )ก ก " !" ก S \ ) ? ก" &_% ! ก ก" &_ \ J ( ( S \ ) ? ก" &_ ! ก# s ก" &_

ก"($& !" !a " ก S \ ) ? ก" &_ " ก ( I ($ % $ !" $ก S \ ) ?

.

118

( ) ก " ก $ ( S( !" #(" % ก" &_ S #S)

)S \ ) ?

ก" &_#" ! !% S \ ) ? I ( ) ก [$ . S ก" &_ *

$ !" $ก S) ก " # s $Z ! ก

S \ ) ? #)$ !%

!)

#)$ .

S \ #ก$ S \ ) ?

119

ก345678 / ก ! (Market Expansion) 0 1 2 345 (Product Expansion) ก :;< = ก :>? ? @ A @ 1BC (Vertical Integration) Forward Backward ก :KL MN:ก1<KOBA ก ! C (Diversification) ก :>? ? @ A @ S (Horizontal) ก : MN:ก1<V CS?! C @ B C (Stability) ก ?NKM5MN:ก1< (Business Strategy) KN ! Z <! ? (Cost Leader) ]: C @ A ก ! C (Differentiate) N!C; ก (Focus) ก : 2 ? (Internal Efficiency) N32 ^:=]1 KM12 Responsiveness ก : SV] SC !S ก ก : KO C `````````````.. `````````````.. `````````````.. `````````````.. `````````````.. `````````````..

9:;59<43:=>?4@A3:BC>D@C=E9?4;=F?4=E9?4;

Action Plan =EG<HI<4

ก34567

Action Plan

9:4:=J3< Q1

Q2

Q3

Q4

Action Plan Q1

: ?b < ก ก

1. ก !

Q2

1. @1; : = 5 > S ก A ! =

!

Segment ; dBS Market Size

XX Million Baht

A =]g @=ก :A>!C>

^h 2545

A ! = Segment 2. ; dSก Target Market 3. กL Positioning ; dBS@ Cก ?NKM 4. ; dSก]!@ 0] K Cก : 5. < KL Promotion Plan *** 6. KL Marketing Audit

Q3

Q4

Who must do what ?

.

123

ภ< !E ( Strategic Formulation)

5 <: G /

ŕ¸

.

ภ= !E F7G 57 (Implementation)

5 <: G GG 5 Â&#x201E;

5 <: G B/ 1 ภ4 k !. 1 ภk

ภ57B5 4 !. <G 4 (Evaluation & Control)

5. ภG 7;

< w @ 4

ŕ¸

124

" ก ! 9 ก 1.

2.

3.

4.

S ก ) S) S ก % %

% ก ( ) ก ()ก" )% ! ก )S ก" ) $ " ก ' )$p _ # " IY ก $S !" ก" &_# s

.

125

" ก ! 9 ก ( ) 5. ( % * % S _ก 6. ก ()S \ ก ก

7. ก" ก% ก #I ($& ก ก]

" # % # V S) # s .

126

Virtual Organization " ภ![ ! ! ภ[ ภ!" Â&#x160;Â&#x2039;

J () * ภ![ !

S( _ภภf [[" # _ !" " ŕ¸

.

127

ภ!9 ภ1.

2.

3.

4.

5.

6.

% _ภ#S) )ภภ" &_ " ภภ! ภ)BU (Business Unit) ) % _ภ) ภS \ #ภ$

# $)ภ_ŕ¸

# $)ภภS \ () ) ภ()ภ$ ภ) ( ( ŕ¸

#S) ) ?

.

128

ก " $ " & 9 ก -

!GG GG Cก < กF G2 G G 42;. B G E/G 7; B G : Bก eD ;< ก

.

;4 - ก G2 G / .

- E/G 7; B G E / = - 4 d5 G .ก / B/ 7

129

ภ" $ " & !! (System) - / 4.E.ภB= 7 /

ภ- / 4.

5 EG/ 7; 1 D - ภÂ&#x2C6;Â&#x2030;ภG 4 / E/G 7; B G - 42 / 4. E.ภB= 7 4 ภB Â&#x2021; / 4..ภ/ ;4 !. !

- / 4.!:ภ: ;/E/G 7; B G5 Â&#x201E; !. ภ- 42ภÂ&#x2C6;Â&#x2030;ภG 41 D ภ.

130

! ! ' ! : ก ' ก $

* + , +-* ($ p _ !" $p % ก$ ก [ ` ก" &_#[\ " ($ p _

.

131

! ! ' ! : ก ' ก $

* + , +ก \ # $ ก ($ p _ !" ก" &_

ก$ ก ) !" ก $ $

ก p ) !" ก $S

ก" ) I ( #S"\ [ ก ก !ก YS ก$ ก ) Y

.

132

! ! ' ! : ก ' ก $

* + , +ก (. ) Empower [ ก #[\ [ ` !" $# $ ) $ $ #[\ [ `

_

$ &$' [ ก" I$ ก ) S ( \ J #[\ [ ` ก ( ก !" ) ( ก ) $ !" $ก .

133

ภ" $ & A ภ- () - $ I - ) ภ#)\ ) #ภ( - S" ภ#" ( )#

- # ภ$S '

.

;4 - Empowerment - # � #a !" $ - ภ" #

- # " ŕ¸

134

( + : ภ( ' %""8 ! (

ภS( ภ( !a !" ภ( ) * MBORR = Management By Objective Result and Rewards ภ$ภ)( _ a"" [&_!" ) ภS a" ! ) % ) "% ( ภ( ภ" &_ !" $ ) a" .

135

( + : ก ( ' %""8 ! ( )

.

) ก \ !" ก $S [ ก " "_ก $S

$ ) ()ก % " _ก

136

' ! 7 ภภ"< ' ( !!:&: 5 Task # # V S)

a" Relation ( ) )[ &_ ) ภ" ภReward ภS ( " " ภAttitude p $ (ภS \ " " ภParticipation ภ) ( () ภ$ % " ŕ¸

.

137

HOW HOW ARE ARE WE WE DOING DOING ? ?

.

138

ภ" ( + ภ;4

ŕ¸

/ B/ ภ7 < BE. B25 <G 4!.

4 / ภ= F7G 57 : Bภ!5 . Â&#x2C6;Â&#x160;

.

â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş

Multidimentional < BE. B25 i:: G 5

w !. / j 47 !. = G : Bภ/ 4Â&#x2C6;Â&#x160;

139

The Balanced Scorecard as a Strategic Framework for for Action Action Framework

Communication &Linking â&#x20AC;˘Communication and education â&#x20AC;˘Setting goal â&#x20AC;˘Linking rewards to performance measure

.

Translating the Vision â&#x20AC;˘Clarifying the vision â&#x20AC;˘Gaining consensus Balanced Scorecard

Business Planning â&#x20AC;˘Setting targets â&#x20AC;˘Aligning strategic initiatives â&#x20AC;˘Allocating resources â&#x20AC;˘Establishing milestones % : Kaplan & Norton

Feedback &Learning â&#x20AC;˘Articulating the shared vision â&#x20AC;˘Supplying strategic feedback â&#x20AC;˘Facilitating Strategy review and learning

140

!!ภ" ภ(Performance (Performance Appraisal Appraisal System) System)

( #I\ ) ภ($ p _ ' ภ$ !" # V S)

( " ภ( ` & ) _ภ!" ภ#)$ a" _ภ()!" ! " Â&#x160;Â&#x2039;

( ) ภภa $S ( ()

ภ( ภ( !a ภ" &_

.

141

!!ภ" ภ(Performance Appraisal System)

( ( ) ) "% ภ#)$ J ( # s ) % [ ภ_ภ( # s ภ" #[\ [ ` a"ภ# $ S % * ( # s ภ( ภ[ ` (# % ! " Â&#x160;Â&#x2039; !" [ ŕ¸

.

142

6 . : ก &' ก "8 ! & ( ก S ( _

ก! ก (

\ ก ( $ $

a$ I ก ( )a"ก (

# s a [ `

.

143

Balanced Scorecard (BSC)

# s # \ )\ #I\ ) ภภ" &_% _ภภภ#)$ f ) ภ#)$ 4

) " !ภa"ภ# $ ภ# $ " ภภ( ภ$S ' ภ# !" ภ# $

* 4 ) ภภS ( _ (Objective) ภ( (Measures) # V (Target) !" ภ# $ ภ(Initiative) .

144

Balanced Scorecard Scorecard (BSC) (BSC) Balanced

ŕ¸

# s ภ) Â&#x2020; _ภ# ( ) # d ภ# $ a"ภ# $ ภ# $ ( # s

% a \ S Â&#x2C6;

ŕ¸

ŕ¸

# s ภ)( #[\ ( )[ % a \ S !" " ภ_ภ# ( ) ภ( ภ# s #"$p

.

145

Balanced Scorecard (BSC)

ŕ¸

# s ภ)#[\ S _ภ" ($ p _ # ( " ŕ¸

ภŕ¸

#[\ " ($ p _ #

ภภZ ( ) ) ภ# " ! " !" [ `

.

146

The Balanced Scorecard Links Performance Measures

Financial â&#x20AC;˘Profitability â&#x20AC;˘Roce â&#x20AC;˘Cash Flow

Customer

Etc.

Internal

â&#x20AC;˘Retention

â&#x20AC;˘Cycle times

â&#x20AC;˘Satisfaction

â&#x20AC;˘Quality Index

â&#x20AC;˘Market Share

â&#x20AC;˘Rework

â&#x20AC;˘Relationship

Innovation

â&#x20AC;˘Productivity

â&#x20AC;˘ % of new products â&#x20AC;˘Rate of improvement â&#x20AC;˘Skill levels â&#x20AC;˘R&D Conversion Etc .

Source : Kaplan R.S & Norton D.P. HBR 1993

147

KPI = Key Performance Indicators

# & & $ ' ()

ŕ¸

.

148

Key Key performance performance indicators indicators used used by by companies companies in in Thailand Thailand Rank

Rank 1

Customers Customers

Percent

Corporate Image

69.2

7

Market Share

67.6

9

Responsiveness

62.7

Percent

-

Learning Organization

49.7

-

Technology Leadership

38.4

-

Speed of Launching

34.1

New project -

R&D

3

ROS

76.8

5

Revenue

69.7

8

ROE

65.9

9

ROA

62.7

Rank

34.1

International

10

Quality Human Resource

78.4 57.5

Development 10

Rank

Employee Morale

57.5

Cost per unit

53.0

Social Responsibility

Percent

& Environment 4

Safety

71.4

9

Social Responsibility

62.7

-

Compliance to law

56.9

-

Environment Conscious

6?K I< : Corporate Performance Assessment of Business in Thailand : 1999

.

Percent

Efficiency 2

6

Innovation

Percent

87.0

Satisfaction

Rank

Financial

56.8

149

ก $

%%" " ก ก &&' ก &( ' ก &(

ก " $ $ ))

ก $ ก " ก : 6 % + 7 ก 6 % ; + 7 ) )0 ;/ 84 0( 6 8( .

<7 1 !. ก. 1@

.

KPI

Target

ก ( 9. .

9 = -= ) : -4 $ ;/ 84 0( /ก ก ก 0 = ) 6 > 6 8( .

KPI

Target

ก ( 9. .

150

ก " $ ) ก $ %" ก &' ก &( /ก : -4 (6 . .ก ' 6 > $ " ) /ก 6 8( .

KPI

Target

<7 1 !. ก. 1@

ก ( 9. .

ก / ก : -4 (6 . $ " .ก - 5 6 % % 8 4 - 5 6 8( .

.

KPI

Target

ก ( 9. .

151

$

Balanced Scorecard Scorecard Balanced

ภ$ %" ภ&' ภ&(

ภ7 ( _ : a"ภภ( : ROA = # V : ROA>10% ภ" &_ : ภ$S $ [ _ .ภ/ ( _ : ( )[ [ ภ( : I ( )[ [ " ภ# V : " 90 % " ภ) ( )[ [ ภ" &_ : Customer Relationship Management

.

<7 1 !. ภ. 1@

ภ2 /!. 57G 5 ( _ : ภ[ ` a"$ ' .b_ ภ( : % $ S)

# V : % $ S) 10% % % () ภ" &_ : Innovative & Learning Organization

Internal Business Process 9/ B $ : $'! $ D4! ภ! : ) 9 !ภ!

- $( BE! : <0.01% $'!

- $( ภ# : TQM

152

$

Balanced Scorecard

ภ$ %" ภ&' ภ&(

/ภ< 5d : ( )[ [ ภ( : ( ( )[ [ " ภz : " 90 % " ภ) ( ) [ [ ภ$# $ ) # $ : Customer Relation

<7 1 !. ภ. 1@

ภ2 /!. ภ57G 5 ( _ : ) ภ($ !" [ ` ภ( : $ S) ภ" ( ) # d z : % $ S) 10% % %

ภ7 734 : Innovation & Learning Organization .

153

KPI :B $ $ KPI :B & &' & ' & ภŕ¸

EVA (Economic Value Added) pretax operating profit - total annual cost of capital EVA > 0 a $S ) value S shareholder ภ$ [ _ (ROA) $ [ _ [ ภภ[ ภŕ¸

%

.

154

KPI

.

:B &' & ŕ¸

( )[ [ % " ภ' [" ภZ._ _ภภภZ " ภ(Customers Retention) Market Share Sales Closed/sales contacts (%) ( ภ#

% #Â&#x2030;"

" ภ155

Internal E fficiency Efficiency

" 6ภ! $: â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş .

I

$S

(%)

I

[ ภ(%) Processing Time ภ$ #(" %

#Â&#x2030;" % Lead time #(" #Â&#x2030;" ภ$ Productivity p $% [ ภ156

$ KPI ก ก 6 A KPI &

R&D R&D I

() (%) # $ " ก [ ` ) ก " ก [ ` " S)

( % $ S) (

ก( . x

$ * S) )

( % [ ก ก( .. x (%)

#(" $ S) ก "

.

157

$ ภ$ KPI % / ŕ¸

ภ9 = 6 ภ% .

K PI = - ภ&. . ภ6 % -B - ) ' / ภ$ 6 ' ภ' ROA ROS Productivity $ - ภ% ภ$ 6 ; = & T. )0 %$ ภ/$ R & D $ $ )# $ 6%

6 " % / D D B D 4 /" % " % - D 4 " % 4 6 4 D 158

Benchmarking Benchmarking ภภS #ภ.b_ ! " ($ & Â&#x2026;$ $ (Best Practices) #[\ ( ) a"ภÂ&#x2026;$ $ S #S \

!% % ภ($# S_ $ S \ ภ( ภ# #

ภ!% S \ ($& ภp ภZ ภSภ) !" ภS #ภ.b_) /

.

159

" Benchmarking 1. Competitive Benchmarking

B 6 6ภ6$%- 0-

2. Cooperative Benchmarking

BG ) $ ภ+3 -78-$%- 0- ) %-9-! ) 9 ! ŕ¸

3. Collaborative Benchmarking

BG ภ! - () -! ) $ ภ(+) '! $-!)'! )

4. Internal Benchmarking

B 6 64! 7 ) $ ŕ¸

5. Process Benchmarking

B 6 6 66 ภ6 ภ! 2!

6. Strategic Benchmarking

,! D!. ! B 7 '! ภ# ! p _ . . Â&#x2030; _Â&#x2030;

160

) ) !

'ก > ก

ก! ') 0) %ก$'!

7.95

ก! I ! %ก$'!7 -

13.75

ก! ก5! %ก$'!

66.07 %

) 0! ,!ก8-) ! ก! ,2! -! $'!7 -

9.85 %

ก

ROA

9.21%

ก

*$ '! 9 (%)

ROS ROE ก2!3 9-) ก ! (6! )

4! $ -) D/E

7.74% 17.72% 67,440.71

• • •

$-!

9/ 6 $-! (+) !$!

20.89 49.92 6.86

1.21 -!

2.49 -!

• •

$-! ! $-! )ก 6 &

7.88 5.81 8

VISION

ก ) ! ก ,( ,2! . 94 DJ + I !

- OEM : ODM : OBM ก! 78',-! ก! I !# ก , ,2! + Hก)6 6$ !

6.%'$ 6$ $ !

6.%'6 ! % $-! $'!7 -9-) % $-! $'! ) 9 !ก! !))ก

9.21 ! ก!

60 : 37 : 3 229,075 6!

2.29 3.61 5.17 66.25% 11.82

) 9 !ก! 78'ก2! ก! . 9

56.57%

!))ก 66

16.81

Cycle Time

35.77

Waste

12.68%

* ! & ,+ ,

3 ' 6 ISO 14000

') 2.96

ก2! 0) ISO 14000 ก2! 0) )ก18000

') 9.47 ') 8.33

:

!"#$%#

&" ก ' ( ) ) * $ +, ก !

( . !"# $ * * ) 2545.

( + ก &ก B ก $

ก < !E ก. 1@ = F7G5 7

B2 B2 4 B2

.

4 B2 = >: KPI BSC

.= G ก

? ./4 ;.< 162

Performance measure Measure the right thing Be a means, not an end review measure

.

163

B 4 & 7 % 1.

2.

3.

4.

5.

6.

7.

8.

9.

ภ= ภ. 1@ ภF7G5 7ภ12 3 @ 4 ภ5 / ;/1ภ; < G z ;4 <4ภ1/ ;/ ;> 73 12E3 / ภ23 < / ;/ < 4 : ภ;/ ภ7Bภ.23 ! . = e de j 12 3 4 C 5 <5 (Intangible Value) ภ;/ ภ7B ภภ7B < 4 4 d ภ!

5 E. ภB ;/ ภ7Bภw G ภ1= 42ภภ= ; B / 7 12 3 ;4 4

3 47 E.ภB= 7 42ภ< B12 3 4B . 1ภB/

.

C

4 C

â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş â&#x2DC;ş

â&#x2DC;ş

164

KPI and Benchmarking JMNO5E9:FPQ8

KPI

Baseline

Target

Initiation

KPI and Benchmarking JMNO5E9:FPQ8 ภ1.6 6 % % 8 ภ+ " /ŕ¸

9 = -ภ0 = )

ภ/ ŕ¸

KPI

EBITDA

Baseline

800 Mbaht

Target

Initiative

> 1000 Mbaht

Customers & Market Development

!,,> ภ!+ D , ภ9 8 & BE! !

ภ#

Action Plan

!

6

Q1 Q2 Q3 Q4

B !D

.%' 6. 8)6

!,,> ก ก4 ' ) ) & BSC () ก ก

ก ก

ก

! ก

& '

# !$%%

!"

Target

ก

ก

KPI Template C 3 KPI ……………………………………………………………………… ก. 4 KPI ……………………………………………………………………… ; < 123 C/ ………………….…………………………………………………

5 KPI ……………………………………………………………………… ; < 123< B …….………………………………………………………………… !;. / 4. ……………………………………………………………………… ;5 E.123 C/ ………………………………….…………………………………… ก 52 < 4 ………………………………………………………………………

E/ GE7BC G ……………………………………………..………………………

KPI

@ ,

E )* 1

E )* 2

E )* 3

ก +

ก=F ก -' ! ก

.

KPI

'

4 ' ก

G ' E...

1

2

3

4

+ ก 4

5

+

!

!

6

4 ' ก

170

! . ภâ&#x20AC;˘ Kaplan, Robert S & Norton, David P. â&#x20AC;&#x153;The Strategy Focused Organization, 2001 â&#x20AC;˘

)* ) * ŕ¸

ภ2548

â&#x20AC;˘ Chandrachai, Achara â&#x20AC;&#x153;Corporate Performance Assessmentâ&#x20AC;? APO 1999

.

171