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策略地圖與管理會計策略地圖與管理會計Strategy Maps & Strategy Maps &
Management AccountingManagement Accounting
主講人主講人 :: 葉 誌 崇葉 誌 崇• 南台科技大學 南台科技大學 EMBA EMBA 教授教授• 國立成功大學國立成功大學 EMBA EMBA 教授教授 Date: Date: 09/24/2006 (NCKU)09/24/2006 (NCKU)
22
策略地圖策略地圖Strategy MapsStrategy Maps
策略地圖策略地圖作者作者簡介簡介 Robert KaplanRobert Kaplan (( 美國美國 Carnegie MellonCarnegie Mellon 商學院院長商學院院長 , ,
MITMIT 電機學士、碩士,電機學士、碩士, CornellCornell 大學 大學 Operation ResearchOperation Research
博士,哈佛大學會計教授 博士,哈佛大學會計教授 )) 著作如下:著作如下: 1. 1. Strategy Maps (2004) (Strategy Maps (2004) ( 策略地圖策略地圖 )) 2. Strategy Focused Organization (2000) 2. Strategy Focused Organization (2000) (( 策略核心組織策略核心組織 )) 3. 3. Cost & Effect (1998) Cost & Effect (1998) (( 成本與效應成本與效應 )) 4. 4. Balance Scorecard (1996)Balance Scorecard (1996) 5. Advanced Management Accounting (1982)5. Advanced Management Accounting (1982)
33
QualityQuality, , TimeTime , and , and PricePrice as a Competitive Toolas a Competitive Tool 1.1. Brand and Innovation , Value Chain , Brand and Innovation , Value Chain , Six Sigma , and Costs of Quality : Six Sigma , and Costs of Quality :
預防、鑑定成本 and 失敗成本 2. Lead Time ,Lead Time , Non Value Added Time ,Non Value Added Time ,
Just In Time & Inventory ManagementJust In Time & Inventory Management 3.3. Budget & Control , Standard Cost , Budget & Control , Standard Cost , BEP Analysis , Profit Planning , BEP Analysis , Profit Planning , Cost Management Cost Management && Pricing Pricing (Short or Long Run)(Short or Long Run)
MCS & Investment Decisions MCS & Investment Decisions Profit Profit Cent , Management CompensationCent , Management Compensation
Quality, Time, Price, and Quality, Time, Price, and MCSMCS
44
Mission
Strategy
G o a l
55
Goal 有否達成 ?
● Mission ● Goal ● Strategy
Start
● Wal-Mart, Costco● ABC&ABM● Target Cost&BEP● Budget & Control● JIT EOQ&Quality C.
● Value Chain● Supply Chain M.●Decision Making Cost
● MCS ● BSC● 成長的轉折點● Good to Great● IT 的應用
Stop
● HP, Pfizer, LVMH● R&D - Airbus● Capital Expenditure● Kimberly-Clark
● 舊產品 Upgrade● 新產品推出
● MCS● BSC● A to A+● 成長的轉折點● IT 的應用
Product Differentiation
vs. Value Innovation
Porter’s 5 Forces
● Value Curves ● Six Paths
Feedback檢討修正
產品差異化策略 ? 藍海策略 其他策略Cost Leadership?
● Jet blue vs. Southwest● 了解競爭者 and Benchmark 的產品
● Jumbo Juice vs. Juice Guy
● Long Drug Store
NoYes
Me too Model?
Market Niche?
END
66
Goal 有否達成 ?
● Wal-Mart, Costco● ABC&ABM● Target Cost&BEP● Budget & Control● JIT EOQ&Quality C.
● Value Chain● Supply Chain M.●Decision Making Cost
● MCS ● BSC● 成長的轉折點● Good to Great● IT 的應用
Stop
● HP, Pfizer, LVMH● R&D - Airbus● Capital Expenditure● Kimberly-Clark
● 舊產品 Upgrade● 新產品推出
● MCS● BSC● A to A+● 成長的轉折點● IT 的應用
Product Differentiation
vs. Value Innovation
Porter’s 5 Forces
● Value Curves ● Six Paths
Feedback檢討修正
產品差異化策略 ? 藍海策略 其他策略Cost Leadership?
● Jet blue vs. Southwest● 了解競爭者 and Benchmark 的產品
● Jumbo Juice vs. Juice Guy
● Long Drug Store
NoYes
Me too Model?
Market Niche?
END
● Mission ● Goal ● Strategy
Start
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Mission ,Mission , GoalGoal ,, StrategyStrategy MissionMission (( 任務任務 ;; 使命使命 )) Coca-Cola Company is “to create value over time for the Coca-Cola Company is “to create value over time for the
owners of our business” owners of our business”- - CEO CEO Roberto GoizuetaRoberto Goizueta
Goal (Goal ( 目標目標 )) based on the organization’s mission, management sets a based on the organization’s mission, management sets a
number of goals number of goals (ROI 20%, EVA = $x, EPS = $3…)(ROI 20%, EVA = $x, EPS = $3…)
Strategy (Strategy ( 策略策略 ) ) Michael Porter Michael Porter (( 哈佛大學教授哈佛大學教授 , TSMC’ Dir, TSMC’ Director)ector)
Cost Leadership:Cost Leadership: Southwest, Amazon, Dell, Costco, Wal-MartSouthwest, Amazon, Dell, Costco, Wal-Mart ProProduct Differentiation:duct Differentiation: HP, Pfizer, Merck, LVMHHP, Pfizer, Merck, LVMH
Market Niche :Market Niche : Jetblue, MillerJetblue, Miller
BACK
BACK
BACK
88
Cost LeadershipCost Leadership以以 Wal-MartWal-Mart 公司公司為例:為例: Wal-MartWal-Mart 因重視因重視價格價格 (Always low Prices)(Always low Prices) 、、
品質品質及及便利性便利性,發揮其,發揮其 Core Competency (LoCore Competency (Logistic Management)gistic Management) ,同業望塵莫及,使成為,同業望塵莫及,使成為Unique Unique 的 的 Store Store ,,例如例如 ::
1. 1. 以低成本策略從鄉村包圍城市以低成本策略從鄉村包圍城市2. 2. 廣設廣設 Distribution CenterDistribution Center ( 606( 606 百萬百萬 Square FeetSquare Feet 的倉庫的倉庫 )) 3. 3. 建立車隊 建立車隊 (Logistic Management) (Logistic Management) 4. IT4. IT 的高度應用的高度應用 (ERP, EFTS, EDI, Real Time Dat(ERP, EFTS, EDI, Real Time Dat
a)a)
5. Everyday Low Price5. Everyday Low PriceNEXT
99
以以 CostcoCostco 公司為例:公司為例: 採會員制採會員制 ,, 收入會費收入會費 (2005(2005 年年 55 月有 月有 9,300 9,300 萬會員萬會員 ))沒有沒有 Salesman , Fancy Building , Delivery Salesman , Fancy Building , Delivery
, , 及收帳問題及收帳問題 (( 超低的超低的 OverheadOverhead) ) 。。沒有沒有 Bad DebitBad Debit ,,以收現金、即期支票以收現金、即期支票 或 或 Debit Card Debit Card 方式 方式 。。產品式樣較少產品式樣較少 ,, 採採薄利多銷薄利多銷的策略的策略。。附設自助式的附設自助式的超低價加油站超低價加油站。。
BACK
1010
ABC vs. Peanut-Butter CostingABC vs. Peanut-Butter CostingABCABC(Activity Based Costing ; (Activity Based Costing ; 作業基礎成本制度作業基礎成本制度 )) 卓越銀行信用卡部(94年淨利 5,000 萬元 )推出了幾十種的信用卡( 普卡、白金、無限卡、聯名卡… ),
每一種卡各賺多少錢 ?有不賺錢的信用卡嗎?
NEXT
1111
ABC & ABMABC & ABM ABM (Activity Based Management)ABM (Activity Based Management)
1.1. Pricing - Pricing - 算出真正的成本算出真正的成本 ,, 可用來訂定售價可用來訂定售價2.2. Special Order - Special Order - 量少量少 , Lead Time, Lead Time 短 短 , , 應否接受訂單應否接受訂單 ??
3.3. Management Control - Management Control - 可應用到銷售費用及管理費用可應用到銷售費用及管理費用
4.4. Reengineering - Reengineering - 成立成立 CRM ,CRM , 實施實施 ERP,EDIERP,EDI 及及 EFTSEFTS
5.5. Performance Evaluation -Performance Evaluation - 可用來評估部門的績效可用來評估部門的績效 NEXT
1212
卓越銀行作業基礎成本制度(卓越銀行作業基礎成本制度( ABCABC ))
房屋租金 $250,000
薪資 70,000
行銷 60,000
一般管理 50,000
折舊 32,000
其他 16,000
合計 $ 478,000
XY 分行 94 年度預算
傳統的成本觀點傳統的成本觀點
撥打催收電話
寄發支存對帳單處理電匯調節現金部位
審查申貸案
取得存檔檔案維持客戶關係
製作分行報表
推廣促銷
合計
$ 92,000
50,000
46,000
46,000
41,000
42,000
25,000
70,000
66,000
$ 478,000
以作業為基礎成本觀點以作業為基礎成本觀點XY 分行 94 年度預算
1313
藉由藉由 ABCABC 制度進行顧客制度進行顧客 // 產品成本管理產品成本管理
撥打催收電話
寄發支存對帳單處理電匯審查申貸案調節現金部位
取得存檔檔案維持客戶關係
製作分行報表
推廣促銷
合計
$ 92,000
50,000
46,000
46,000
41,000
42,000
25,000
70,000
66,000
$ 478,000
敦南分行
作業活動作業活動 作業動因作業動因敦南分行
# of 催收電話
# of 支存對帳單# of 電匯# of 申貸案審查…
敦南分行
單位作業成本單位作業成本
每通催收電話
每份支存對帳單每筆電匯每個申貸案審查…
$ 15
$50
$25
$100
顧客 A顧客 A
顧客 B顧客 B
顧客 C顧客 C
BACK
1414
Target CostTarget Cost (( 目標成本目標成本 ))Kaizen BudgetingKaizen Budgeting
1. 1. Hybrid CarHybrid Car (( 簡稱複合式汽車簡稱複合式汽車 )) (( Gasoline Engine Gasoline Engine ++ Electric Motor ) Electric Motor )2. Toyota2. Toyota 公司的公司的 PriusPrius 及 及 Lexus Rx-400 Lexus Rx-400 汽車汽車 HondaHonda 公司的公司的 InsightInsight 汽車汽車 FordFord 公司的公司的 TaurusTaurus 汽車汽車3. 3. 成本太高成本太高 ,, 售價偏高售價偏高 ,, 複合式汽車能否順利推出複合式汽車能否順利推出 ??• 目標成本目標成本 (Target Cost) : (Target Cost) : (Toyota’s Prius , Citizen)(Toyota’s Prius , Citizen)
在必要的報酬率之下,產品的可允許成本。在必要的報酬率之下,產品的可允許成本。 NEXT
1515
損益兩平點損益兩平點 (Break-Even Point)(Break-Even Point)損益兩平點損益兩平點 (Break-Even Point)(Break-Even Point)
| | | | 2,000 3,000 4,000 6,000 台
$60,000 -
$50,000 -
$40,000 -
$30,000 -
$20,000 -
$10,000 -
$0 -
Unit Sales ( 數量 )
Variable Costs每台 $3
Fixed Costs $15,000
Break-even point 3,000 units (TR=TC)
Loss Area
Profit Area
Tot
al R
even
ues
an
d T
otal
Cos
ts
Total revenues $8 per unit
售價 :每台 $8
變動成本 :每台 $3
固定成本 :每月 $15,000
1616
BACK
| | |
$20,000-
$15,000-
$5,000-
$0 -
($5,000)-
($10,000)-
($15,000)-
Tot
al P
rofi
t or
(L
oss)
$20,000 $40,000 $60,000
Break-Even Point $24,000 (3,000 台 )
Total Profit or Loss
Profit Area
Loss Area
Cost-Volume-Profit ChartCost-Volume-Profit ChartCost-Volume-Profit ChartCost-Volume-Profit Chart
Total Revenues
1717
Budget & ControlBudget & Control
•重視公司裡的重視公司裡的 CassandraCassandra 因為她可預見因為她可預見 :: 1.1. 海倫海倫 (Helen)(Helen) 是禍水是禍水 2.2. ParisParis 將被殺 將被殺 3.3. 特洛依市特洛依市 (Troy)(Troy) 會被攻陷會被攻陷• Cash Budget Cash Budget • Dysfunctional Behavior (Budget Slack) Dysfunctional Behavior (Budget Slack)
BACK
1818
JIT-JIT- Economic Order QuantityEconomic Order Quantity
Quantity (數量)
Costs(成本)
Total Costs
訂購成本
持有成本
NEXT
1919BACK
品質成本品質成本 (Quality Cost)(Quality Cost) 項目間的關係項目間的關係
1.對預防作業的投 資 ,可減少鑑定成本。
2. 對預防作業和 鑑 定作業的投資
, 可減少內部失敗成
本3. 當預防成本、鑑定成
本增加時,則外部失敗成本可能降低。
品質成本($)
完好品百比 (%)0
總品質成本
失敗成本
(Source: Adapted from H. Roth and W. Morse, “What Are Your Client’s Quality Costs?” CPA Magazine, Apr 1998, pp.58)
預防和鑑定成本
2020
Value ChainValue Chain(( 價值鏈 價值鏈 ; ; 微笑理論)微笑理論)
只有產品只有產品沒有品牌沒有品牌 ,,就像就像沒有靈魂的軀體沒有靈魂的軀體
浮士德和魔鬼交換靈魂浮士德和魔鬼交換靈魂
R&D 產品設計 生產 行銷 物流 售後服務
BACK
2121
Supply Chain ManagementSupply Chain Management(供 應 鏈 管 理)(供 應 鏈 管 理)
Dell & FordDell & Ford
Supplier Dell Retail Final Consumer
BACK
1.1. SupplierSupplier 交貨到 交貨到 DellDell 的 的 Production LineProduction Line
2.2. Retail Retail 賣出後賣出後 ,,才付款給 才付款給 SupplierSupplier
3.3. DellDell 成立成立 CRM (Customer Relation Management)CRM (Customer Relation Management) 部部門門
4.4. ERP, EFTS and EDI….ERP, EFTS and EDI….
5.5. 金流計劃 金流計劃 ( C Planning )( C Planning )
2222
Decision Making CostDecision Making Cost
Relevant Cost & Irrelevant CostRelevant Cost & Irrelevant Cost• Make or Buy (Insourcing & Outsourcing)Make or Buy (Insourcing & Outsourcing)
• Special OrderSpecial Order
• Drop ProductDrop Product
• Opportunity CostOpportunity Cost
• Sell or Further ProcessSell or Further Process
BACK
2323
X TheoryX Theory : Skinner Box : Skinner Box
Management Control SystemsManagement Control Systems 目的目的 , Performance Measurement, Performance Measurement and Management Compensationand Management CompensationDecentralizationDecentralization 優劣點優劣點
Dysfunctional BehaviorDysfunctional Behavior
1. Profit Center → Transfer Price 問題 及 Sub Optimization2. Investment Center → ROI , RI , ROS , EVA
1. Compensation → Stock options, Cash or Stock Bonus,Stock Appreciation Rights,Performance Shares2. Agency Theory → Agency Problems
Management Control SystemsManagement Control Systems
BACK
2424
Good to Great Good to Great ((從從 AA到到 A+)A+)
( by Jim Collins – Professor of Stanford U.)( by Jim Collins – Professor of Stanford U.)
書中提到:書中提到:• 為何有些領導人看不到為何有些領導人看不到策略的轉折點策略的轉折點• 請重視公司裡的請重視公司裡的 CassandraCassandra 因為她可預見因為她可預見 海倫是禍水 海倫是禍水 , Paris, Paris 將被殺 將被殺 , , 特洛依市會被攻特洛依市會被攻
陷陷• 先先找對人找對人,再決定做什麼,再決定做什麼• 刺蝟原則刺蝟原則(追求三個圓圈圈中的單純)(追求三個圓圈圈中的單純)• 第五級第五級領導人(領導人(鏡子與窗子鏡子與窗子)) BACK
2525
Balance ScorecardBalance Scorecard
任務與策略
目標
量度
指標 行
動
內部流程構面
為了滿足顧客和股東,哪些流程必須表現卓越?
目標
量度
指標 行
動
為了財務成功,我們對股東應如何表現?
財務構面
目標
量度
指標 行
動
顧客構面
為了達成任務,我們對顧客應如何表現?
目標
量度
指標 行
動
NEXT
學習與成長構面為了達成任務,我們如何維持變革與改進的能力?
2626
內部流程構面
為了滿足顧客和股東,哪些流程必須表現卓越?
目標
量度
指標 行
動
學習與成長構面
為了達成任務,我們如何維持變革與改進的能力?
目標
量度
指標 行
動
任務與策略
為了財務成功,我們對股東應如何表現?
財務構面
目標
量度
指標 行
動
顧客構面
為了達成任務,我們對顧客應如何表現?
目標
量度
指標 行
動
策略因果關係策略因果關係
BACK
2727
Kimberly-ClarkKimberly-Clark 公司公司• K-CK-C 公司生產公司生產 Paper ProductPaper Product 產品產品 Kleenex Kleenex ((Moist Cloths, Mar. 2005) Moist Cloths, Mar. 2005) , Scott , Kotex , , Scott , Kotex ,
Hugges , Poise PantyHugges , Poise Panty(Aug. 2005)(Aug. 2005) , , -- Innovative Brands for Everyday LifeInnovative Brands for Everyday Life增加主要客戶增加主要客戶 (Costco , Target , Wal-Mart )(Costco , Target , Wal-Mart ) 的協調溝通的協調溝通Lower Costs in the Logistical StepLower Costs in the Logistical Step對對 Key CustomerKey Customer 的銷售狀況充分掌握的銷售狀況充分掌握使主要客戶庫存降至最低而不至缺貨使主要客戶庫存降至最低而不至缺貨Working as a team, an Working as a team, an inventory managerinventory manager, , logistics managerlogistics manager and and sales managersales manager
BACK
2828
Capital ExpenditureCapital ExpenditureA380 vs. Sonic CruiserA380 vs. Sonic Cruiser
Airbus Airbus 公司公司欲推出新產品欲推出新產品 A380,A380, 需求預估需求預估 1,5001,500部部 ,, 每部飛機有每部飛機有 550-650550-650座位座位 ,,約需約需 120120億的資本億的資本支出及 支出及 R&D,R&D, 售價比售價比 BoeingBoeing便宜便宜 20%20%
試問該不該投入試問該不該投入 120120億的資本支出億的資本支出 ??
Boeing Boeing 公司公司欲推出欲推出 150-300150-300座位座位 ,, 可比可比 A380A380更更快快 1 1 小時的小時的 Sonic Cruiser,Sonic Cruiser,約需約需 100-110100-110億的支出億的支出
試問應投入試問應投入 110110億的資本支出億的資本支出 ??BACK
2929
Product Market Life CycleProduct Market Life Cycle
Periodic Sales
StartupStartup GrowthGrowth MaturityMaturity DeclineDecline
TimeNEXT
Time
Startup Growth Maturity Decline
3030
成長策略轉折圖
Second Curve
Valu
e
First Curve
Transformation
Time
BACK
3131
Market NicheMarket Niche Jetblue vs. SouthwestJetblue vs. Southwest
• SouthwestSouthwest 公司 公司 (Easyjet, Vueling)(Easyjet, Vueling) There are 2,900 reasons to fly SouthwestThere are 2,900 reasons to fly Southwest (( 每天有每天有 2,9002,900 班次 班次 , 59, 59 個目的地個目的地 )) (A Symbol of Freedom)(A Symbol of Freedom)
• JetblueJetblue 公司公司如何採如何採 Market NicheMarket Niche 策略策略 ?? Achieves either Differentiation or Lower costsAchieves either Differentiation or Lower costs or Both.or Both. BACK
3232
MMe too Modele too Model Juice Guy (Boston) vs. Jumble Juice Juice Guy (Boston) vs. Jumble Juice (CA)(CA)
(1)(1) Juice GuyJuice Guy 有自己有自己 BrandBrand 的果汁的果汁 (2)(2) 與生產有機水果的農場合作,考慮推出類似與生產有機水果的農場合作,考慮推出類似 加州加州 Jumble JuiceJumble Juice 的產品的產品 (3)(3) 與與 HBSHBS 的教授合作設計問卷的內容如下的教授合作設計問卷的內容如下 :: ** 產品的口味產品的口味 ?? 價格多少是可接受價格多少是可接受 ?? ** 佈置佈置 ((考慮 考慮 To GoTo Go 或 或 HereHere 的方式的方式 )) ** 是否考慮再賣咖啡及三明治等是否考慮再賣咖啡及三明治等 ** 是屬於正餐或點心是屬於正餐或點心 ** 希望純有機的天然果汁或非百分百的純果汁希望純有機的天然果汁或非百分百的純果汁
Long Drug StoreLong Drug Store 、、 Kirkland Kirkland ((食品、食品、 SocksSocks 、、 VitaminVitamin 、、ClothCloth等等 ))
• Long Drug StoreLong Drug Store 的防曬產品的防曬產品 vsvs. . L'OrealL'Oreal 的防曬產品的防曬產品• Long Drug StoreLong Drug Store 的洗面乳的洗面乳 vsvs. . OlayOlay 的洗面乳的洗面乳• Long Drug StoreLong Drug Store 的的 Natural Fiber vs. Natural Fiber vs. Metamucil Metamucil 的的 Natural FiberNatural Fiber• KirklandKirkland 的的 Vitamin vs. Vitamin vs. CentrumCentrum 的 的 VitaminVitamin• Kirkland Kirkland 的 的 Socks vs. Socks vs. POLO POLO 的 的 SocksSocks BACK
3333
Q & AQ & A 謝謝指教謝謝指教 !!!!
3434
Kim and Mauborgne on Value Innovation
“Value Innovation: The strategic Logic of High Growth,” Harvard Business Review (1997)
“Creating New Market Space,” HBR (1999)
“Knowing a Winning Business Idea When You See One,” HBR (2000)
“Charting Your Company’s Future,”
HBR (2002)
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Value CurvesA value curve is a graphic depiction of the way a company configures its offerings to customers. It is drawn by plotting the performance of the offering relative to other alternatives along the key success factors that define competition in the industry or category. For example:
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Employee Value CurvesEmployee Value Curves
High
Low
Industry Average
Un
ion
pro
tect
ion
s
Sla
ck
Qu
alit
y o
f co
wo
rke
rs
Em
po
wer
men
t
Man
ag
emen
t Res
pec
t
Co
rpo
rate
im
age
Pro
fit
shar
ing
Wag
e
WAL MART
Avg.
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How Do You Discover New Value Curves?
WTP
Cost
RaiseWhat factors
should be raised well beyond the
industry standard?
CreateWhat factors
should be created that the industry
has never offered?
EliminateWhat factors should be eliminated that the industry has
taken for granted?
ReduceWhat factors
should be reduced well below the
industry standard?
The Key to Discovering a New Value Curve Lies in Asking Four Basic Questions
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Traditional vs. Blue Ocean Traditional vs. Blue Ocean StrategyStrategy
Competitive Competitive StrategyStrategy Value InnovationValue Innovation
StrategiStrategicc FocusFocus
Choosing attractive Choosing attractive industries and industries and
building building competitive competitive positions within positions within themthem
• Redefining industry Redefining industry boundariesboundaries
• Creating new market Creating new market spacespace
StrategiStrategic c GoalGoal
Outperforming the Outperforming the competitioncompetition
Making the competition Making the competition irrelevantirrelevant
Analytic Analytic ToolsTools
• Porter’s 5 ForcesPorter’s 5 Forces
• Value ChainValue Chain
• Generic Generic StrategiesStrategies
• Value CurvesValue Curves
• 6 Paths6 Paths
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