+1 862 207 3288 For Module 3, consider the organization’s mission and strategy from the perspective of its internal business processes (from your work on the case, your previous course work, and your background reading, you should be reasonably clear what such business processes are). In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. Refer back to this presentation on objectives if you need to.
SLP Assignment Expectations
Once you’re reasonably clear on what’s involved, think about your organization and its business processes, and then:
Identify at least three objectives for improving the organization’s internal business processes, and show how they relate to the mission, vision and strategy of the organization.
• For each objective, develop at least one meaningful performance measure (metric).
• For each objective, identify at least one expected level of performance (target).
• For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization’s strategy (initiative).
• Comment briefly on the relationships of the process objectives that you’ve identified here to the finance objectives that you identified in the Module 1 SLP assignment and/or the customer service objectives that you identified in the Module 2 SLP assignment. How do they help to fulfill those objectives? If they don’t (and they don’t have to), what makes them more important than objectives that would relate to finance or customer service?
• Finally, do you wish to make any changes to your Module 1 or Module 2 objective write-ups in light of your Module 3 experience?
Here’s a table that you may wish to copy and fill in (the boxes are expandable – take all the space you need to be complete in your descriptions. No more than 2-3 pages should be necessary.)
Objective Measure Target Action
Relationships to other objectives
Revisions (if any) to Module 1 and/or Module 2 Objectives
Objective/Module Measure Target Action
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SLP 1
The Amazon Company is a cloud computing electronic commerce company in America with its headquarters at Washington. It is an internet retailer and one of the largest companies that deal with provision of clod infrastructure services. The vision of the company is to provide their customers with the best experience on online shopping and also good services on the internet The mission of the company is to be the most customer-centric in the world and at the same time build a place where people can come and discover anything to buy online. The vision and the mission of the company is the force behind the decisions of leadership in the company. The main strategy of Amazon is to be the dominant electronic commerce company through various strategies such as segmentation, targeting and through brand positioning (Tiwana, 2002).
Information regarding the financial performance, internal, strategies, internal operations and marketing is readily available in the Management Discussion and Analysis Report of Amazon. One of the main objectives of the company in improving the financial performance is to have long term sustainable free cash flow growth per share. This will be achievable only if there is efficient management of capital expenditures and also by increasing the operating income of the company. The company’s focus is to increase their sales of services and products they offer and efficiently managing their operating costs (Tiwana, 2002).The company aims at expanding its website services, publishing, subscriptions to digital content and advertising. When Amazon is able to manage the operating costs it means that the cost of production and offering services will reduce hence customers will be charged less. This is in tandem with the vision of providing best experiences and the mission of being people centric.
The other objective of improving their financial performance is to see that the variable costs per unit of production and fixed costs are increasingly reduced. Amazon main objective is to cut on web service costs, cut on the content costs and payments of processing transactions. These costs consist of variable costs. Also the company wants to cut on fixed costs such as running costs on technology, costs on electronic devices and digital hosting. By reducing the variable costs Amazon will be in a position to lower prices for customers and increase the number of customers (Tiwana, 2002).The company wants to reduce variable costs by increasing its direct sourcing, increasing suppliers’ discounts and reducing inefficiencies in their processes. To improve growth of fixed costs the company aims at increasing the efficiency of its processes. On reducing and leveraging on fixed costs the company aims at increasing efficiency while it maintains a culture that is lean.
The third objective is to make the company’s inventory generate cash quickly. This will ensures that the company has enough funds to offer the best services to its customers as the mission and vision of the company states. The company needs to increase spending on content and on technology. Over time the company aims at increasing the number of designers, hardware and software engineers and add more merchandising employees.
Objective Measure Target Action
Reduce fixed and variable costs Profitability Increasing efficiency in its processes and increasing the number of direct sourcing for the company. Also to increase suppliers’ discounts. Cutting on running costs of technology and electronic devices. Also reducing transaction costs and content costs
Make the company’s inventory generate cash faster. Inventory turnover or market share. Increasing spending on content and on technology. Increasing the number of scientists and engineers to improve its facility and hence increase the customer usage of its services.
To have long-term sustainable free cash flow growth per share. Cash flows earning and earnings per share Improving in the management of capital expenditure and operating income. Increasing the subscriptions to digital content and expanding website services and publishing.
References
Tiwana, A. (2002). The Knowledge Management Toolkit: Orchestrating IT. Strategy, and Knowledge Platforms. Pearson Education India.
SLP 2
Introduction
The client’s perspective involves the proposition an organization uses to satisfy its customer as well as to generate more sales from the targeted customer sections. The management of an organization should set objectives and select measures to be taken to achieve the organizational goals. The measures selected should include customer service factors that are important to the clients such as time, quality performance and service delivery. Objectives of an organization’s customer service perspective are long term and therefore the management committee should align them with the mission and vision of the organization.
The primary objective of an organization is to retain profitable customers. Client retention can be done through responsive supply to the customers. The team should know and understand the customer requirements as well as provide solutions that address their needs appropriately. The management of an organization should have a contact person available by phone and email to answer all the customer questions and concerns. As a result, a positive working relationship is maintained between the organization and the clients. Retaining profitable customers helps an organization to achieve its financial objective of having a long-term sustainable free cash flow growth per share (Cetinkaya, Cuthbertson, Ewer, Klaas-Wissing, Piotrowicz, & Tyssen, 2011).
The second objective is to increase the number of high quality customers. Increasing the number of service recipients can be achievable through introducing new quality products in the market and advertising them to attract more customers. An organization should launch neighboring state business development program to attract more customers. More quality customers will ensure an increase in profitability which is the main aim of any organization. An organization has to reduce fixed and variable costs which is one of its financial objectives to increase the number of quality customers(Raab, 2008).
Lastly, another objective is to become customer’s supplier of choice achievable through a partnership with the clients and offering best products. The organization should provide a comfortable place for the customers to sit and wait for attendance and deliver products in time for the clients designated location. An automated problem tracking system should also be established within an organization. As a result, a positive relationship between the management and the service recipients created making the customers of targeted market recognize the group as a producer of services of best value( Limberg, 2008).
Objective Measure Target Action
Retain profitable customers Responsive supply Create a positive working relationship Understand customers and provide for their needs appropriately
Increase the number of quality customers Profitability Introduce new quality products advertising
Become customers’ supplier of choice Offering best products Be a producer of services of best value Create partnership with clients
Relationships to other objectives The customer perspective objectives relate to the financial goals in that an organization requires enough funds generated through the financial strategies to meet its client’s objectives.
Conclusion
For an organization to be successful in business, it should take a step outside the store and look at what the customers are experiencing. Most teams focus on satisfying their customers’ needs as well as increasing the profitability of the business. For excellent customer service, a teammust, therefore, make a choice and decide that the customers’ happiness is their top priority since the customer service is a profit center.
References
Limberg, T. (2008). Examining Innovation Management from a Fair Process Perspective. Springer Science & Business Media.
Cetinkaya, B., Cuthbertson, R., Ewer, G., Klaas-Wissing, T., Piotrowicz, W., & Tyssen, C. (2011). Sustainable Supply Chain Management. Springer Science & Business Media.
Raab, G. (2008). Customer Relationship Management. Gower Publishing, Ltd.
