《韬睿—东风乘用车公司—Goal Setting Workbook Example》由会员分享，可在线阅读，更多相关《韬睿—东风乘用车公司—Goal Setting Workbook Example（24页珍藏版）》请在金锄头文库上搜索。
1、Goal Alignment ProgramGoal Alignment ProgramGoal Setting Workbook (Example)Goal Setting Workbook (Example)This draft is intended for discussion purposes only. It is incomplete without the accompanying discussion. It is confidential and should not be distributed to any third party, or published in wh
2、ole or part in any form, without the prior written consent of Towers Perrin.2AMGEN0700F.PPT/crf/IrvineContentsu Wall Street expectation and the Drivers of Value at XYZ Companyu What is Goal Alignment?u Getting Started with Goal SettingExcerpt from Client FileExcerpt from Client File4AMGEN0700F.PPT/c
3、rf/IrvineModule 1: Stock Market FundamentalsPurposeu Understand stock market fundamentals and how our stock is valuedRationaleu Employees own stock options and stock, and want to understandu Research shows that employees commitment to business strategy is influenced by their understanding of value d
4、riversu Employees will more readily embrace management decisions if they understand stock market dynamics and the implications for our companyHow do Wall Street analysts view us?What Wall Street is saying about usWall Street analysts projections of our stock price6AMGEN0700F.PPT/crf/IrvineDLJSG Cowe
5、nING Baring Furman SelzPrudential SecuritiesSalomon Smith BarneyJ.P. MorganJSA ResearchWedbush MorganMerrill LynchGoldman SachsABN AMROTop pickStrong buyStrong buyStrong buyBuyBuyBuyBuyAccumulateMarket outperformerHold$60$51$45 to $50$51$56$53$55$55$47 to $52$46 to $49CompanyRecommendationTarget Pri
6、ce in 12 to 18 MonthsEleven Wall Street analysts currently track XYZ; here are their projections7AMGEN0700F.PPT/crf/IrvineEarnings Driven Manufacturing$8.22$8.42$8.24$8.66$8.39 Network Systems3.365.702.952.333.59 Subtotal11.5814.1211.1910.9911.98Subscriber/Cash Flow Driven ABC11.1018.1317.0014.0015.
7、06 MNO19.0017.4816.0017.0017.37 CDE2.742.052.001.322.03 Other6.588.221.815.695.58 Subtotal39.4245.8836.8138.0140.04Total XYZ$51.00$60.00$48.00$49.00$52.00CowenDLJFurman SelzMerrill LynchAverageHere is how four analysts arrive at a per share target price for our stockWhat Wall Street expects from usT
8、o next pageWhat Wall Street expects from usOtherABCMNOCDERelative Contribution to Five Year EPS GrowthServicesServices SystemsSystems $0.28*$3.002001 / 2002In less than four years, we expect to earn $3.00 per share up from 28 cents last year and much of that earnings growth will be fueled by the suc
9、cess of our services businesses*Excludes one-time items1997To next pageTo previous pageWhat Wall Street expects from usTo next pageTo previous pageCDEABCMNOOtherCDEABCMNOOther1997 Revenue2002 Estimated RevenueBy the year 2002, services are expected to generate more than half of XYZ revenues11AMGEN07
10、00F.PPT/crf/IrvineStrategic Corporate GoalsDivision GoalsIndividual GoalsIncrease customer satisfaction by 10% (based on customers satisfaction surveys)Increase the number of shipments you schedule per day by 5%Reduce delivery time by 30%What is Goal Alignment?u Goal alignment is the process by whic
11、h employees develop an action plan to achieve specific goals that will support both the division and the strategic corporate goals. 12AMGEN0700F.PPT/crf/IrvineCorporateDivisionTeamCompanys MISSIONSTRATEGYGOALSBUSINESS DRIVERSEMPLOYEES GOALS and COMPETENCIESWhy do we need Goal Alignment?u Goal alignm
12、ent provides an individualized work plan that rigorously links an employees goals and competencies with the companys mission and strategic objectives. 13AMGEN0700F.PPT/crf/IrvineWhat is the structure of a Goal Alignment program?u Define drivers of business successu Develop value treesu Identify line
13、 of sightu Set individual goalsu Enhance our competencies14AMGEN0700F.PPT/crf/IrvineSTEP 1: Define drivers of business successu While aligning our unit strategy with the companys strategy and mission, company X will determine the specifics that drive their business and are the keys to their success.
14、 Those are what we call organizational drivers. These drivers are ultimately the result of an intricate combination of people, culture, structure, and processes.15AMGEN0700F.PPT/crf/IrvineNumber of Innovative Features Implemented# of Customer SuggestionsIncorporated into DesignProduct InnovationBran
15、d ImageDelivery TimeCost of Transaction to CustomerCycle TimeNumber of Call BacksCustomer SupportRelationship with CustomerAvailability of ProductsCustomer ValuePriceReturnsFailure RatesQualityCustomer SatisfactionBusiness Driver Drives our success as an organizationFirst Level Metrics Most relevant
16、 components of the business driverSub-metrics Further breakups of the first level metricsSTEP 2: Develop value treesu The value tree is a map which breaks down each driver into different levels of measures/metrics. The value tree demonstrates the quantitative linkage between each metric and highlights where value is added. In addition, getting to the very root of the driver will allow us not only to quantify each metric and measure its impact in our
