1 / 15

Making the Link between Profitability and Investment in Language Capabilities

Making the Link between Profitability and Investment in Language Capabilities. Isabella Moore, President, British Chambers of Commerce Operations Director, Comtec Translations . Agenda. Developing a competitive strategy Languages and the value chain BCC research project

keene
Download Presentation

Making the Link between Profitability and Investment in Language Capabilities

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Making the Link between Profitability and Investment in Language Capabilities Isabella Moore, President, British Chambers of Commerce Operations Director, Comtec Translations

  2. Agenda • Developing a competitive strategy • Languages and the value chain • BCC research project • Tools in the development of a competitive strategy: ISO9001:2000/measuring of results/technology

  3. BCC: National Voice for Local Business • Network of 60 Chambers • Total membership - 135,000 companies • BCC Westminster - Policy/representation • BCCE Coventry - Enterprise division.

  4. Agenda • Developing a competitive strategy • Languages and the value chain • BCC research project • Tools in the development of a competitive strategy: ISO9001:2000/measuring of results/technology

  5. Support Activities Company Infrastructure Human Resource Management Technology Development Procurement Primary Activties Incoming logistics Operations Outgoing logistics Marketing Sales After-Sales Service Sources of Competitive Advantage:Activities and the Value Chain

  6. Commanding a Premium Price • Buyer value (willingness to pay) depends on • Lowering the buyer’s overall cost of doing business • Allowing the buyer to enhance (non-price) value with its customer • Increasing end user satisfaction • Signals of value necessary to communicate value created

  7. Determinants of the Uniqueness of a Company Strategic Positioning Things you have a choice on

  8. Agenda • Developing a competitive strategy • Languages and the value chain • BCC research project • Tools in the development of a competitive strategy: ISO9001:2000/measuring of results/technology

  9. Segmentation of British Exporters • Avoiders • Ignorers • Adaptors • Embracers

  10. Shaping Industry Structure Re-dividing the Pie Expanding the Pie Expanding the size of the Overall pool of value created By the industry Shifting the division of value (profits) between incumbents and other players (buyers, Suppliers, substitutes and Potential entrants

  11. Understanding cost drivers by activity Deducing competitors’ costs by activity Cutting costs Forming alliances Lobbying Increasing the rate of R&D spend in the industry Identifying new marketing channels Reformulating service products Competing in international communications management vs just selling translations Reacting to vs. Reshaping Structure Reacting Reshaping

  12. Determinants of the Uniqueness of a Company Operational Effectiveness Assimilating, attaining and extending best practice Strategic Positioning Things you have a choice on Run the same race faster Choose to run a different race

  13. Determinants of the Uniqueness of a Company Operational Effectiveness • Assimilating, attaining and extending best practice • Employing most up-to-date equipment, inputs, • information technology and management techniques • to improve products and processes • Eliminating defects and delays • Continuous organisational improvement

  14. Agenda • Developing a competitive strategy • Languages and the value chain • BCC research project • Tools in the development of a competitive strategy: ISO9001:2000/measuring of results/technology

  15. FINANCIAL FOCUS CUSTOMER FOCUS INTERNAL BUSINESS FOCUS LEARNING & GROWTH FOCUS Performance Measures – Core Outcomes Gross profit % Net profit % Invoiced sales Profit per employee Creditor days Debtor days Customer retention Appointments/quotations conversion Quotations/orders conversion Sustained complaints % value of sustained complaints to total turnover On time delivery of jobs Cost of salaries as % of GP Operating costs as % of GP Training days per employee Staff turnover Performance Measures –- Performance Drivers ·Net profit per job type ·Cost per new customer acquisition ·No of customer feedback calls ·No existing customer visits ·No of new business visits ·Portfolio contact cycle ·Customer/competitor survey ·No of new A1, A customers ·Average Order Value ·% New business to repeat business ·% Split between new solicited/unsolicited business ·Continued ISO9002 approval ·No of A1 translators ·% jobs with identified errors ·Employee survey ·EFQA application ·Continued IIP approval PERFORMANCE MEASURES

More Related