Dashboard – MPII

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Your Self-Assessment

Your objectives

Innovation

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Strategies

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Value offer

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Planning

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Customer experience

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Sales / Customer service

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CRM-ERP

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Your Dashboard

1. Innovation

1.1 - Creativity and Innovation Processes

1.1.1 - Culture of experimentation exists: Assigned responsibility for ideas and innovations

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Does our organization have a culture of learning and absorption capacity ? Are employees are aware of the importance of increasing the knowledge base as well as corporate intelligence and competitiveness? Is there assigned responsibility for ideas and innovations?

1.1.2 - Rigorous evaluation and monitoring of the achievement of accomplished innovations occurs

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1.1.3 - The Strategic Intelligence System is effective

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How well do we gather the information on the industry, emerging technologies, and our competition? Is intelligence gathering systematic or random? What are our targets? What do we announce to our competition?

1.1.4 - A process for managing the development of newly launched products is in place

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Are we are launching innovations fast enough to stay ahead of the parade? Is our portfolio comparable to that which the competition is already planning? What is the percentage of the portfolio of products already on sale compared to those in the planning stage and funded for development? What perc

1.1.5 - The budgets allocated to research and development are aligned with the strategic orientations of the company?

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Is there continuous short medium and long term investment in projects; with customers, suppliers and research centers ? Is innovation part of the organization's governance objectives?

1.1.6 - Losses associated with abandoned innovation and research projects are tracked

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Our goal is to reduce the losses associated with innovation and research projects. Do we strive to reduce the losses associated with innovation and research projects?

1.1.7 - Adaptation and creativity are valued

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Do we change as fast as the market does? Do our name brands lead market trends or follow? Do we have metrics to show we are innovative? Do our performance metrics demonstrate what we expect from our employees? Is our reward system aligned with innovation projections?

1.1.8 - Capacity to innovate. Allow 1 point per resource.

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How many new engineers, technicians, scientists or designers and creators have been hired over the last 2 years.

1.1.9 - Business intelligence and the analysis of web results is an integral part of innovation strategies

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For example: a dashboard

1.1.10 - The percentage of sales revenue allocated to R&D.

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What is the percentage of sales revenue is allocated to R&D? What percentage is allocated to innovation ?

1.1.11 - Various departments benefit from innovation process. Allow 10% for each.

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Which departments benefit from creativity: R&D, marketing, production, planning processes, other?

1.1.12 - Established innovation policies exist

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What portion of capital invested in innovations is not part of the core business? What percentage of senior managers time is spend on innovation? What is the annual target for launching new products?

1.2 - Intellectual property

1.2.1 - Number of Patent applications for registration, trademarks, domain names, copyrights, industrial designs have been filed. Allow 10% per application.

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Did we apply for any demand, yes or no?

1.2.2 - Something new has been developed in the past year

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1.2.3 - One or more innovations is being developed through outsourcing

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1.2.4 - Intellectual property (IP) transfer agreements have been signed with employees and consultants

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1.2.5 - Confidentiality agreements with stakeholders are recorded

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1.2.6 - Over the next year, we are integrating new tools and technologies with innovative infrastructures

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1.2.7 - Digital security during transformation is part of the innovation process

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2. Strategies

2.1 – Corporate strategies

2.1.1 - Our strategic development plan is measured and reviewed annually

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2.1.2 - The strategic objectives and operational issues are reviewed by the executive committee, which participates in discussions on the future and innovative projects

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The percentage of time spent discussing the corporate vision of the future: Is an average of 3% of the executive time allocated to building a corporate view of the future, use the 40-30-20 Rule, which is 40% x30% x20% = 2.4%? Allocate 1 point for every 10% estimated.

2.1.3 - IP is considered in all components of the business model and specified in the growth plan

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Do we have a list of all our IP? Are all departments of the company aware of this IP list?

2.1.4 - Quels sont les coûts et bénéfices générés pour l'entreprise par notre Propriété intellectuelle (PI) ? Avons-nous une stratégie "VAST : Valorisation des applications secondaires des technologies" soit par vente de licences ou partenariats secondaires ?

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What costs and benefits to the organization are generated by IP? Do we have a strategy to market secondary applications by licensing or other means ?

2.1.5 - Special teams are assigned to change management or specific processes to restructure

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2.1.6 - Partnerships that support creativity and innovation

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Are we able to establish a list of employees and external partners (e.g., customers, sales, suppliers, competitors) representing an outstanding creative contribution to our business?

2.1.7 - Back-up plans mitigate risk from the loss of a partnership.

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Is there a backup plan and is it current?

2.1.8 - You know which competitors are working with your suppliers on innovation projects

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Yes or No? Do we have dedicated ressources for Intelligence strategies ?

2.1.9 - Distributors selected are working in markets developed by the competitors

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Yes or no?

2.1.10 - Distribution channels are clearly defined based on exploitation of market segment (niches, geographic, etc.)

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Allow 1 point for each well-defined segment

2.2 – Market strategies

2.2.1 - Market segments developed. Allow 1 point for each 10%.

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2.2.2 - A strategy exists to creation of new markets through digital technologies

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Do we have a strategy on how to integrate social networks, web based tools?

2.2.3 - Creation of new geographic markets

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Are we planning to open new markets ? Allow 1 point for each 10%.

2.2.4 - The national market represents what % of sales?

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The national market represents what % of our sales? Allow 1 point for each 10%.

2.2.5 - Our strategic positioning and value proposition allow us to position our distinct factors in relation to the competition or the industry

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2.2.6 - What percentage of revenue (vs distribution or licensing) are generated from direct sales?

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Allow 1 point for each 10%.

2.2.7 - Anticipation of market saturation is considered in the marketing strategy

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Allow 1 point for each 10%.

2.2.8 - Strategic alliances represent a percentage of income

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Strategic alliances (negotiated contracts with distributors, manufacturers’ agents) represents what % of income? Alliances defined in time, by geographical area, by anticipated volume. Territorial scope and boundaries set by agreements

2.2.9 - Analysis of the competitive environment / intelligence is conducted routinely

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Who are our creative competitors? What do we know about the most creative organizations in the industry?

3. Value offer

3 – Value offer

3.1 - The value proposition is clearly defined for our product/services offering

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In addition to the return on investment arguments, will our impact assessment tools that we have at the client meet their specific needs? Should the client justify our value to its decision makers ?

3.2 - Market segmentation validated and supported by risk assessment analysis

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An assessment of economic and technical risks is completed for each market segment

3.3 - Profits and losses are managed and adapted for each market

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In the case of a newly launch product, do we consider cannibalizing one market to enhance a second market ?

3.4 - Our unique selling proposition provides a window of opportunity ahead of the competition

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How much time do we have to respond to increasing competition? What is the market lead time?

4. Planning

4.1 – Strategic plan

4.1.1 - Business model strategy exists for each innovation

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Can we define innovation strategies for each activity sector in the business? Do we assess and revise business models per unite regularly? Allow 1 point for each field of activity identified

4.1.2 - Our IT solutions are adapted to the growth and arrival of Industry 4.0

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4.1.3 - An annual review of the HR needs management and planning processes is reviewed and revised on an ad hoc basis

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Do we measure the increase in absorption capacity and scientific resources? Do metrics and a control system (dashboard) exist for evaluation of scientific resources? Is the monitoring and dashboard working effectively as applied to the strategic corporate growth plan ?

4.1.4 - Internal and external communications plans are developed in response to all business strategies

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What percentage of the budget is allocated to marketing, internal and external communications, advertising, and branding?

4.1.5 - A risk analysis with contingency plan are in place (Computer Security, external attacks, internal attacks, employees)

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4.2 – Revenue / Financing

4.2.1 - A financial growth strategy is defined for each innovation project

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As application for tax credits for R & D been made during last year or in the past? If so, are we going to seek the maximum R & D tax credits to which we are entitled?

4.2.2 - A financial analysis based on the costs of obtaining the quality of the results produced by the processes is carried out

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Do we have revision policies with our suppliers ?

4.2.3 - A financial growth strategy is defined for each innovation project

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Do we know the impact of rapid growth and of opportunity costs ( e.g., impact on the purchase of equipment or delivery requirements, capital needs, skilled labor costs, needs for raw material or storage)? Is there a need to refinance (e.g., a greater line of credit is required) to increase product

4.2.4 - What is the percentage of sales revenue is linked to innovation

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Innovation contributes to the generation of revenue from sales Allow 1 point for each 10%

4.2.5 - Targeted financial partners participate in growth

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Yes/No

4.2.6 - Required needs (fixed assets, capital, etc.) are defined in terms of the innovation portfolios

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Will we exceed capacity? Do we anticipate growth strategy? Will our suppliers and assets be able to support our growth strategy?

4.2.7 - The provisional balance sheets present an adequate reflection of the sector activity according to the maturity of the business (ratios, benchmark)

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Will we exceed capacity? Do we anticipate growth strategy? Will our suppliers and assets be able to support our growth strategy?

4.3 – Productivity / Operations

4.3.1 - Change management processes are engaged for internal implementation of the launch of an innovation or a new approach in the company.

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The product/service development process is well defined and material resource needs are properly identified.Do timely brand reviews occur and allow the realization of innovations? New forms of innovation exist (e.g., processes that will reduce costs or innovative management approaches) to overcome daily challenges?

4.3.2 - A mapping of the processes according to the flow of the materials, the work and the information makes it possible to create the links between the various elements of the production

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4.3.3 - Internal Audit: We analyze the contribution to adding value of the activities of the different processes

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4.3.4 - Standards, procedures, processes and compliance plans are documented and specified. They are in force and reviewed periodically (LEAN, Six Sigma, ISO, HACPP, Risk Assessment, other)

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4.3.5 - A financial growth strategy is defined for each innovation project

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4.3.6 - An expert in data analysis and automated information makes it possible to share the results punctually and anticipate changes to improve productivity

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4.3.7 - Follow-up of the application of new procedures is ensured

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4.3.8 - Efficiency of the supply chain logistics are analyzed and documented

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A ISO, HACCP quality approach are established

4.3.9 - Productivity and factory improvement occurs (e.g., automation or robotics)

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4.3.10 - The supply of resources is ensured throughout the value chain of suppliers

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4.3.11 - A system to anticipate the shortage of key resources is documented

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4.3.12 - The organization is in regulatory compliance

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Is the company up to date with current safety and environmental standards? If this is not the case, are we planning capital budgets to undertake the necessary work??

4.3.13 - Social and environmental responsibilities (CSR) are reinforced by monitoring policies and procedures

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Ethic policies: Do we have clearly understood policies related to sustainable development, eco-efficiency, eco-development and life cycle management?

4.4 – Human Resources

4.4.1 - A reward, recognition and performance management system is in place to develop a sense of ownership and retention of employees

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Do we have a rewards system, recognition and performance management? Do we adjust the organizational structure to execute the strategy?Are we using the right management processes for the different types of innovation? Do we adjust the organizational structure to execute the strategy?

4.4.2 - A culture of innovation exists within the organization

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Is work structured and adjusted in the organization to encourage innovation? Are collaborative teams trained in open innovation? Does collaboration and with other research centers occur? Is feedback documented?

4.4.3 - Our employees are mobilized, trained and well prepared to face organizational changes

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4.4.4 - Recruitment of technical staff and of talented creatives is aligned with strategic plans

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Are select creative talents recruited to support the innovation strategy? Do we have talent management systems and do we review the results continually? Are the implementation rules adjusted according to the needs of the target market? Do we know how to recruit the best employees in the industry?

4.4.5 - Integration of new employees proceeds smoothly

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Intégration or buddy system

4.4.6 - An information system management policy is in place (integrity, confidentiality, traceability, authentication, responsibility)

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Does systematic transfer of corporate memory and knowledge occur? Does the organizational structure clearly reflect the responsibilities and tasks of future employees?

4.4.7 - Training and continuous development of creative talent skills is provided

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Do training systems have established performance measures? Is the staff trained in risk management. What is our absorption capacity?

4.4.8 - Employee training costs are part of organizational change processes or equipment changes

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Are change management programs, team leaders, communication systems, etc. in place and fully operational?

5. Customer Experience

5.1 – Commercialization

5.1.1 - Our digital platform traces customer journeys through communication channels

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Do we achieve a balance between the efforts to reach current customers and to develop a new clientele?

5.1.2 - Omni channel Marketing: To foster engagement and develop communication strategies, all stages of our sales process and customer service are clearly documented and automated.

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The analysis of comments on customer experiences from different systematic sources helps identify weaknesses and opportunities for improvement and differentiation.

5.1.3 - Measuring the experience; We evaluate the acquisition cost of new customers (conversion rate analysis, including our inbound marketing strategies

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We analyze the customer's "lifetime value" by projecting the amount of revenue generated by a single customer for the company for the time they remain customers. V2C ($) = (average selling price per customer × average number of times the customer buys per month) / monthly customer termination rate)

5.2 – Prospection

5.2.1 - An in-house expert is able to value market data, understand, predict, and then make decisions to contribute to competitiveness and customer service

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Prospects are attracted by strategic web content. Are we using a technology watch and competitive intelligence system that has enabled us to detect new business opportunities? The interest of the prospects is captured by the CRM.

5.2.2 - Inbound Marketing : The conversion rate analysis from prospect to sale is evaluated including our marketing strategies

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The marketing qualifies the 'leads'. Leads are sorted and qualified an

6. Sales / Customer service

6 – Sales / Customer service

6.1 - The sales cycle is well defined

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Do we consciously understand all the different steps involved in the sales cycle?

6.2 - New products increase sales

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What percentage of sales resulted from new products? Allow 1 point for each 10%

6.3 - Every stage of your sales cycles is clearly documented

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6.4 - A well-defined methodology has been developed to insure the progression and conclusion of complex sales

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Does the methodology for complex sales align with good project management practices and medium to long term sales goals?

6.5 - Our technological and competitive watch with inbound marketing enables us to capture the attention, detect and qualify prospects of interest to relay them to the sales department

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6.6 - A dashboard displays current orders and purchase history

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Do we know the process we have to go through ? Is technological buy-in required?

6.7 - Growth: We have the production capacity to offer customers new quality products and break into new markets

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6.8 - Optimizing the customer experience: The link between sales, the implementation of your solution and the after-sales service is mapped and integrated into the online data management system

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6.9 - Customer retention : When a customer relationship threatens to deteriorate, we have a back-up strategy in place

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we measure our customer retention : gains-loss = retention volume

7. CRM-ERP

7.1 – ICT (Information & Communications Technology)

7.1.1 - Our ICT technologies accommodate growth and arrival of industry 4.0

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Can established ICT systems support organizational growth goals for the coming years?

7.1.2 - Various ICT technologies are effectively employed (media, cloud computing, big data)

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Do the ICT technologies used allow us to gain a competitive advantage?

7.1.3 - E-commerce and Business Intelligence (BI) result analysis is an integral part of our business.

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Do we analyze the results ? Do we have an analysis dedicated to review results and relay the information ?

7.1.4 - Our dashboards are maximized with real-time data

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Are we able to evaluate progress in real time? Are projects on time, on budget, documented, and followed-up?

7.1.5 - Voice of customer: We measure customer satisfaction to ensure standards aligned with expectations, and to identify opportunities to innovate

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Customer satisfaction is typically measured by a customer feedback survey represented on a scale of 0 to 100 percent. If the scale goes from 1 to 5, only customers who scored 4 or 5 should be considered satisfied.

7.2 – CRM-ERP

7.2.1 - Every stage of your sales cycle is clearly documented

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7.2.2 - The use of digital technology creates value for your business

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Does our ICT support revenue generation? Do our digital systems help to reduce costs of sales? Is data shared between departments (e.g., marketing, engineering, production, finance, legal, etc.)?

7.2.3 - We want to clone our best salesperson

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What does he do better than others? Quality of prospects? Handle dossiers? Close well? Identify prospect? His good results?

7.2.4 - Our service is personalized

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Do our customers appreciate the personal contact with our company before the sale, during the sale and after the sale?

7.2.5 - Our customer research identifies the right opportunities for innovation

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Do we know all of our customers? How many customer groups have we studied? Do we know the purchasing power of a customer?

7.2.6 - The spin-offs of digital projects are S.M.A.R.T.

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Specific-Measurable-Achievable-Realistic-Time : Are our ICTs income generators? Do our systems help reduce sales costs? Is the data shared between the departments: marketing, engineering, production, finance, legal, etc.?