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Organizational effectiveness. --- Balanced scorecard (Management) --- Strategic planning.

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The project developed in the company and exposed in this thesis consists of the creation of a performance review process for the distributors of Brunswick Marine in EMEA. This American firm is the regional headquarters of Mercury Marine, the well-known boat engine builder, for Europe, Middle-East and Africa. In order to supply their products, the company works with distributors in countries where they have a poor knowledge of the market.
The review process had to be constructed following the principles of the Balanced Scorecard. Moreover, the integration of the scorecard in a business intelligence tool, Power BI, was also required to turn the tool into a dynamic and functional one. This system will allow the company to collaborate better with its distributors by targeting strengths to maintain and weaknesses to fill.
During the first stages of the project, I got to know the company and its actual communication system with the distributors. Then, an analysis of the distributors evaluation processes in similar firms that Brunswick Marine in EMEA brought an insight in their best practices.
During the improvement stage, a new performance review process was put in place. This structure is constructed in waterfall from the global strategy of Mercury Marine to specific objectives linked to the business of the distributors. Furthermore, indicators allow to measure the performance of each distributors on those objectives. Finally, a scoring system distinguish the best distributors.
The technical and organizational constraints of this project imply that only a part of the objectives was integrated in the performance review process immediately usable with the distributors. Various indicators have been proposed in the recommendations section for a future implementation. Nonetheless, enhancements must also be undertaken on the scoring system and on the business intelligence tool.

Performance Management --- Distributors --- Strategy Map --- Balanced Scorecard --- Key Performance Indicators --- Business Intelligence --- Power BI --- Sciences économiques & de gestion > Gestion de l'entreprise & théorie des organisations

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Nowadays, the automotive market is facing a disruption caused by four major challenges: changes in society and demand, emerging technologies, regulatory policies and new entrants. Those challenges have forced companies to change the way they are dealing with their customers and they choose to focus their strategies on customers and no longer on their products. According to this vision, in 2016, BMW Group AG has defined a new global and marketing strategy to be integrated by all its subsidiaries. Although, top management sets fairly restrictive guidelines, subsidiaries have a 15% margin of differentiation to adapt the parent company's strategy to their own market. The strategic project at hand here puts the focus on how the belgo-luxembourgish subsidiary can innovatively play on this degree of freedom in the definition of its own marketing strategy.

This thesis, thus aims to define a marketing strategy for the BMW Group Belux subsidiary. Actually, the vision taken through this paper is definitely more proactive than what was initially followed by the subsidiary. This is reflected through the definition of personas representing the different customer segments standing as those targeted by the STP marketing strategy applied to this specific case. Which ultimately allows to redesign the business model of the marketing department apart with an aim at bringing a specialized strategy for each persona through attributed channels. Accordingly, some switches have to be operated internally for a smooth-running of the project. Mostly, the marketing department is reorganized in services according to the different targeted segments instead of tool-oriented shattering. In order to remain fully objective regarding the solutions proposed through this paper, an evaluation plan based on the balanced scorecard theory is proposed. This thesis also highlights how a global company should adapt its marketing strategy toward a customer-oriented approach.

Action Plan --- Automotive Industry --- Balanced Scorecard --- Business Model Canvas --- Communication --- Customer-oriented --- Persona --- Positioning --- Project Management --- Segmentation --- Targeting. --- Sciences économiques & de gestion > Marketing

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After multiple fruitless attempts at creating performance management tools allowing to assess its
performance towards major corporate objectives, Brunswick Marine in EMEA, regional
headquarters of the American firm Mercury Marine, decided to get an external perspective on the
topic.
This project thesis report is the result of a project aiming at improving Brunswick Marine in
EMEA’s Strategic Performance Management System. The aim of the project was to define a
process for strategic performance management in the company, while making use of Business
Intelligence tools for effective reporting and automation.
Indeed, its previous tools were abandoned relatively rapidly due to their lack of integration in the
company’s standard performance review processes and their complex maintenance.
Following a Lean Six Sigma project management approach, a standard theoretical process for
Strategic Performance Management was first defined. This process was then used as a reference
to both identify the root causes of the previous models’ failures and prioritize our solutions.
Based on this analysis, strategy communication models were built to allow the company to cascade
its strategy into objectives that would rationalize the choice of Key Performance Indicators. Some
of the identified metrics were then implemented in Microsoft Power BI to showcase the benefits
offered by the tool to the whole process.
The resulting process from the proof of concept developed during the project would help the
organization have a transversal perspective on business performance and turn data into knowledge,
fostering decision-making.

Performance Management, Strategic Performance, Balanced Scorecard, Strategy Map, Key Performance Indicators, World Class Manufacturing, Business Intelligence, Lean Six Sigma, DMAIC --- Sciences économiques & de gestion > Gestion de l'entreprise & théorie des organisations