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BSP Construction is a SME created in 2006 which provides buildings adapted to its customers, public or private. Since its creation, the company has evolved and has experienced substantial growth. The company is now at a point where the direction to be taken and the objectives to be achieved in the long run must be defined in order to remain competitive.
The output of this work recommends the following strategy :
• Continue to grow and get a turnover in the same order of magnitude as the competitors;
• Concentrate on buildings where complex and tailor-made solutions are needed.
In order to reach this conclusion, several studies have been conducted. First of all, a preliminary analysis of the business was carried out to lay the foundation of the company functioning and to detect some possible improvements. Then an analysis of the macro environment highlighted the main opportunities and the main threats of the environment. After that, the business segments of BSP Construction was positioned towards its competitors to detect which is the most interesting.
Bringing together all this information, the best strategic direction for BSP Construction was defined and converted into strategic objectives. A balanced scorecard gives measurable indicators in order to match the strategy formulated, and a strategy map shows the cause and effect relationship of the actions to be taken.

Strategy --- Strategic diagnosis --- Balanced scorecard --- Strategy map --- SME in construction --- Sciences économiques & de gestion > Stratégie & innovation

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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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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