Ferrari Case

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Ferrari Case
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Ferrari SpA case

• Carefully read the case, with a particular
  attention to the companys profile, strategy and
  organisation after the 90s
• Define a set of NON financial indicators to be
  used by
• The top management (select no more than four
  indicators)
• The production manager (select no more than six
  indicators)
• The marketing manager (select no more than four
  indicators)
• Precisely define
• How each indicator should be calculated
• The metrics to be used

3
Ferrari benchmarking project

• Define a benchmarking project for the Ferrari
  company, to be used by the top manager (Luca
  Cordero di Montezemolo)
• The aim and scope of benchmarking can be
  synthesised as follows
• to verify how Ferrari is positioned among the
  most prestigious car producers in the world
• to envisage its future

4
Ferrari benchmarking project

• Given the aim of benchmarking
• choose the organisations against which the
  comparison should be made
• define the method of comparison (aware / unaware)
• select the specific performance and/or processes
  upon which the comparison should be made and the
  techniques and specific indicators to be used
• devise appropriate data correction methods (where
  necessary)

5
Ferrari benchmarking project rules and
evaluation

• Work-group composition 5-6 people
• Work-group delivery end of May
• Work-group evaluation 0-2 scores to be added to
  the written examination score

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Ferrari Vertical structure

• Consider also vertical dimension in your
  benchmarking project
• taking into account which are the most important
  requirements at each level (corporate, business
  unit, operation) and which are the advantages and
  limits of each techniques (economic, financial,
  non financial) with respect to different
  requirements
• ? illustrate how different techniques and
  specific indicators are used at different
  organizational levels