Key Success Factors Dm

Looking back to how DSM started and how far it has come in terms of its operations and expansion with over twenty thousand (20,000) staff in over forty (40) countries (Marjolein, Philippe & Regine, 2004), it can be seen that the country has really been successful. Part of what has also contributed to its present success are the key success factors – customer loyalty, low cost, security of sales, and cost of competitiveness in production.

Performance management has processes that can be applied to systems to enable better performance. These processes can be applied to DSM’s current system as well, in order to link its key success factors (KSF). They include:

(i) Performance planning – DSM as a company has several key factors that contributes

As these plans are been laid out and executed, it will be of utmost importance that they are assessed on how well they are meeting up with the desired results. It is essential that the company evaluates its plans periodically as relating to the key success factors (KSF). With this, the organization can easily know which of its drivers are behind the success or failure of the laid-out plans.

(iii) Performance renewal and recontracting – This is a phase of the performance management processes where the output or results are reviewed, and the company uses the information and insights gained from the other phases to plan. In this process DSM can evaluate its key success factors (KSF) and work with measures that needs to be renewed in the next period. After thorough analysis of output, DSM can move on to properly re-implement necessary changes in order for the key success factors (KSF) to be more aligned into achieving a more common goal for the organization (Wall, 2001).

DSM management alignment with its business strategies and performance

This performance metrics was initiated to measure internally the financial performance of the company as long as value creation is concerned.

Defence of DSM’s competitive advantage

Relating to DSM’s attainment of competitive advantage in the market, it is one that can be defended with several points that have also bettered performance. These points come in form of planning, organization, and control.

When it comes to planning, DSM has been able to put in place much efforts in making strategic plans. These plans are tied to the vision and mission statements of the company. These plans are also put in place in order to meet set goals as it relates to the company’s corporate future (Bloemhof, Haspeslagh, & Slagmulder, 2004).

Presently, DSM operates as a decentralized structure with its own business units. These groups have the authority to carry out all the business functions as it relates to the organization. Through this organized structure, reporting becomes easy and changes are easily adapted to (Bloemhof, Haspeslagh, & Slagmulder,