1. Ferrari Case

2. Ferrari SpA case
Carefully read the case, with a particular attention to the company’s 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

6. 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