Balanced Score Card for Tesco by Manish

The Balanced Scorecard | Tesco PLC | By manish abraham | This essay presents an analysis of the way in which Tesco implement the balanced scorecard. The strengths and hindrances associated with this approach have also been outlined with respect to this particular case study. The 4 perspectives of the balanced scorecard are examined in detail, the conclusions of which are later divulged. | | | |

Table of Contents Introduction – Balance Scorecard page 4 Introduction – Tesco page 6 Financial Perspective page 8 Customer Perspective page 10 Internal Business Processes Perspective page 12 Learning & Growth Perspective page 14 Conclusion page 16 Bibliography page 17 Appendix page 22

Introduction to the Balanced Scorecard
The Balanced Scorecard was first developed in the early 1990s by two researchers: Kaplan and Norton (2001). The researchers Marr and Adam (2004) found that the balanced scorecard was designed to be used as a strategic performance measurement and management framework. Kaplan and Norton (1996) describe the originality of the balanced scorecard as: “The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation" (p.7).
In recent years, balanced scorecards have been proposed and widely used to measure organisational performance from four different perspectives that help companies focus on their critical areas, and to translate their strategy into action (Seraphim, 2006).
The balanced scorecard proposes that the organization is viewed from four perspectives, and

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