Thesis 01302013
I. THE PROBLEM AND ITS BACKGROUND
Introduction
Performance evaluation had evolved throughout the years and with the complexities of the firm’s operations, evaluating performance should use several measures and focus on both financial and nonfinancial aspects in order to be more reliable and be more effective.
A balanced score card approach consist of an integrated system of performance measures that are derived from and support the company’s strategy. Different companies will have different scorecards because they have different strategies. A well-constructed balanced scorecard provides a means for guiding the company and also provides feedback concerning the effectiveness of the company’s strategy. (Cabrera 2011)
The balanced scorecard emphasized the importance of using multiple measures to provide a balanced perspective of firms’ performance, and established one of the most salient features of balanced scorecards: the grouping of measures into four distinct categories of performance (financial, customer, internal processes, and learning and growth). Scorecard proponents have shifted their emphasis from balance to the strategy, arguing that the scorecard serves as a tool for defining strategic objectives and communicating them throughout the organization, identifying initiatives to achieve those objectives, and evaluating whether those objectives have been achieved. (Kaplan and Norton 1992).
Background of the Problem
Located on L5B Commonwealth Avenue Old Balara in the heart of Quezon City, Toyota Commonwealth Inc. is an authorized dealer of Toyota Motors Philippines that combines a wide selection of brand new Toyota cars with friendly and professional service. Toyota Commonwealth Inc. has a wide range of vehicles to choose from, all of which are available through cash, leasing or bank financing installments.
Toyota Commonwealth Inc. only employs highly trained personnel and operates a world class service facility to accommodate your Toyota
Introduction
Performance evaluation had evolved throughout the years and with the complexities of the firm’s operations, evaluating performance should use several measures and focus on both financial and nonfinancial aspects in order to be more reliable and be more effective.
A balanced score card approach consist of an integrated system of performance measures that are derived from and support the company’s strategy. Different companies will have different scorecards because they have different strategies. A well-constructed balanced scorecard provides a means for guiding the company and also provides feedback concerning the effectiveness of the company’s strategy. (Cabrera 2011)
The balanced scorecard emphasized the importance of using multiple measures to provide a balanced perspective of firms’ performance, and established one of the most salient features of balanced scorecards: the grouping of measures into four distinct categories of performance (financial, customer, internal processes, and learning and growth). Scorecard proponents have shifted their emphasis from balance to the strategy, arguing that the scorecard serves as a tool for defining strategic objectives and communicating them throughout the organization, identifying initiatives to achieve those objectives, and evaluating whether those objectives have been achieved. (Kaplan and Norton 1992).
Background of the Problem
Located on L5B Commonwealth Avenue Old Balara in the heart of Quezon City, Toyota Commonwealth Inc. is an authorized dealer of Toyota Motors Philippines that combines a wide selection of brand new Toyota cars with friendly and professional service. Toyota Commonwealth Inc. has a wide range of vehicles to choose from, all of which are available through cash, leasing or bank financing installments.
Toyota Commonwealth Inc. only employs highly trained personnel and operates a world class service facility to accommodate your Toyota