Tri Cities Community Bank A Balanced 
ISSN 1940-204X
Tri-Cities Community Bank – A Balanced Scorecard Case
Tom Albright
University of Alabama
Stan Davis
University of Tennessee at Chattanooga
Case A: BSC Development
makers toward long-term value creating activities. Chris thought the BSC could be used to improve the financial performance of TCCB. In late December 2006, she approached the chief executive officer (CEO) and requested permission to implement the new program.
TCCB’s CEO was apprehensive about the new program.
His reluctance stemmed from his own unfamiliarity with the
BSC and Chris’s short tenure as SD president. The CEO also was concerned about whether Chris’s ideas would be accepted by the ND president and ND branch employees.
Finally he was uncertain about the BSC’s benefits. At the same time, the CEO did not want to respond negatively to Chris’s first efforts as SD president. To appease Chris without totally committing the bank to implement the
BSC, the CEO agreed to allow Chris to begin the process of developing the BSC in the five branches of her division.
In turn, Chris agreed to make a presentation to the CEO and the bank’s Board of Directors in three months. In this meeting, Chris would present BSC concepts and how she planned to use the program to improve the financial performance of her branches. Given the short period of time to design a pilot study, Chris wondered how she could convince the Board of Directors to give her permission to implement the BSC. She knew she must convince the SD branch presidents of its value.
On January 7th, 2007, Chris met with her branch presidents to discuss the BSC program and enlist their help in developing balanced scorecards for their branches. She began the meeting by distributing a handout (Exhibit A1)
Tri-Cities Community Bank (TCCB) is located in the
Midwest US and has a total of 10 branches grouped into two divisions, the southern division (SD) and the northern division (ND). Each division consists of five branches; each branch employs
Tri-Cities Community Bank – A Balanced Scorecard Case
Tom Albright
University of Alabama
Stan Davis
University of Tennessee at Chattanooga
Case A: BSC Development
makers toward long-term value creating activities. Chris thought the BSC could be used to improve the financial performance of TCCB. In late December 2006, she approached the chief executive officer (CEO) and requested permission to implement the new program.
TCCB’s CEO was apprehensive about the new program.
His reluctance stemmed from his own unfamiliarity with the
BSC and Chris’s short tenure as SD president. The CEO also was concerned about whether Chris’s ideas would be accepted by the ND president and ND branch employees.
Finally he was uncertain about the BSC’s benefits. At the same time, the CEO did not want to respond negatively to Chris’s first efforts as SD president. To appease Chris without totally committing the bank to implement the
BSC, the CEO agreed to allow Chris to begin the process of developing the BSC in the five branches of her division.
In turn, Chris agreed to make a presentation to the CEO and the bank’s Board of Directors in three months. In this meeting, Chris would present BSC concepts and how she planned to use the program to improve the financial performance of her branches. Given the short period of time to design a pilot study, Chris wondered how she could convince the Board of Directors to give her permission to implement the BSC. She knew she must convince the SD branch presidents of its value.
On January 7th, 2007, Chris met with her branch presidents to discuss the BSC program and enlist their help in developing balanced scorecards for their branches. She began the meeting by distributing a handout (Exhibit A1)
Tri-Cities Community Bank (TCCB) is located in the
Midwest US and has a total of 10 branches grouped into two divisions, the southern division (SD) and the northern division (ND). Each division consists of five branches; each branch employs