Usm&R Mobil
Dear class,
Below you'll find the questions regarding the Case Mobil USM&R.
Please answer these questions (per team) and hand in your answers coming Wednesday before 20.00h.
1. In the midst of the major reorganization and new strategic directions at USM&R, why did Bob McCool initiate yet another initiative, the Balanced Scorecard project?
2. Comment on the scorecard development process. What elements seem critical to the success of a Balanced Scorecard project?
3. How is the scorecard being used at USM&R? Is it a performance measurement system or a management system?
4a. What objectives and measures should the two customer teams (consumer sub-team,dealer sub-team) select for their core customer outcomes? And why?
4b. How can these teams measure what the dealer and Mobil must do well to achieve the desired customer outcomes?
5. What should be the objectives and measures for the internal business processes at USM&R? Remember, these objectives and measures must drive the desired performance in the financial and customer objectives?
6. Should a servco, like Gasoline Marketing, build its own Balanced Scorecard? And why?
7a. Is it a good idea to link the scorecard to compensation, as described in the case?
7b. What are the advantages and the risks of linking the scorecard to compensation? Furthermore,
Define 2 additional questions you want to ask your fellow-students on coming Thursday. Please hand in those questions to me only!
Dear class,
Below you'll find the questions regarding the Case Mobil USM&R.
Please answer these questions (per team) and hand in your answers coming Wednesday before 20.00h.
1. In the midst of the major reorganization and new strategic directions at USM&R, why did Bob McCool initiate yet another initiative, the Balanced Scorecard project?
2. Comment on the scorecard development process. What elements seem critical to the success of a Balanced Scorecard project?
3. How is
Below you'll find the questions regarding the Case Mobil USM&R.
Please answer these questions (per team) and hand in your answers coming Wednesday before 20.00h.
1. In the midst of the major reorganization and new strategic directions at USM&R, why did Bob McCool initiate yet another initiative, the Balanced Scorecard project?
2. Comment on the scorecard development process. What elements seem critical to the success of a Balanced Scorecard project?
3. How is the scorecard being used at USM&R? Is it a performance measurement system or a management system?
4a. What objectives and measures should the two customer teams (consumer sub-team,dealer sub-team) select for their core customer outcomes? And why?
4b. How can these teams measure what the dealer and Mobil must do well to achieve the desired customer outcomes?
5. What should be the objectives and measures for the internal business processes at USM&R? Remember, these objectives and measures must drive the desired performance in the financial and customer objectives?
6. Should a servco, like Gasoline Marketing, build its own Balanced Scorecard? And why?
7a. Is it a good idea to link the scorecard to compensation, as described in the case?
7b. What are the advantages and the risks of linking the scorecard to compensation? Furthermore,
Define 2 additional questions you want to ask your fellow-students on coming Thursday. Please hand in those questions to me only!
Dear class,
Below you'll find the questions regarding the Case Mobil USM&R.
Please answer these questions (per team) and hand in your answers coming Wednesday before 20.00h.
1. In the midst of the major reorganization and new strategic directions at USM&R, why did Bob McCool initiate yet another initiative, the Balanced Scorecard project?
2. Comment on the scorecard development process. What elements seem critical to the success of a Balanced Scorecard project?
3. How is