KPMG International Shared Services and Outsourcing Advisory Using a balanced scorecard to help measure facilities management performance by Steve Silen‚ Director‚ KPMG Advisory Services For nearly 20 years‚ leading organizations have been using balanced scorecards to strategically measure the financial and non-financial performance of different operational functions within their firms. More recently‚ they have begun leveraging them to measure the performance of their third-party service providers
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PROJECT: 1. Benchmarking 2. BALANCED SCORECARD TABLE OF CONTENT CONTENT PAGES Benchmarking Introduction History Benefits Limitations Techniques Steps Applications Conclusion 3 4 5 5 – 6 6 – 7 8 – 10 10 – 11 11 Balanced scorecard Definitions and History Stages of Implementation of Balanced Scorecard Benefits of Balanced Scorecard Balanced Scorecard Perspectives Balanced Scorecard in McDonalds Drawbacks of Balanced Scorecard 12 12 – 13 14
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THE BALANCED SCORECARD IN AN INDONESIAN PHARMACEUTICAL COMPANY A CASE STUDY IN PT. DEXA MEDICA 1. INTRODUCTION 1.1. Background of the Study In modern competitive global economy‚ it is more important than ever to understand the process of value creation in the organization. The need to manage with a high level of customer focus‚ a clearer understanding of core business processes‚ the necessity of motivation and commitment of employees‚ the need for change on a continuous basis‚ and effective
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The primary purpose of various healthcare organizations’ balanced scorecard is to achieve the long-term adaptation and survival of its processes. Consequently‚ the balanced scorecard that is adopted by the healthcare organizations focuses on achieving their mission‚ program service improvement‚ strategic management‚ and quality management. Besides‚ studies indicate that the health sector adopts the balanced scorecard to focus on achievement of the system mission‚ improve the services and programs
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Chadwick Inc : The Balanced scoredcard Question 1 Although Norwalk Division of Chadwick is not dominate the industry of personal consumer products and pharmaceuticals ‚ it earns a high market share and is successful rely on the well –managed and its high quality product . In order to maximum its profit in modern market ‚ a balanced scoredcard can be used to support its “Product differentiation ” strategy . Upon to John Greenfield ’ s draft of balanced scored ‚ it is very effective that to put
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As depicted in figure 2‚ the balanced scorecards would reflect the strategy of the organisation in a manner that can be translated easily to all stakeholders within the organisation. (Kaplan‚ 1992) states that organisations need to align the recognition and rewards of their employees to the entire balanced scorecard. Levi Strauss would need to review the incentives of the employees from cash flow focus to the balanced scorecard described above. Once the linking of objectives to critical success factors
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Balanced Scorecard and Strategy Map BI430-001 Data Visualization Balanced Scorecard: Part of a system that translates strategy into action. Also‚ gives a balanced view in four perspectives of how well an organization is driving execution and how successful the results are. The four perspectives in the balanced scorecard and strategy map give executives a more balanced view of their organization. Strategy Map: Represents how an organization
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Kashun Davis TMAN 680 Fall 2012 Balanced Scorecard: Samsung Samsung is the technology-based organization that will be the subject for my Balanced Scorecard. Founded in 1938 in Seoul‚ South Korea‚ Samsung Electronics Co. Ltd. engages in the manufacture‚ distribution‚ and sale of finished electronic products and device solutions worldwide. They offer consumer products‚ including mobile phones‚ tablets‚ televisions‚ Blu-rays‚ DVD players‚ home theaters‚ multimedia players; home appliances‚ such as
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------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Balanced scorecard for the automotive industry ------------------------------------------------- ------------------------------------------------- TABLE OF CONTENT 1. Introduction 2. Balanced Score Card development 3. Balanced Score Card in the automotive industry 4.1. Learning and growth perspective 4.2. Financial perspective 4.3.
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1990s’. Customers are requesting comprehensive selection of banking products with thorough customer service. Under the trend‚ Citibank added the customer satisfaction as non-financial indicator in the new measurement‚ performance scorecard‚ to evaluate the performance of branches. The strength of new measurement would motivate the bank to maintain and reach higher quality services‚ bringing more potential customers into the bank. In addition‚ it allows the bank to set the best-service branch as
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