Thus‚ it appears promising to use the balanced scorecard methodology to integrate environmental and social management with the general management of a firm (Figge et al. 2001a‚ 2001b). Kaplan and Norton (1992) presented the balanced scorecard (BSC) as a performance measurement tool. The founding idea of the concept is that measures should be chosen in a way that gains the active endorsement of the senior managers of the organization‚ reflecting both their privileged access to strategic information
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to improve quality in universities. II/ Literature Review 1. The Balanced Scorecard The Balanced Scorecard (BSC) is a system of measurement which was first introduced by Robert S. Kaplan and David D. Norton in 1992. Main feature of BSC is that it uses both financial and non-financial measures to build a complete view related the company’s performance (Kaplan and Norton‚ 1992; 1996a). The BSC has been improved and developed over the time; up to now it has evolved through three generations and becomes
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areCarlsberg(the brewery ’s first beer in 1987)‚ Lone Star (launched in 2000)‚ Lone Star Light (2002)‚ ColtIce (2003)‚ Lone Star ULTRA (the country ’s first low-carb beer‚ launched in 2004‚ Stag(either cancelled or it ’s just hard to find in the country)‚ and Coors (2008).The company also offers Absolute distilled drinking water‚ the second biggest-selling bottled water brand in the market behind SMC ’s Wilkins‚ and Summit mineral water. Theyare both launched in 1992.In 1995‚ Q Shandy was launched to compete
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Anheuser Busch Marketing Case Analysis “We happen to be a marketing company that sells beer.”- William Hickman‚ Vice President and CIO of Anhesuer-Busch (Field‚ 2000) Introduction ________________________________________ For years‚ companies have been relying on market research‚ data tracking‚ and data warehousing to help create marketing strategies. Marketing managers rely on this data to spot opportunities and problems and try to stay ahead of the competition. Anheuser-Busch (AB) could
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Introduction to the Balanced Scorecard and Performance Measurement Systems 1 Chapter 1 Introduction to the Balanced Scorecard and Performance Measurement Systems by Christian C. Johnson From the beginning‚ it is important to understand why measuring an organization’s performance is both necessary and vital. An organization operating without a performance measurement system is like an airplane flying without a compass‚ a Formula One race car driver guiding his car blindfolded‚ or a CEO
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Anheuser-Busch Case Analysis Based in St. Louis‚ Missouri‚ Anheuser-Busch is the leading American brewer. The company is one of the largest theme park operators in the United States‚ a major manufacturer of aluminum cans and one of the world’s largest recyclers of aluminum cans. Our diverse background also includes malt production‚ rice milling‚ real estate development‚ turf farming‚ label printing and transportation services. Anheuser-Busch is best known for the world’s two top-selling beers
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accounting 2 is by Marlys Lipe and Steven Salterio. There article entitled The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures ’ came from the July 2000 edition of the Accounting Review journal. The Balance Scorecard (BSC) was originated by Robert Kaplan and David Norton in the early 1990 ’s as a strategic approach‚ and performance management system that would enable organisations to translate a company ’s vision and strategy into implementation. It essentially gives
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Tri-Cities Bank; Board of Directors FROM: Chris Billings; SD President DATE: April 11‚ 2013 SUBJECT: BSC Performance Measurement I have proposed a plan to get what’s best out of our wonderful employees and make Tri-Cities Bank the most desirable bank to host customer’s deposits. It will increase financial performance from the bottom‚ up. The program is called the Balanced Scorecard (BSC). It works by using four business perspectives and lead/lag indicators and has several performance measures
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promotion came just as Chris finished her evening Masters of Business Administration degree in December 1999. As part of her graduate studies‚ she was introduced to the balanced scorecard (BSC)‚ a performance measurement system that directs decision-makers toward long-term value-creating activities. Chris thought the BSC could be used to improve the financial performance of TCCB. In late December 1999‚ she approached the chief executive officer (CEO) and requested permission to implement the new program
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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
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