References: (Balanced Scorecard Institute‚ Jan ) Balanced Scorecard Institute. (Jan 2013). What is the Balanced Scorecard? Retrieved from http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx Robbins‚ S. P.‚ & Coulter‚ M. (2012). Management (11th ed.). Upper Saddle River‚ NJ: Prentice
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analyze the strategy‚ balance scorecard and the strategic profitability of an organisation. The organisation we had chosen is the famous petroleum and gas company‚ ExxonMobil. First‚ we will describe some basic information of ExxonMobil briefly. Next‚ we are going to state the mission of it and classify ExxonMobil’s strategy. ExxonMobil’s value proposition and core competencies will also be identified. Furthermore‚ Porters Five Forces Framework and the balance scorecard are used in the analysis in
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management accounting (SMA) o Definition o Components of SMA o Does SMA still exist; or‚ what is it becoming? The balanced scorecard o Its origins and its purpose o Elements and characteristics of a balanced scorecard o Designing a balanced scorecard o Features of a balanced scorecard o Why has the balanced scorecard stood the test of time? o Critique of the balanced scorecard Roles of management accountants in accounting for strategic management Chapter summary Recommended reading References
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London: Thomson learning. 4. Doolen‚ T.‚ Traxler‚ M.M. & McBride‚ K. (2006)‚ Using scorecards for supplier performance improvement: case application in a lean manufacturing organization. Engineering Management Journal‚ 18(2)‚ pp 26-34. 5. Haberberg‚ A. & Rieple‚ A. (2001)‚ The strategic management of organizations. Harlow: Pearson Education. 6. Hendricks‚ K.‚ Menor‚ L. & Wiedman‚ C. (2004)‚ The Balanced Scorecard: To adopt or not to adopt? Ivey Business Journal‚ pp 1-6. 7. Johnson‚ G. & Scholes‚
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cause-and-effect relationships between different strategic objectives and their measures‚ or key performance indicators (KPIs) that are included in a balanced scorecard. The concept of strategy maps was introduced to the business world in 2001 by Robert S. Kaplan and David P. Norton as a means to illustrate and elaborate their earlier concept‚ the balanced scorecard. The standard reference for the strategy map is their book The Strategy-focused Organization.[1]. A further standard reference is their third book
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(Leahy) took over as CEO of Tesco. He aimed to make Tesco a ’Value Retailer.’ Leahy named the strategy he wanted to adopt as ’The Tesco Way’ which comprised of the company’s core purpose‚ values‚ principles‚ goals and the Balanced Scorecard. Tesco adapted the Balanced Scorecard approach to meet its own requirements renaming it the Steering Wheel which had four quadrants - operations‚ people‚ customers and finance. The case highlights the approach of implementing the ’Steering Wheel’ strategy in Tesco
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Bibliography: {text:bookmark-end} LYNCH‚ Richard. 2006. Corporate Strategy‚ 4th Edition. Cape Town: Prentice Hall. STEYN‚ P.G. 2008. Module 4 Balanced Scorecard Based Corporate Strategy. Johannesburg: Cranefield College of Project and Programme Management. [Course Notes.] http://www.balancedscorecard.org www.cranefield.ac.za Tienie Elhers‚ Kobus Lazenby. 2007. Strategic Management‚ 2nd Edition. Pretoria:
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plan. There are four main areas of the strategic plan that can be analyzed using a scorecard‚ which include: Financial‚ customer‚ internal business process‚ and learning and growth. Each of these categories should be measured separately to understand their cause and effect relationship. The analysis starts by defining the objectives in each category‚ which is followed by benchmark goals and initiatives. The scorecard will list this in a table format and help the organization develop an organized plan
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companies rely on outsourcing for success in today’s competitive marketplace‚ and selecting a vendor is now as important a process as developing new products. Products and services are selected for cost‚ requirements‚ overall quality‚ stability of the supplier‚ time-to-market and traditional partnerships. The purchase approval process often involves more than one criteria and one opinion and requires the establishment of a broad-based team to manage the process. Creation of a repeatable evaluation process
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VWDO BRASIL AGENDA 1. Hardfacts about VWB and brazilian market 2. Historical background 3. Challenges Schmall had to manage 4. The new Strategy 5. Strengths and weaknesses of the BSC 6. Dealing with 2009‘s problems 7. Learnings from the Case Study VWB & BRAZILIAN MARKET VWB (data
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