interpret standard costs and variances‚ and critically evaluate the advantages and disadvantage of standard costing (Aims 2‚ 3 & 4) Analyze the different responsibility centers‚ performance measures and goal congruence issues‚ including the balanced scorecard (Aim 4) Become exposed to issues of strategic planning and control (Aim 4) Weighting (if applicable) 15-20% 2. 15-20% 3. 15-20% 4. 15-20% 5. 6. 15-20% Become familiar with methods of advanced costing methods 15-20%
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TEPCO-Fukushima nuclear crisis? Why did financial giant UBS adopt a radically new compensation model in late 2008? Did it work? How can RIM’s (now known as BlackBerry) problems and potential opportunities be understood? How did the RCMP go from being a Balanced Scorecard poster child to requiring its honour restored in
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Aspect of Company Performance Factors to be Considered Organizational Goal (per quarter) Actual Performance (most recent quarter) GAPS Financial Quarterly Profit Results Inventory Turnover (rate of product manufactured in that quarter sold within 1-2 months) $20‚000 90% $25‚000 110% Quarterly profits were higher than anticipated ($25‚000 versus $20‚000)‚ as was inventory turnover rate (110% versus 90%). Customer Customer Satisfaction Rate Customer Recommendation Rate (rate of new business
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Publishing. Kreitner. (40). Organizational Behavior [VitalSouce bookshelf version]. Retrieved from http://online.vitalsource.com/books/1259234185/epubcfi/6/66 Olve‚ J.‚ Roy‚ J. & Wetter‚ M. (1999). Performance drivers: A practical guide to using the balanced scorecard. Chichester: John Wiley & Sons. ISBN: 9780471986232 Szwarc‚ P. (2005). Researching customer satisfaction & loyalty: How to find out what people really think. London: Kogan Page. ISBN: 9780749443368 Trompenaars‚ F. & Prud’Homme‚ P. (2004)
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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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ผู้เขียนอยากให้ผู้บริหารธุรกิจ นักกลยุทธ นักการตลาด ได้เห็นภาพรวมของกลยุทธระดับธุรกิจที่เชื่อมกับกลยุทธแบรนด์พอร ์ตโฟริโอ ถ้าจะอธิบายให้เข้าใจง่ายๆ นั้นมีหลักอยู่ 2-3 อย่างด้วยกัน อย่างแรก การคิดเชิงกลยุทธ ซึ่งเป็นเรื่องเกี่ยวกับวิสัยทัศน์ ภารกิจ เป้าหมายแล้วใช้ Balanced Scorecard & KPIs แปลความไปสู่กลยุทธ ตรงนี้เองที่นักการตลาดจะพูดถึงแบรนด์ในมิติที่เกี่ยวกับวิสัยท ัศน์และคุณค่าของแบรนด์ อันจะนำไปสู่วัตถุประสงค์ของแบรนด์พอร์ตโฟลิโอ เช่น Synergy‚ Leverage‚ Relevance‚ Strong Brands‚ Clarity อย่างที่สอง เมื่อสามารถพิจารณากลยุทธธุรกิจ
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REPORT July 2002 Use the Balanced Scorecard to Execute CRM Strategy Viewpoint CRM is all about vision‚ strategy and implementation. Too many companies lead with technology‚ and fail. Changing behaviors and processes are key to implementing strategy. A Balanced Scorecard makes change manageable. Dynamics • Competitive pressures are driving companies to invest in CRM‚ even though 50% to 90% of CRM initiatives fail. The primary cause of failure is the inability to develop and effectively
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Smith Liberty University March 7‚ 2014 Table of Contents I. Abstract II. Organizational Setting III. Key Concepts a. Quality b. Total Quality Management c. Innovation d. Strategy Map e. Balanced Scorecard f. Six Sigma g. Bench Marking h. Inventory Management IV. Conclusion V. References Abstract The main purpose of the Integrative Learning Project (ILP) is to introduce an authentic or fabricated company/industry
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The Balanced Scorecard (BSC) model proposed by Kaplan and Norton (1992) has received the largest attention during the last twenty years and has proven to be a successful model in various industries (Taticchi et al.‚ 2012). The BSC provides a holistic view of the organization based on a balanced set of measures from four im-portant perspectives: financial‚ customer‚ internal business and innovation
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1. Explain how the Voice of the Employee supports improved internal processes (Voice of the Business)‚ and how the Voice of the Business supports customer satisfaction (Voice of the Customer). First of all‚ Voice of the employee is the needs‚ desires‚ hopes and preferences of all employees within an organization. For example‚ health care‚ wages and some other benefits are the voice from the employees; it is something that employees ask from employer. Secondly‚ The Voice of the business is a summary
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