Balanced Score Card
Balanced Score Card was first introduced by David Norton and Robert S. Kaplan in 1992 in a Harvard Business review article. This concept is based upon the idea of measuring the vision of the organizations and expressing it in numbers. The underlying belief is that if it cannot be measured then it cannot be improved. [1] Balance scorecard is a strategic management and planning tool used by both profit and non-profit organizations to align business activities to the vision and strategy of the organization. It provides the organization with feedback of both internal business processes and external outcomes which allows for continuous improvement of strategic performance and results obtained. Strategy
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Bargaining power of customers – Consumers always demand the lowest price. Organizations should be able to provide their products or services at the competitive price to satisfy the customer without compromising the company’s profits. This can be further reduced with product differentiation.
5. Bargaining power of input suppliers – To reduce the cost of manufacturing, cost of input material and labor should be reduced. Various techniques can be used to reduce the cost of labor and input material. Every organization has both long term and short term goals. Balanced scorecard focuses on long term goals along with the short term goals. Short term goals generally focus on the financial targets such as quarterly earnings while long term goals on the product’s overall quality, customer satisfaction etc. This also emphasizes the non financial objectives of an organization that help in meeting its financial objectives. Balanced score card measures organizations performance in four perspectives:
• Financial -- This perspective will measure the profitability of the strategy and the value created for
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• Learning and growth -- This perspective identifies the capabilities that the organization must excel at to achieve superior internal processes that in turn create value for customers and shareholders.
Fig 1: Balance scorecard [2] Balanced scorecard helps the organization in balancing both financial and non-financial measures by evaluating both short run and long run performances in a single report. This reduces the management concentration on short run financial performance and increases the concentration on long-run key, strategic, non-financial and operational indicators. In the for-profit organizations, the main use of balanced scorecard is to maintain long-run financial performance where non-financial measures serve as the indicators for financial performance. While measuring each of the four perspectives, there are four sub parts which need to be analyzed:
• Objectives
• Measures
• Targets
• Initiatives Objectives: What is the objective that has to be achieved in that perspective? Measures: How the progress of the objective is
How is progress measured? To answer this question, I chose two stories. I have used the stories Swimming to Antarctica and Contents of a Dead Man’s Pocket. These two stories show us two different ways that they measure their progress. In each story they use mental goals as small goals, then achieve their large goal altogether. Progress is measured by setting small goals and moving forward to reach those goals.
Believe it or not many people create strategies everyday. A soccer coach will devise a plan to win the game. A student will create a strategy to get all their homework done before dinner. In the Civil War, the Union and Confederacy created their military strategies based on completing their goals. The Confederacy wanted to convince France or Britain to recognize and support its government (Aboukhadijeh).
A supplier with strong bargaining power has the advantage of charging their price higher or selling low quality of the product to them. The bargaining power of suppliers will be low as there are many suppliers in the market offers similar products and this allows courts to switch to other suppliers that offer lower cost. Intensity of rivalry within industry High Threat Competitors in the industries There are quite a number of businesses involve home furnishing and electrical appliance.
Strategy is primarily people for setting and implementing strategy and monitoring performance. The primary role is to fit with all other forces. Structure basic design on how our people are organized to do our job. This let us know how centralized are you.
The satisfaction of these objectives contributes to the company’s performance in operations management. When these measures are later evaluated, it is easier to implement the control measures in place. Walmart Company uses a number of metrics to assess its performance; comparable store sales it indicates the performance of the existing stores by measuring the growth in sales for such stores for a particular period over the corresponding period in the prior year, operating income growth greater than net sales growth, inventory growth less than net sales growth and return on average assets must be
What are the two types of core competencies that drive a firm’s competitive advantage? Which firms demonstrate a clear competitive advantage because of (a) major value-creating skills/core capabilities and/or (b) superior assets or resources? Which firms have demonstrated sustainable sources of competitive advantage? The two core competencies that drive a firm’s competitive advantage are cost leadership and differentiation.
This encourages a very competitive battle among companies. One way a customer has very high bargaining power they are a regular customer within and industry, purchasing large amounts of that companies output. Buyers are constantly seeking to find the lowest costs. It is so easy for a consumer to switch to another brand if they are at all dissatisfied with the current product. So as a group, the customers of Lululemon have a high level of bargaining power.
Introduction Sustainability has been mentioned as a goal of businesses. During the mid 1990s John Elkington created the triple bottom line plan under the concept of sustainability. Sustainability can be defined in many ways, but the simplest way is “Ability to sustain” (Sustainability, 2010). The triple bottom line is an accounting framework, and there are three dimensions of sustainability among them people, planet and profit (3Ps). The concept of TBL is to measure the profitable, social and environmental performance of the company.
However in evaluating performance at Tesco, they utilize 360-degree feedback system and Balance scorecard as their performance appraising system (Tesco,
BARGAINING POWER OF SUPPLIERS(LOW) The bargaining power of the suppliers is low as there are huge numbers of suppliers and manufacturers in the fashion industry. To meet the requirements of the company H&M has more options by buying and merging with the suppliers. • BARGAINING POWER OF BUYERS(HIGH) The fashion industry is growing vast day by day thus there are many alternatives for the buyers is also increasing day by day thus resulting to no customer loyalty to the brand.
The bargaining power of port users 5. The bargaining of port service providers These forces will impact ports of all sizes, which drive requirements for expansion of ports, service improvement, pricing decisions, and other management actions. These forces will impact ports of all types and sizes which want their ports to expand improve in service, pricing decisions etc. 1.
Threat of Substitutes 4. Bargaining Power of Buyers 5. Power vested by Suppliers 1. Competitive Rivalry: According to Porter the competitiveness in any sector is significantly increased by the number of players operating in the field and their major competencies.
Pharmaceutical products require various types of organic chemical. There are a number of chemical suppliers present in the market. Instead of buying chemicals at the high cost, pharma companies can switch from one company to other. For specific APIs where the sourcing of raw materials is difficult, suppliers have a higher bargaining power but since most raw materials are easily available and suppliers are numerous, where one can easily replace the other, their bargaining power is low. " Bargaining power of buyer:
3- Threats of substitute products 4- Bargaining power of customers 5- Bargaining power of suppliers Practical implementation of the Model:
Strategy also defines what kind of resources we need to achieve the goals set by the