...GOOGLE INC. September 12, 2015 BRITTANY JUSTICE September 12, 2015 BRITTANY JUSTICE BALANCED SCORCARD Google Balance Score Card | | | | | METRIC | OBJECTIVES | MEASURES | Supporting Initiatives | Financial | Increased Revenue | Increased Revenue | To innovate current products | Financial | Increased Profit | Increased Profit | To innovate current products | Financial | Development New Technology | Cost of implementing new technology | acquisitions, new employees to bring new insight | Customers | Retain existing customers | increased usage of products and appeal of current products | | Customers | New customers | make enhancements to appeal to new customers | | Processes | Faster Response | Reduce Response time to customer problems | | Processes | Reduce Number of System Issues | reduce system issues customers experience | | Learning & Growth | Increase Employee input, training, business processes | Increased meetings and input from employees on areas for improvement | | INTRODUCTION Google Incorporated is a vastly well-known organization from their products such as the google search engine, google maps, as well as other business applications. Even with a prosperous organization such as google there is always opportunity for enhancement. Often times these goals to enhance the organization are given on a balanced scorecard. A balanced scorecard is a planning mechanism that is used in most industries to help organizations plan...
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...Term Paper On Management Control System Topic: Recent Balance Scorecard Theory & Practices Of Bangladeshi Company SUBMITTED TO: Md. ABUL KASHEM Associate professor SUBMITTED BY: RIFFAT ARA RAFIQ; ID: 61018-11-061 SESSION: Fall’ 2011 DATE OF SUBMISSION: 26th DECEMBER ’2011 DEPARTMENT OF MANAGEMENT INFORMATION SYSTEM Acknowledgement I express my gratefulness to Almighty Allah for his kindness, which enabled us to complete this work properly and in time I am grateful to our course teacher, Md. Abul Kashem, Associate Professor , Department of Management information system, University of Dhaka for providing us all the information about information technology, for his guidance, constructive criticism, valuable suggestions and untiring help throughout the course of this work. I am highly delighted to express our cordial gratitude and veneration to our parents for their constant help, affection support and sacrifices. The Author December 26th , 2011 Letter of transmittal Date: 26/12/2011 To, Md. Abul Kashem, Associate Professor Department of Management Information System, University of Dhaka. Sub: Application for the submission of Term Paper. Sir, I respectfully state that, I am a student of EMBA program in this department at the session of spring’2011.you have asked for the term paper on 28th November’2011. The topic of...
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...E-Marketing SERVICES ADVERTISEMENT SOLUTIONS Version1.0 About us D-Evenement is an organization of some young and experienced dreamers. In D-Evenement we are committed to provide absolute attention to every detail of your event and marketing solution with the highest quality. We enhance the value and image of our clients by not only providing them with exquisite events, creativity and experiences, but also distinctive “fresh ideas”. Through active listening and communication we understand the value and importance of each event. We are committed to undivided attention to every detail of your event with the highest quality. We work together with our clients as a team with common goals. In short, we believe in a balanced score card: • Provide every guest with an experience that exceeds clients' expectation. • Deliver events on target for time and budget. • Be the best, no exception. Here we attach Detail proposal, if you have any query regarding the proposal please feel free to ask because • We Listen. • We Understand. • We Deliver. D-Evenement provides a wide range of advertisement options which would ensure maximum visibility of your products and services among increasing number E-mail Marketing New Customers are just a click away... Millions of businesses use e-mail marketing every day to find new customers and keep them coming back. E-mail marketing is effective, affordable, and best of all; it is the easy way to get your...
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...A PROPOSAL ON HOW TO APPLY THE BALANCED SCORECARD TO THE COLLECTIVE INVESTMENT MANAGERIAL FIRMS. Muñoz Colomina, Clara I. Urquía Grande, Elena Sevillano Martín, Fco. Javier (Universidad Complutense de Madrid) PAPER FINANCED BY THE PROJECT PR1/03-11669 OF THE UNIVERSITY COMPLUTENSE OF MADRID A PROPOSAL ON HOW TO APPLY THE BALANCED SCORECARD TO THE COLLECTIVE INVESTMENT MANAGERIAL FIRMS. Muñoz Colomina, Clara I. Urquía Grande, Elena Sevillano Martín, Fco. Javier (Universidad Complutense de Madrid) Collective investment companies, as other institutions in the financial sector, are actually going through moments of great volatility. Consequently these firms need to reformulate their strategic forecast for the next years. This need arises, among other factors, from the collapse of global financial markets, progressive liberalizations in tax and company regulation and the evolution in information technology. Collective investments are very appealing for small investors, as they allow them to benefit from the skills of a professional management, as well as to spread different risks with a diversified portfolio in the different mutual funds. Nevertheless in moments of crisis such as the world is experiencing now, the great volatility of markets and capital losses clearly offset the attractiveness of the portfolio management. The starting point is to take into account the new scenario now developing in collective investment management firms: increasing competence, less captive...
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...Task 2 | |Satisfactory | |Articulation of Response (clarity, |The candidate provides adequate articulation of response. | |organization, mechanics) | | |A1. Utah Symphony Strengths and |The candidate provides a plausible analysis, with sufficient support, of the financial and leadership strengths and weaknesses of the Utah Symphony before the merger. | |Weaknesses | | |A1a. Steps for Utah Symphony |The candidate provides an appropriate recommendation, with sufficient support, of the key steps Anne should take to address Utah Symphony’s weaknesses. | |A2. Utah Opera Strengths and |The candidate provides a plausible analysis, with sufficient support, of the financial and leadership strengths and weaknesses of the...
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...The Balanced Scorecard What is it? Definition: * The Balanced scorecard is a management system that enables organizations to clarify their vision and strategy and translate them into action. * Scorecard allows for actionable terms derived from company strategy. * Makes it easier for management to carry out strategy. * “A system that balances the historical accuracy of financial numbers with the drivers of future performance, while also assisting organization in implementing their strategies” * The term “Scorecard” signifies quantified performance measures and “Balanced” signifies the system is balanced between: * Short-term and long term objectives * Financial and non-financial measures * Internal and external performance perspectives When it started… * Developed in the early 1990's by Drs. Robert Kaplan and David Norton. * The Balanced Scorecard is the most commonly used framework for ensuring that agencies execute their strategies. * Today, about 70% of the Fortune magazine 1,000 companies utilize the Balanced Scorecard to help manage performance. The Balanced Scorecard Why do it? In just 90 days, Sandia Labs was able to redirect $190,000 in savings by dropping initiatives that didn’t fit their overall strategy. “The BSC has forced our management team to focus beyond financial measures… too often in the past we would get sucked into short-term thinking.” “The BSC dramatically improved our data analysis…...
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...Volkswagen do Brasil: Driving Strategy with the Balanced Scorecard Index: 1. What challenges does Thomas Schmall face upon becoming CEO of Volkswagen do Brasil (VWB)? 2. Describe VWB´s new strategy 3. What are the benefits from having all employees understand the strategy? 4. How does the strategy map and Balanced Scorecard help Schmall and Senn implement the new strategy? 5. What are the strengths and weaknesses of the Scorecard and its implementation? 6. What other actions did VWB take to support strategy implementation? 7. How can Schmall and his team use the scorecard to deal with the challenges faced by company in January 2009? 1. What challenges does Thomas Schmall face upon becoming CEO of Volkswagen do Brasil (VWB)? Before Thomas Schmall was appointed CEO in 2007, he already gained knowledge about Brazil and the subsidiary while reorganizing production in 1999 to 2003 until he was sent back to Europe. This crucial fact helped him quickly adjust to the different company culture, strategy and overall mindset existing in Brazil. Before analyzing the challenges he faced as CEO in 2007, the question arises why he didn´t respond to the known problems during his four years working in Curitiba? VWB would have saved enormous resources, if they had rigorously responded to the problems earlier. Thus VWB suffered eight consecutive years from losses, lost market share tremendously, made the subsidiary bureaucratic and created an atmosphere of apprehension...
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...BALANCED SCORECARD EXAMPLE The following is an example of how one might develop a Balanced Scorecard. The information included is fictional and is provided to simply demonstrate the process. Anytown Hospital has just finished a two-day retreat where they revised and updated their mission and vision statements and drafted a strategic plan. The hospital’s vision statement is: The vision of Anytown Hospital is to be the community’s provider of choice. The hospital’s mission statement is: Anytown Hospital is committed to providing the highest quality of health care through service excellence and compassionate care During their retreat, the hospital board and leadership identified the following strategies to pursue the upcoming year. • • • • Operate in the black with 5% margin by increasing revenues Motivate, recognize and retain staff Provide high quality services Increase utilization of services The Anytown Hospital administrator enlisted the help of the department managers to implement a performance improvement process and Balanced Scorecard. First, they took these strategies and placed them into their appropriate perspectives as follows: Learning and Growth Perspective (Staff & Clinicians) • Motivate, recognize and retain staff • Internal Process Perspective (Quality & Safety) Provide high quality services Customer Perspective (Patients & Community) • Increase utilization of services Financial Perspectives (Business & Development) • Operate in the black with 5% margin...
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...INTRODUCTION The balanced scorecard is a strategic management technique for communicating and evaluating the achievement of the mission and strategy of the organization. A more recent contribution to strategic management accounting that emphasizes the role of management accounting in formulating and supporting the overall competitive strategy of an organization is the balanced scorecard. The balanced scorecard seeks to encourage behavior that is consistent with an organization’s strategy. It comprises of on an integrated framework of performance measurements that aim to clarify, communicate and manage strategy implementation. The need to integrate financial and non-financial measures of performance and identify key performance measures that link measurements to strategy led to the emergence of the balanced scorecard. Only the critical performance measures are incorporated in the scorecard. The scorecard can provide top management with a fast but comprehensive view of the organizational unit. THE CUSTOMER PERSPECTIVE Philips set operating efficiency as its strategic theme. To get more customers to buy the Philip’s products by attract customers with new products, make a promotion every festival time and give free gift for who are buying the Philip’s products. The customer and market segments should be identify by the customer perspective in which the business unit will compete. The revenue element for the financial perspective objectives is make by the customer perspective...
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...www.hbrreprints.org Successful strategy execution has two basic rules: understand the management cycle that links strategy and operations, and know what tools to apply at each stage of the cycle. Mastering the Management System by Robert S. Kaplan and David P Norton . Reprint R0801D This article is made available to you with compliments of SAP. Further posting, copying or distributing is copyright infringement. To order more copies go to www.hbr.org or call 800-988-0886. Successful strategy execution has two basic rules: understand the management cycle that links strategy and operations, and know what tools to apply at each stage of the cycle. Mastering the Management System by Robert S. Kaplan and David P Norton . COPYRIGHT © 2007 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Not long after its successful IPO, the Conner Corporation (not its real name) began to lose its way. The company’s senior executives continued their practice of holding monthly one-day management meetings, but their focus drifted. The meetings’ agenda called for a discussion of operational issues in the morning and strategic issues in the afternoon. But with the company under pressure to meet quarterly targets, operational items had started to crowd strategy out of the agenda. Inevitably, the review of actual monthly and forecast quarterly financial performance revealed revenues to be lower, and expenses to be higher, than targeted. The worried managers spent...
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...Company: Comcast Industry: Cable Television / Telecommunications Comcast - Background Comcast Corporation is the largest cable operator, internet service provider, and 4th largest home telephone service provider in the United States (Hoovers.com, 2013). Comcast is a member of the Telecommunication / Cable Television industries. Comcast has achieved revenues exceeding $55 billion and $62 billion in 2011 and 2012 respectively (CMCSA.com, 2013). As of the last Fortune 500 report, Comcast ranked #49 in the world and is a member of the S&P 500 (Hoovers.Com, 2013). Comcast is broken into two primary segments: Cable and Programming. Comcast Cable operates within the United States. It provides subscribers access to analog and high definition programming. These subscribers are a mix of residential and business customers. Other offerings include digital video recorders, on demand programming, and premium programming such as HBO, Cinemax, Showtime, and Starz (Gustin, 2012), The Programming segment of Comcast consists of several internally owned networks such as the Golf Channel, Style Channel, the Versus network and many others (Wikinvest, 2013). The revenue derived through these programming channels is based, primarily, in residential and business subscription fees. These fees are passed through to Comcast from providers of multichannel video that have agreements to distribute Comcast’s programming lineup, advertising revenue, and global licensing (Wikinvest, 2013)...
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...What is an ideal management control system Management control is a process of assuming that resources are obtained and used effectively and efficiently in the accomplishment of the organization’s objectives. It is a fundamental necessity for the success of a business and hence from time to time the current performance of the various operations is compared to a predetermined standard or ideal performance and in case of variance remedial measures are adopted to confirm operations to set plan or policy. Features of management control system Total System: MANAGEMENT CONTROL SYSTEM is an overall process of the enterprise which aims to fit together the separate plans for various segments as to assure that each harmonizes with the others and that the aggregate effect of all of them on the whole enterprise is satisfactory. Monetary Standard: MANAGEMENT CONTROL SYSTEM is built around a financial structure and all the resources and outputs are expressed in terms of money. The results of each responsibility centre in respect to production and resources are expressed in terms of a common denominator of money. Definite pattern: It follows a definite pattern and time table. The whole operational activity is regular and rhythmic. It is a continuous process even if the plans are changed in the light of experience or technology. Coordinated System: It is a fully coordinated and integrated system. Emphasis: Management control requires emphasis both on the search for planning as well as...
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...strengths and weaknesses of the Utah Symphony before the merger. a. Recommend the key steps Anne should take to address these weaknesses to ensure a successful start of the merger. 2. Analyze the financial and leadership strengths and weaknesses of the Utah Opera before the merger. a. Recommend the key steps Anne should take to address these weaknesses to ensure a successful start of the merger. 3. Analyze the four aspects of the scorecard from the attached “Business Scorecards” for each company. Consider the following in your analysis: • How do these scorecards represent the differing cultures and visions of the companies? • Do the scorecards address the strengths and weaknesses you noted, and, if not, should they? B. Develop a balanced scorecard for the merged company based on the specified strategic goals. C. Analyze the strengths and weaknesses of the proposed merged company, addressing the four aspects of the scorecard you developed in part B. D. Identify one highly probable issue that could arise during the merger process for each of the following areas: • Finance • Human resources • Customer...
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...1.1 Introduction of Balanced scorecard The concept of balanced scorecard was created by Art Schneiderman who is an independent consultant on the management of processes in 1987 at Anolog Devices, a mid-sized semi-conductor company. In 1992, Robert S. Kaplan and David P. Norton start publicising the balanced Scorecard though a series of journal articles and 1996 they published the Balanced Scorecard book. The Balanced Scorecard is a performance planning and measurement framework, with similar principles as Management by Objectives, which was publicized by Robert S. Kaplan and David P. Norton in the early 1990s. Having realized the short comings of traditional management control systems, Robert S. Kaplan and David P. Norton designed the Balanced Scorecard as a result of a one-year research project involving 12 companies. Since its introduction, the Balanced Scorecard has been awarded a prize by the American Accounting Association as the “best theoretical contribution in 1997”. The balanced scorecard (BSC) was developed in the 1990’s is to allow businesses to utilize both non-financial and financial measures in order to align business strategies and goals with the strategic plan. The goal of the balanced scorecard is to integrate the main organizational measures of success into a plan or framework if you will; a plan that is in alignment with the organizational mission, goals, strategic plan, and allows for modification in response to unanticipated change. Historically...
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...1. Balanced scorecard in the Hotel industry: The balanced scorecard derives its name primarily from the way it provides a structured focus upon the main organizational performance dimensions: the financial, customer, internal processes and learning and growth. Balanced scorecard thinks far beyond the traditional financial system, so that hotel appears the appropriate setting for implementation of the balanced scorecard. The first step in developing a balanced involves is determining a mission or vision. A vision outlines the purpose of an organization. After vision, we need to determine what strategy will be employed to achieve the mission. After strategy we need to translate this strategy into specific strategic objectives. If the strategic objective of staff is to be regarded among most friendly, appropriate performance measures could include: hours s pent to train staff on politeness and friendly customer engagement, customer survey ratings with respect to perceived friendliness of staff. As strategic objectives and performance measures would need to be developed for each of four balanced scorecard’s key perspectives. a] Financial perspective in hotel: The financial perspective contains strategic objectives that are developed from shareholder’s perspective. Kaplan and Norton suggest these objectives can be developed by answering the question: To succeed financially, how should we appear to our shareholders! Once these objectives have been developed, a set of financial...
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