...Strategic Plan, Part III: Balanced Scorecard BUS/475 Julio 29, 2012 Un ‘balanced scorecard” es una herramienta que se utiliza para recolectar y analizar información de una compañía, para manejar la empresa de la mejor manera posible. En el caso de la compañía “Kave” se va a evaluar de la empresa en cuatro áreas diferentes. Se va a evaluar desde el punto de vista financiero, desde la perspectiva del cliente. También se van a evaluar las operaciones internas de la empresa y el proceso de capacitación y de crecimiento de “Kave”. Estudiar estas cuatro área nos dará una guía para monitorear la compañía y nos permite detectar las áreas que se deben mejorar. Esto me ayudará a llevar la compañía hacia el éxito. En el ámbito financiero de “Kave” el enfoque principal serán los ingresos, costos, la rentabilidad y lograr obtener ventaja competitiva. Administrar los ingresos y los costos es sumamente importante en una empresa. Si se manejan los ingresos y costos adecuadamente se tendrán unas finanzas estables. La meta en la empresa es generar más ingresos que gastos. La rentabilidad es otro factor importante y podemos usar el margen de ganancia para determinar si se están cumpliendo con las metas de la empresa. Se busca aumentar el valor de la empresa y se buscan aumentar las ganancias de cuatro a seis por ciento Haremos lo necesario para cumplir con las ventas y crear más estrategias para cumplir con nuestros objetivos. Se decidió que para lograr una ventaja competitiva...
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...excellent objectives. You paper was written well...only a couple small errors. You had your references...but you need to make sure the references and citation are formatted according to APA guidelines. Late papers are really really hurting your grade. Content and Organization: 70/70 Readability and Style: 14/15 Mechanics: 10/15 Total: 94/100 Measureable outcomes to be achieved within a set time frame are defined strategic objectives. Strategic objectives contain a diversity of characteristics, extending from procuring a business to new heights, advancing the organization in the direction set out by the mission statement. The Chemistry Consulting (n.d.) website states, during strategic objective sessions it’s important to ensure that objectives can work within the framework of the mission, value and goal statements developed earlier in the planning process, and that the organization develops specific strategic measures or benchmarks to asses how well it does in obtaining its objectives. Balanced Scorecard |Perspectives |Objectives |Measurements |Targets | |Financial |Maximum Returns |Return on Equity |15% | | |Revenue growth |% Change in revenues |+13% | ...
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...Statistics in business Glenn Smith QNT/351 June 1, 2014 Mark Alsakka Summary Statistics is the research of the assessment, arrangement, accumulation, as well as the meaning of the data in the field of business as well as marketing procedures. Statistics cope with the main business elements, e.g., the planning process of the data accumulation by way of developing the surveys as well as tests. Additionally, there are 2 main kinds of statistics, the first one is descriptive statistics, in which the figures are used in the statistics procedure, as well as the second one is inferential statistics, in which the procedure incorporates getting the results and making the forecasts. Statistics Methods With regards to statistical techniques, there are several specific types of statistics techniques that are described here. The 1st technique is the “Experimental Method,” that includes the study procedure in which the venture looks into the causality and draws a specific decision on the impact of the modifications in the values of independent parameters. The “Observational Study” is the technique which looks at the connection between 2 different but same factors, like a connection in smoking and cancer of the lung. The “Levels of Measurement” is yet another technique which includes 4 levels of measurement, that are - minimal, ordinal, interval, as well as ratio. Each one of these measurements includes a different use in the study procedure and analysis procedure. The Null theory...
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...En este ensayo se estará presentando un análisis ambiental interno y externo y un análisis de la cadena de suministro para la propuesta ofrecida en el nuevo negocio. Se creara una tabla SWOTT donde se resumirán los hallazgos. En el análisis ambiental se deberán considerar como mínimo, los siguientes factores. Para cada factor se identificara la principal fortaleza, debilidad, oportunidad, amenaza, y la tendencia los cuales se incluirán en la tabla: 1. Fuerzas Externas y tendencias a considerar: Leyes y regulaciones, fuerzas externas mundiales, economía, la tecnología, innovaciones, aspectos sociales, ambientales y la ventaja competitiva. 2. Fuerzas internas y tendencias a consideras: las estrategias, estructuras, procesos y sistemas, recursos, metas, capacidades estratégicas, la cultura, tecnología, innovaciones, propiedad intelectual y liderazgo. Se escribirá un resumen en el que se analizaran las fuerzas y tendencias relevantes de la lista anterior. El análisis debe incluir lo siguiente: fuerzas económicas, leyes y regulaciones con sus tendencias, hacer una critica de lo bien que la empresa se adapta a los cambios. También se analizara y explicara la cadena de suministro de la nueva empresa. Comparta sus planes de desarrollo y habilidades básicas de la influencia y los recursos dentro de la cadena de suministro con el fin de tener un impacto positivo en el modelo de negocio y de las partes interesadas. Identificar problemas y oportunidades. Identificar los problemas y/o...
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...Nike Marketing Mix James Thorogood MKT/421 April 15, 2014 Dean Tripodes Nike Marketing Mix The controllable variables that a company puts together to satisfy their target group. That is how the marketing mix is simply stated. These variables can be placed in four primary categories: product, place, promotion and price otherwise known as the four Ps of the marketing mix. The goal of the marketing mix is to tailor these variables so that the target group/customer has every need met. The customer is the central focus of every marketing strategy. Every new business idea or concept should be birthed with a target group in mind, and development of these ideas and concepts is fostered through the marketing mix. Once the company has shaped these variables into what their customers want then they are well on their way to being a successful company. Nike is one company for decades that has proven that they understand want their customers are attracted to, they have proven by their 43% market share that they get it. Nike has established itself as one the top names in the sports world and it’s because they continually reinvent themselves to satisfy ever changing needs of sportsmen. Nike has various strategies that target athletes, sportsmen, celebrities, colleges and athletic teams from T-ball to the Olympics. Targeting large group like NCAA Division I athletic programs and professional teams has been highly successful because typically the entire team will wear the...
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...Strategic Plan, Part III: Balanced Scorecard BUS 475 Alicia Joseph May 7, 2012 James Sternieri – Instructor Strategic Plan, Part III: Balanced Scorecard 2 One may ask, “What is a Balanced Scorecard?” “A Balanced Scorecard is a tool that is used in management to completely monitor the performance and access whether smaller goals are consistent with larger and long-term goals, based on the vision and strategies being used” (Kaplan & Norton, 2005). This type of tool can be beneficial for the operation of All Eyes on Me as a startup business. Having a balanced scorecard will allow the following to be identified: the mission statement, the vision statement, the objectives, the values of the company, and mainly the SWOT analysis. The balanced scorecard is often times considered an excellent perspective as it relates to learning the financial perspective, internal perspectives and the consumer. In this paper, I will attempt to discuss the objectives, target audience and performance measures. Also, in this paper, I will discuss the mission, SWOT analysis and vision of All Eyes on Me. Financial Perspectives “While defining the financial perspective, the main concern is the company image as perceived by their stakeholders at a time when they are already successful” (Kaplan & Norton, 2005). All Eyes on Me will have to develop a strategy (marketing) that will show an increase that is compared against its’ competitors. The competition research or market...
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...Strategic Plan, Part III: Balanced Scorecard BUS/475 January 21, 2013 Strategic Plan, Part III: Balanced Scorecard For this portion of the business plan, we will use a balanced scorecard of strategic objectives for Mother Nature’s Healthy Eats. Some of these strategic objectives were taken from the SWOTT analysis that was created in part two of this business plan. A balanced scorecard is a set of four measures directly linked to a company’s strategy: financial performance, customer knowledge, internal business processes, and learning and growth (Pearson & Robinson, 2009). After sitting down and reviewing several issues that needed to be improved, the most needed for improvement were put on the balanced scorecard and each objective was given a time frame or percentage of improvement goal. The length of time for the first scorecard is to be met within a one year time frame or less. Each objective has been carefully thought out and what measure will be used to collect the needed information to ensure each objective has been met or what needs to be used to help in obtaining the objective. Financial The first strategic objective for the financial quadrant is to increase revenue and lower costs that will be measured with the financial statements each month and the target for this objective is a 25% increase within one year. The second strategic objective is the competitive position in which Mother Nature’s Healthy Eats is currently in. There is a large amount of competition...
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...active and engaged board is an essential part of shaping and executing a successful strategy. Followings are the primary responsibilities of corporate board of directors: 1. Approve and monitor the enterprise’s strategy, created and formulated by CEO and Executive Leadership Team 2. Approve major financial decisions 3. Select the chief executive officer, evaluate the CEO and senior executive team, ensure executive succession plans 4. Provide counsel and support to the CEO 5. Ensure compliance However, board of directors often fall short in carrying out their five responsibilities due to limited time they have available, and the inadequate information provided to them. The board members, burdened by limited time and limited information, can participate in a more effective and efficient governance process by implementing Balanced Scorecard program. The program starts with an Enterprise Scorecard enabling the board to become more informed about the enterprise’s strategy so that it can perform better its responsibilities. The board can also create a Board Scorecard, which defines its primary outcomes, board processes, and skills, information, and meeting dynamics for more effective governance. Finally, executive scorecards enable the Board to evaluate the performance of each senior executive and his or her succession plans. Enterprise Balanced Scorecard Enterprise Scorecard describes the strategy of the organization, including strategic objectives, performance measures, targets...
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...Business Model and Strategic Plan Part III: Balanced Scorecard BUS/475 February 23rd, 2015 Table of Content I . Introduction……………………………………………………………………………3 II. The balanced scorecard………………………………………………………………..3 III. Financial perspective…………………………………………………………………3 a) Market share……………………………………………………………………...4 b) Revenues and costs……………………………………………………………….4 c) Profitability……………………………………………………………………….4 IV. Customer value perspective…………………………………………………………..5 a) Customer retention or turnover…………………………………………………...5 b) Customer satisfaction……………………………………………………………..5 c) Customer value…………………………………………………………………...5 V. Internal operations perspective………………………………………………………..6 a) Measure of process performance…………………………………………………..6 b) Productivity or productivity improvement………………………………………...6 c) Operations metrics…………………………………………………………………6 VI. Research and development perspective………………………………………………6 a) Employee turnover or retention…………………………………………………..6 b) Nature of organizational culture or climate………………………………………6 c) Level of organizational capability………………………………………………..7 VII. Conclusion…………………………………………………………………………..7 Appendix A: Financial perspective………………………………………………………8 Appendix B: Customer value perspective………………………………………………..9 Appendix C: Internal operations perspective……………………………………………10 Appendix D: Research and development perspective…………………………………...11 References………………………………………………………………………………...
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...April Titus Business Model and Strategic Plan Part III: Balanced Scorecard and Communication Plan BUS/475 February 23, 2015 Elaine Boyle Business Model and Strategic Plan Part III: Balanced Scorecard and Communication Plan Many medium and most large companies and corporations incorporate the use of a balanced scorecard and a communication plan to further their business. According to Balanced Scorecard Institute (2015), “The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organizational performance against strategic goals.” It is important for companies to set goals and a way to measure each goal so that progress can be tracked in efforts to ensure the goals are being met. Not only must companies track their specific goals, but there must be a plan to communicate what is happening. According to Project Management Knowledge (2010), “The communication management plan is the written document that outlines, highlights, and details the communications needed and expectations for the entire project.” The new division of the company, XFINITY Streaming, has a scorecard and communication plan to follow to ensure its success. Financial Perspective When a company takes creates a new division there are expectations for growth...
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...Business Model and Strategic Plan Part III: Balanced Scorecard and Communication Plan Business Model and Strategic Plan Part III: Balanced Scorecard and Communication Plan The balanced scorecard is vital for a healthy growing business. It is an essential component for defining the goals and targets of the business. "The Balanced Scorecard is a tool that is widely used to help a company achieve its financial objectives by linking them to specific strategic objectives derived from the company's business model" (Pearce, 2013 ). This paper will reference Stater Bros. Kiddie Korner's values, mission, vision and SWOTT Analysis with the four perspectives of the scorecard that includes financial performance, customer knowledge, internal business process, and learning and growth. Financial Perspective/Shareholder Value Sater Bros. has strong values, vision, and mission statement. Having these elements in place will help our new division reach our goals and achieve targets. When evaluating financial perspectives and shareholder values, we must ask ourselves: “how can we ensure value and sustain financially moving forward?" The objectives of Sater Bros. financial perspective is to increase revenues, manage operating cost, and improve sales. To accomplish these goals, we will utilize our drop-in childcare service to increase sales. Customers will spend more time in the store without the hassle of having children in tow. Also, over time we will find new and...
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...Business Model and Strategic Plan Part III: Balanced Scorecard and Communication Plan Josephine Olinger BUS/475 NOVEMBER 25, 2014 PROF SARITA WESLEY Business Model and Strategic Plan Part III: Balanced Scorecard and Communication Plan This paper will outline and explain the strategic objectives for Adecco Group using the format of a balanced scorecard. The balanced scorecard is a frame work that is used to translate a strategy into operational terms, while providing measures using the following four quadrants; Financial Perspective, Customer Value Perspective, Process or Internal Operations Perspective, and finally Learning and Growth (Employee) Perspective. These objectives are based on an evaluation of a number of potential alternative processes and opportunities that are identified on Adecco’s SWOTT Analysis. Adecco’s financial objective is to achieve an increase in the staffing and placement area of their business. Adecco believes that an average growth of seven percent for the next five years will increase their market share greatly within this five year period. Adecco’s strategy will start with an aggressive plan where they will be looking to increase their market shares in the U.S and North American markets. Those great gains will offer Adecco a chance to continue to compete with its other major competitors. Adecco understands the value of those that they serve and the objectives that they look to implement in their process of growth adecco.com (2014). ...
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...Shanice Armistad July 15, 2015 BUS/475 Professor Kosicki Business Model and Strategic Plan Part III Business Model and Strategic Plan Part III This paper will showcase how Disney creates and executes its new methods. The balances scorecard is used in order to breakdown different aspects of the company that have been assessed. This method is used by companies of every size, small or large. The balanced scorecard is created with the consideration of goals, profit, growth etc. Disney will be able to gather accurate data but there is the possibility that the data could be unclear. Efforts will be made to put together tactical goals according to the information utilized in the balances scorecard. Financial In order for Disney to continue to grow they will have to stay focused on being a good competitor and having a competitive strategy. This will allow the company to consistently grow and create new expansions within the company. Disney’s goal is to gain a 2.5% growth rate every other month with new clientele. This will be achieved by hiring and maintain a professional and educated staff of employees that will ensure the best experiences visiting Disney World. Disney plans to add more services to increase the Disney experience starting with personal meetings via web or in person. With this added service new customers will be able to create customized packages depending on their budget and what they would like to do while visiting Disney World. Disney is expecting this...
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...Communications of the Association for Information Systems Volume 17 Article 8 2-23-2006 Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study Qing Hu Florida Atlantic University, qhu@fau C. Derrick Huang Florida Atlantic University, dhuang@fau Follow this and additional works at: http://aisel.aisnet.org/cais Recommended Citation Hu, Qing and Huang, C. Derrick (2006) "Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study," Communications of the Association for Information Systems: Vol. 17, Article 8. Available at: http://aisel.aisnet.org/cais/vol17/iss1/8 This material is brought to you by the Journals at AIS Electronic Library (AISeL). It has been accepted for inclusion in Communications of the Association for Information Systems by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact elibrary@aisnet.org. Communications of the Association for Information Systems (Volume 17 2006) 181- 204 181 USING THE BALANCED SCORECARD TO ACHIEVE SUSTAINED IT-BUSINESS ALIGNMENT: A CASE STUDY Qing Hu C. Derrick Huang Department of Information Technology & Operations Management Florida Atlantic University qhu@fau.edu ABSTRACT High levels of investments in IT and related products and services by firms over the last several decades produced only mixed results. Research shows that one of the most significant determinants of successful IT investments...
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...RESEARCHING 3 METHODS FOR INVESTIGATION 3 II. PERFORMANCE MANAGEMENT 4 1. INTRODUCTION 4 2. STRATEGIC MANAGEMENT OF SEAPRODEX 5 III. ACTIVITIES AND ENVIRONMENT 7 1. THE MAIN ACTIVITIES 7 2. APPROPRIATE PERFORMANCE MANAGEMENT TOOLS 7 IV. MANAGING PERFORMANCE TO IMPROVE DECISION-MAKING 9 1. BUSINESS LEVEL STRATEGY OF SEAPRODEX 9 2. STRATEGY FOMULATION 9 3. PERFORMANCE OBJECTIVIES OF SEAPRODEX 10 4. BALANCED SCORECARD IMPLEMENTATION OF SEAPRODEX 10 5. TOOLS TO INFORM DECISION MARKING THROUGH PERFORMANCE 11 V. CONCLUSION AND RECOMENDATION 11 1. REVIEW AND RESULT FINDING 11 2. RECOMMENDATION FOR AREA IMPROVEMENT 12 VI. APPENDICES 15 INVESTIGATION RESULT SUMMARY 23 SEAPRODEX BACKGROUND 23 Performance Management at strategic level 24 Performance Objective 25 VII. REFERENCES 27 I. INTRODUCTION It is realized that the most of manufacturing company is to get competitive advantage in the industry, or to get high quality in products and services. To get these competitive edges and maintain the position in the market, company needs to have an excellent operation management system or strategic performance management within the organization, as supported by Fryer et al. (2009). It is no doubt about the benefits and advantage of the strategic performance management system because De Waal (2007, p. 19) offers his perception of strategic performance management (SPM): All activities and operations of an organization are processed, based...
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