A Balanced Scorecard for Small Business C. W. Von Bergen Southeastern Oklahoma State University Management and Marketing Department Durant, OK 74701-0609 Phone: 580-745-2430; Fax: 580-745-7485; e-mail: cvonbergen@sosu.edu Daniel C. Benco Southeastern Oklahoma State University Department of Accounting and Finance Durant, OK 74701-0609 Phone: 580-745-2498; Fax: 580-745-7485; e-mail: dbenco@sosu.edu Abstract The balanced scorecard is a performance management system that enables businesses
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following in order: 1. Brief description of the organization/segment–1 paragraph. 2. SWOT analysis in chart form–Four categories - Strengths, Weaknesses, Opportunities, Threats - each item should be clearly and concisely stated. 3. Balanced Scorecard in chart form. Clearly and concisely list CSFs in each of the four categories identified in the text. For each CSF indicate in a separate column explain how the measurement of the CSF will transpire. 4. A discussion of the CSFs chosen for the
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Symphony Orchestra and the Opera. Both are great companies but both could use the strengths of the others to improve. This paper will explore the leadership and financial strengths of both companies as well as a complete overhaul of the balanced scorecard of the businesses. Below I have listed the strengths and weaknesses of the leaders and financial aspects of the Utah Symphony Orchestra. Utah Symphony Orchestra Financial Strengths Financial Weaknesses Performing over 200 concerts generating
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The Current Situation at Alto Company. The performance management system (PMS) is still a work in progress: Performance metrics need to be assigned for each job and linked to the position agreement in the job description. Then, employees will be able to self-monitor performance on their own dashboard displaying their contribution (Cokins, 2010), which is linked to their job evaluation. Before the PMS is finalized the following considerations are offered, followed by a plan to implement a holistic
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Chapter 2 |The Balanced Scorecard and Strategy Map |[pic] | QUESTIONS 2-1 Financial performance measures, such as operating income and return on investment, indicate whether the company’s strategy and its implementation are increasing shareholder value. However, financial measures tend to be lagging indicators of the strategy. Firms monitor nonfinancial measures to understand whether they are building
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University of the Potomac BUS510 Professor: Petya Case Study: The Home Depot’s Eco Vicky Thomas 7/18/15 Apply a PESTEL analysis to The Home Depot and Ford Motor Company. Which are the most important? Which are the most important external forces impinging upon the companies? Are the forces the same or are they different? Why? The Home Depot’s most important external forces would likely be ecological, sociocultural and economic. The most important forces for Ford Motor Company would
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CAPTER 1-2 QUESTIONS 1. Goods production and Services supplu are produced or performed by companies; a good usually refers to tangible products while a service is an intangible product performed by a company. The first difference between a good and a service is the one I already cited, basically a good can be seen and touched while a service cannot. The second difference is that services are subject to variation; this means that a good is always the same while a service has a certain degree
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BUSINESS PROCESS CHANGE PLAN GB560 Designing, Improving and Implementing Processes Session # 01 Teresa Rose Kaplan University January 26, 2014 Abstract The purpose of this paper is to discuss change process that needs to take place for the Gundersen Health System to become energy independent by the year 2014. Most healthcare organizations do not include the upper management in the process of business. This paper will discuss how to do a change
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Business performance management is a set of management and analytic processes that enables the management of an organization's performance to achieve one or more pre-selected goals. Synonyms for "business performance management" include "corporate performance management (CPM)"[1] and "enterprise performance management".[2][3] Business performance management is contained within approaches to business process management.[4] Business performance management has three main activities: selection of
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Driving Strategy with the Balanced Scorecard 370.000 Employees Worldwide 61 Production facilities across 21 countries 151 Countries 10 Brands 6.3 million vehicles sold The Automotive Landscape in Brazil (cc) image by nuonsolarteam on Flickr It had the 5th largest land area and population It had the world's 9th largest economy Recently is the largest and most diversified economy in Latin America The automotive sector produced 19% of their GDP. +1.5 million of employes in +200,000 companies Brazil
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