Members: Natalia Mejia Andrea Rangel Karen Osorio Gustavo Victoria Carolina Mariño FACULTAD DE CIENCIAS ECONÓMICAS Y ADMINISTRATIVAS CLASS: Strategy in action. TEACHER: Sandra Jenina Sanchez. CASE: VOLKSWAGEN DO BRASIL 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
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Merit Matrix: We designed a Merit Matrix that identifies the initial merit increases for each employee by range quartile and performance rating. We have modeled each amount based on pay equity and fairness. The matrix shows the range of each position categorized based on a scale of 1-5, 1 being the best performance and 5 being the lowest performance rating. We decided that persons who scored between a 4-5 will not receive an increase due to their poor performance. Persons receiving a 3 (average)
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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…………………………………………………………
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In 1996, Citibank California introduced nonfinancial performance indicators into the balanced scorecard that was used to measure branch manager performance and determine their bonuses. Frits Seegers, the president of Citibank California believed that customer satisfaction was a critical measure for the long term success of the bank, so much so that customer satisfaction was included on the balanced scorecard for 1996.James McGaran was the manager of a branch in the LA financial district. This branch
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accounting, which is concerned with providing information to stockholders, creditors and other outside an organization. Managerial accounting provides the essential data with which organizations are actually run. Financial accounting provides the scorecard by which a company’s past performance is judged.” Ray W. Garrison & Eric W. Noreen, Managerial Accounting 4 (8th ed. 1997) There are several tools can assist management in making effective decision. First, managers should know the basic of managerial
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Developing & Implementing a Measurable Strategic Performance Management Framework and Automated Balanced Scorecard in a Medical Devices Company [pic] Implementation Case Study Becton Dickinson ANZ Copyright This publication is © Copyright 2004 ASVP Consulting Pty Ltd with all rights reserved. Except to the extent of the uses permitted under the Copyright Act 1968, no part of this publication may be reproduced or transmitted in any form or by any means including information
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Part One: Multiple choice questions: 1. A. a relationship between the two variables is positive. 2. A. is a logical and structured approach to problem solving and process improvement. 3. False. 4. C. a quality philosophy. 5. D. Pareto diagram. 6. B. high levels of defects, service failures, or customer complaints. 7. D. delays and malfunctions. 8. D. all of the above. 9. C. getting more done with less. 10. C. it focuses on performance excellence for the entire
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Quality Small Auto Repair and Detail, LLC By xxxxxx UMUC 655 Mission Statement: Our mission is to provide the highest quality of auto repair and detail services to its valued customers by using technologically advanced diagnostic systems with the utilization of highly trained mechanics and technicians. Our mission is to grow the company and deliver quality efficient services at extremely competitive price points in a clean customer friendly environment. Financial Perspective: To succeed
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.CHAPTER 10 Coolbrook Company has the following information available for the past year: | | River Division | Stream Division | Sales revenue | $ | 1,200,000 | $ | 1,800,000 | Cost of goods sold and operating expenses | | 900,000 | | 1,300,000 | | | | | | Net operating income | $ | 300,000 | $ | 500,000 | | | | | | Average invested assets | $ | 1,200,000 | $ | 1,800,000 | | The company’s hurdle rate is 6 percent
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Personal Scorecard Make Strategy Everyone’s Job 3. Provide Necessary Skills Strategic Job Families Strategic Readiness 4. Align Personal Incentives Variable pay Team based You need a formal process to improve workforce readiness. Strategy should be linked to existing HR programs for performance management. How do we align employees to the strategy? 1. Create Strategic Awareness Communicate Communicate Communicate 2. Align Personal Goals Personal Scorecard Make Strategy
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