© 2012 Pearson Prentice Hall. All rights reserved. Strategy, Balanced Scorecard

© 2012 Pearson Prentice Hall. All rights reserved. Strategy Strategy specifies how an organization matches its own capabilities with the opportunities in the marketplace to accomplish its objectives. A thorough understanding of the industry is critical to implementing a successful strategy.

© 2012 Pearson Prentice Hall. All rights reserved. Five Aspects of Industry Analysis 1. Number and strength of competitors 2. Potential entrants to the market 3. Availability of equivalent products 4. Bargaining power of customers 5. Bargaining power of input suppliers

© 2012 Pearson Prentice Hall. All rights reserved. Basic Business Strategies 1. Product differentiation—an organization’s ability to offer products or services perceived by its customers to be superior and unique relative to the products or services of its competitors Leads to brand loyalty and the willingness of customers to pay high prices 2. Cost leadership—an organization’s ability to achieve lower costs relative to competitors through productivity and efficiency improvements, elimination of waste, and tight cost control Leads to lower selling prices

© 2012 Pearson Prentice Hall. All rights reserved. Implementation of Strategy Many companies have introduced a balanced scorecard to manage the implementation of their strategies.

© 2012 Pearson Prentice Hall. All rights reserved. The Balanced Scorecard The balanced scorecard translates an organization’s mission and strategy into a set of performance measures that provides the framework for implementing its strategy. It is called the balanced scorecard because it balances the use of financial and nonfinancial performance measures to evaluate performance.

© 2012 Pearson Prentice Hall. All rights reserved. Balanced Scorecard Perspectives 1. Financial 2. Customer 3. Internal business perspective 4. Learning and growth

© 2012 Pearson Prentice Hall. All rights reserved. The Financial Perspective Evaluates the profitability of the strategy Uses the most objective measures in the scorecard The other three perspectives eventually feed back into this dimension

© 2012 Pearson Prentice Hall. All rights reserved. The Customer Perspective Identifies targeted customer and market segments and measures the company’s success in these segments

© 2012 Pearson Prentice Hall. All rights reserved. The Internal Business Prospective Focuses on internal operations that create value for customers that, in turn, furthers the financial perspective by increasing shareholder value Includes three subprocesses: 1. Innovation 2. Operations 3. Post-sales service

© 2012 Pearson Prentice Hall. All rights reserved. The Learning and Growth Perspective Identifies the capabilities the organization must excel at to achieve superior internal processes that create value for customers and shareholders

© 2012 Pearson Prentice Hall. All rights reserved. The Balanced Scorecard Flowchart

© 2012 Pearson Prentice Hall. All rights reserved. Balanced Scorecard Illustrated

© 2012 Pearson Prentice Hall. All rights reserved. Strategy and the Balanced Scorecard, Illustrated

© 2012 Pearson Prentice Hall. All rights reserved. Common Balanced Scorecard Measures

© 2012 Pearson Prentice Hall. All rights reserved. Balanced Scorecard Implementation Must have commitment and leadership from top management Must be communicated to all employees

© 2012 Pearson Prentice Hall. All rights reserved. Features of a Good Balanced Scorecard Tells the story of a firms strategy, articulating a sequence of cause-and-effect relationships—the links among the various perspectives that describe how strategy will be implemented Helps communicate the strategy to all members of the organization by translating the strategy into a coherent and linked set of understandable and measurable operational targets

© 2012 Pearson Prentice Hall. All rights reserved. Features of a Good Balanced Scorecard Must motivate managers to take actions that eventually result in improvements in financial performance Predominately applies to for-profit entities, but has some application to not-for-profit entities as well Limits the number of measures, identifying only the most critical ones Highlights less-than-optimal trade-offs that managers may make when they fail to consider operational and financial measures together

© 2012 Pearson Prentice Hall. All rights reserved. Balanced Scorecard Implementation Pitfalls Managers should not assume the cause-and-effect linkages are precise: they are merely hypotheses. Managers should not seek improvements across all of the measures all of the time. Managers should not use only objective measures: subjective measures are important as well.

© 2012 Pearson Prentice Hall. All rights reserved. Balanced Scorecard Implementation Pitfalls Managers must include both costs and benefits of initiatives placed in the balanced scorecard: costs are often overlooked. Managers should not ignore nonfinancial measures when evaluating employees. Managers should not use too many measures.