| dc.description.abstract | Since its publication by Harvard Professor, Dr. Norton Kaplan, in conjunction with US management consultancy Nolan-Norton, Balanced Scorecard (BSC) not only has brought revolutionary impact to the global management community but also started a new era on strategic management and performance evaluation. BSC has provided guidance to countless entrepreneurs around the world to overcome struggles in management strategy and revealed the path to a brighter future.
BSC is a strategy performance management tool which allows enterprises to focus on the strategic agenda of the organization and enables managers to keep track of the implementation of a strategy by staffs. Through the utilization of strategy map, the organizational strategy is specifically presented, allowing staffs to effectively and efficiently implement the strategy to achieve optimal corporate profitability.
This case study is to design a specific strategy management system for Company G through the utilization of BSC in order to achieve the following objectives:
1. Based on the competitive nature of the industry environment Company G is in, define the company′s vision, and translate it into operational goals.
2. Develop Company G’s BSC according to the four perspectives.
3. Establish Company G’s Strategy Map according to the linkage between company strategy and BSC.
4. According to the company level Balanced Scorecard, developed a first-order department level Balanced Scorecard and concrete action plan to achieve the company strategic goals.
In this case study, results were as follows
1. Achieving the company vision in accordance to the balanced scorecard and strategy map
Concluded from the discussion with board of directors and managers on Company G’s mission and vision, and, through the strategy planning defined by the four perspective of BSC, Company G aims to become a leading pioneer in functional protective fabric and apparel.
2. Link the operational objectives and performance management
The linkage between operating objectives and departmental targets, through management of key performance indicators, completes specific action plans to reach the strategy management goals. Through communication and coordination and allocation of resources to achieve strategic agenda.
3. The development of strategy patterns, concrete action plans and measurable indicators
Accomplishment of strategic agenda of Balanced Scorecard shall be through the development of strategy patterns and specific action plans to allocate corporate resources via a measurable indicator to reflect the operating performance.
Key Word：Balanced Scorecard、Strategy、Strategy Maps
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