管理会计英语9ppt课件.ppt

TheBalancedScorecard Chapter9 AchievingSuccessintheInformationEra Toachievesuccessintheinformationera companiesneedmorethanprudentinvestmentinphysicalassetsandexcellentmanagementoffinancialassetsandliabilitiesCompaniesmobilizeandcreatevaluefromtheirintangibleassetsaswellastheirphysicalandfinancialones IntangibleAssets Anorganization sintangibleassetsinclude LoyalandprofitablecustomerrelationshipsHigh qualityprocessesInnovativeproductsandservicesEmployeeskillsandmotivationDatabasesandinformationsystems MeasuringIntangibleAssets Difficultiesinplacingareliablefinancialvalueonintangibleassetshavepreventedthemfrombeingrecognizedonacompany sbalancesheetTheseassetsarecriticalforsuccessManagershavesearchedforasystemthatwouldhelpthemmeasureandmanagetheperformanceoftheirintangible knowledge basedassets TheBalancedScorecard TheBalancedScorecard BSC providesasystemformeasuringandmanagingallaspectsofacompany sperformanceThescorecardbalancestraditionalfinancialmeasuresofsuccess suchasprofitsandreturnoncapital withnon financialmeasuresofthedriversoffuturefinancialperformanceTheBalancedScorecardmeasuresorganizationalperformanceacrossdifferentperspectives Perspectives Fourdifferentbutlinkedperspectivesarederivedfromtheorganization sstrategyFinancial CustomerInternalLearning Growth BalancedMeasurements TheBSCenablescompaniesto TrackfinancialresultsMonitorhowtheyarebuildingthecapabilitiesforfuturegrowthandprofitabilityWithcustomersWiththeirinternalprocessesWiththeiremployeesandsystems ConnectingtheFourPerspectives AstrategymapprovidesavisualrepresentationofthelinkagesinthefourperspectivesoftheBSC FinancialPerspective ReturnonInvestment CustomerPerspective CustomerLoyalty On TimeDelivery InternalPerspective Learning GrowthPerspective ProcessQuality CycleTime Employees ProcessImprovementSkills Connections Returnoninvestment ROI isawidelyrecognizedmeasureoffinancialsuccessRepeatedandexpandedsalesfromexistingcustomers theresultofahighdegreeofloyaltyamongexistingcustomers couldbeonedriverofthisfinancialmeasure Connections Analysisofcustomerpreferencesmayrevealthaton timedelivery OTD ofordersishighlyvaluedbycustomersThecompanymustexcelatinternalprocessestoachieveexceptionalOTD Connections Shortcycletimesandhigh qualityproductionprocessesaretwodriversofon timedeliveryThecompanymusthaveskilledproductionworkers well trainedinprocessimprovementtechniquesAmeasureofemployees skillandcapabilitiesinprocessimprovementisusedintheLearning Growthperspective StrategyandtheBSC ABSCtellsthestoryofthebusinessunit sstrategyABSCidentifiesandmakesexplicitthehypothesesaboutthecauseandeffectrelationshipsbetween OutcomemeasuresintheFinancialandCustomerperspectivesPerformancedriversofthoseoutcomesintheInternalandLearning Growthperspectives Objectives ConcisestatementsthatarticulatewhattheorganizationhopestoaccomplishActionphrasesTellthestoryofthestrategythroughthecause and effectrelationshipsExtensive 3 5sentence descriptionofeachobjective Objectives TypicalobjectivesfoundineachofthefourBSCperspectivesinclude Increaserevenuesthroughexpandedsalestoexistingcustomers Financialperspective Becomeserviceoriented Customerperspective Achieveexcellenceinorderfulfillmentthroughcontinuousprocessimprovements Internalperspective Alignemployeeincentivesandrewardswiththestrategy Learning Growthperspective Measures ProvidespecificityandreducetheambiguitythatisinherentinwordstatementsSpecifyingexactlyhowanobjectiveismeasuredwillgiveemployeesaclearfocusfortheirimprovementeffortsOncetheobjectiveshavebeentranslatedintomeasures managersselecttargetsforeachmeasure TargetsandInitiatives TargetsestablishthelevelofperformanceorrateofimprovementrequiredforameasureShouldbesettorepresentexcellentperformanceShould ifachieved placethecompanyasoneofthebestperformersinitsindustryInitiativesaretheshort termprogramsandactionplansthatwillhelpachievethestretchtargetsestablishedforitsmeasures VisionandMission Beforedeterminingtheobjectivesandmeasures anorganizationshouldalreadyhaveavisionandmissionstatementHigh levelstatementsthatcanthenbetranslatedintodetailedobjectivesandmeasures Vision Aconcisestatementthatdefinesthemidtolong term 3 10year goalsoftheorganizationThevisionshouldbeexternalandmarket orientedandshouldexpress oftenincolorfulor visionary terms howtheorganizationwantstobeperceivedbytheworld Vision TheCityofCharlottewillbeamodelofexcellencethatputsitscitizensfirst Skilled motivatedemployeeswillbeknownforprovidingqualityandvalueinallareasofservice WewillbeaplatformforvitaleconomicactivitythatgivesCharlotteacompetitiveedgeinthemarketplace WewillpartnerwithcitizensandbusinessestomakeCharlotteacommunityofchoiceforliving workingandleisureactivities MissionStatement Aconcise internally focusedstatementofhowtheorganizationexpectstocompeteanddelivervaluetocustomersItoftenstatesthereasonfortheorganization sexistence thebasicpurposetowardswhichitsactivitiesaredirected andthevaluesthatguideemployee sactivities MissionStatement ThemissionoftheCityofCharlotteistoensurethedeliveryofqualitypublicservicesthatpromotethesafety healthandqualityoflifeofitscitizens Wewillidentifyandrespondtocommunityneedsandfocusonthecustomerthrough CreatingandmaintainingeffectivepartnershipsAttractingandretainingskilledmotivatedemployeesUsingstrategicbusinessplanning PuttingVisioninAction TheVisionandMissionsetthegeneraldirectionfortheorganizationTheyareintendedtohelpshareholders customers andemployeesunderstandwhatthecompanyisaboutandwhatitintendstoachieveCompaniesstarttomakethestatementsoperationalwhentheydefineastrategyofhowthevisionandmissionwillbeachieved WhatisStrategy Strategyisaboutselectingthesetofactivitiesinwhichanorganizationwillexceltocreateasustainabledifferenceinthemarketplace Differentiationarisesfromboththechoiceofactivitiesandhowtheyareperformed Porter BuildingtheBalancedScorecard TherolefortheBSCistoprovideneededspecificitythatmakesvision missionandstrategystatementsmeaningfulandactionableforemployees FinancialPerspective Theultimateobjectiveforprofit maximizingcompaniesFinancialperformancemeasuresindicatewhetherthecompany sstrategy implementation andexecutionarecontributingtobottom lineimprovementAcompany sfinancialperformancecanbeimprovedintwoways FinancialPerspective Companiesgeneraterevenuegrowthby SellingnewproductsSellingtonewcustomersSellinginnewmarketsIncreasedproductivityoccursby LoweringdirectandindirectexpensesUtilizingtheirfinancialandphysicalassetsmoreefficiently CustomerPerspective Identifythetargetedcustomersegmentsinwhichthebusinessunitcompetesandthemeasuresofthebusinessunit sperformanceinthesetargetedsegmentsThisperspectivetypicallyincludesseveralcommonmeasuresofthesuccessfuloutcomesfromawell formulatedandimplementedstrategy CustomersatisfactionCustomerretentionCustomeracquisition CustomerprofitabilityMarketshareAccountshare CustomerPerspective AstrategyidentifiesspecificsegmentstargetedforgrowthandprofitabilityCompaniesmustalsoidentifytheobjectivesandmeasuresforthevaluepropositionitofferscustomers CustomerPerspective Thevaluepropositionistheuniquemixofproduct price service relationship andimageofferedtothetargetedcustomersDefinesthecompany sstrategyCommunicatewhatthecompanyexpectstodoforitscustomersbetterordifferentlyfromitscompetitorsValuepropositionsusedsuccessfullybydifferentcompaniesinclude Bestbuy orlowesttotalcostProductinnovationandleadershipCompletecustomersolutions InternalPerspective Meansbywhichtheorganizationwill ProduceanddeliverthevaluepropositionforcustomersAchievetheproductivityimprovementsforthefinancialobjectivesTheInternalperspectiveidentifiesthecriticalprocessesatwhichtheorganizationmustexceltoachieveitscustomer revenuegrowth andprofitabilityobjectives InternalPerspective Organizationsperformmanydifferentprocesses whichmaybeclassifiedintofourgroupings OperatingprocessesDay to dayprocessesbywhichcompaniesproducetheirexistingproductsandservicesanddeliverthemtocustomersCustomermanagementprocessesProcessesbywhichcompaniesexpandrelationshipswithtargetedcustomers InternalPerspective InnovationprocessesProcessesbywhichcompaniesdevelopnewproducts processes andservices RegulatoryandsocialprocessesProcessesbywhichcompaniesensurethattheymeetorexceedregulationsonbusinesspractices Learning GrowthPerspective Identifiesobjectivesforthepeople systems andorganizationalalignmentthatcreatelong termgrowthandimprovementDefinetheemployeecapabilities skills technology andorganizationalalignmentthatwillcontributetoimprovingperformanceinthemeasuresselectedinthefirstthreeperspectivesIdentifyinvestmentsneededtoimprovetheskillsofemployees enhanceinformationtechnologyandsystems andalignpeopletothecompany sobjectives Learning GrowthPerspective IdentifieshowexecutivesmobilizetheirintangibleassetstodriveimprovementintheinternalprocessesmostimportantforimplementingtheirstrategyExamineseachoftheprocessestheyselectedintheInternalperspective Learning GrowthPerspective Determinethefactorsthatenablethatprocesstobeperformedinanoutstandingmannersothatitcancontributetothesuccessofthecompany sstrategy Employeecapabilities knowledge andskillsInformationsystemsanddatabasesEmployeeculture alignment andknowledge sharing KPIScorecards Someorganizationsidentifykeyperformanceindicators KPIs andclassifythemintothefourBSCperspectivesKPIstypicallyarecommonmeasures suchascustomersatisfaction quality cost employeesatisfaction andmoraleCompaniesmayexpandtheircompensationsystemtorewardexecutivesforabroadersetofperformancethansimplyshort termfinancialresultsbasedonKPIs BSCinNonprofitsandGovernmentOrganizations TheBSCisespeciallywell suitedfornonprofitandgovernmentorganizations NPGOs TheirsuccesshastobemeasuredbytheireffectivenessinprovidingbenefitstoconstituentsSincenonfinancialmeasurescanassessperformancewithconstituents theBSCprovidesthenaturalperformancemanagementsystemforNPGOs NPGOsandStrategy ManyNPGOsencountereddifficultiesindevelopingtheirinitialBSC findingthattheydidn thaveaclearstrategyManyNPGOsplacetheirmissionobjectiveatthetopoftheirscorecardandstrategymapCannotusethestandardBSCarchitecturewherefinancialobjectivesaretheultimate high leveloutcomestobeachieved UsingBSCtoImplementStrategy BSCwasoriginallydevelopedtoimproveperformancemeasurement butorganizationslearnedthatmeasurementhasconsequencesfarbeyondreportingonthepastTheBSCconceptevolvedduringthe1990 sfromaperformancemeasurementsystemtoanewstrategicmanagementsystem 5PrinciplesforBecomingStrategy Focused Organizationsachievedtheirstrategicalignmentandfocusindifferentways atdifferentpaces andindifferentsequences buttheygenerallyfollowedacommonsetoffiveprinciples TranslatetheStrategytoOperationalTermsAligntheOrganizationtotheStrategyMakeStrategyEveryone sJobMakeStrategyaContinualProcessMobilizeLeadershipforChange Pitfalls DesignfactorscanleadtoproblemswhenapplyingtheBSCToofewmeasuresinthescorecardtoprovide Acompletepictureofthecompany sstrategyAbalancebetweendesiredoutcomesandtheperformancedriversofthoseoutcomesToomanymeasures Attentionisdiffused andinsufficientattentionisg