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Balanced Scorecard Success: The Kaplan-Norton Collection (4 Books)

This collection highlights the most important ideas and concepts from Robert S. Kaplan and David P. Norton, authors of The Balanced Scorecard, a revolutionary performance measurement system that allows organizations to quantify intangible assets such as people, information, and customer relationships. Also included are Strategy Maps, which enables companies to describe the links between intangible assets and value creation with a clarity and precision never before possible; The Execution Premium, which describes a multistage system to help companies to gain measurable benefits from carefully formulated business strategy; and The Strategy-Focused Organization, which introduces a new approach to make strategy a continuous process owned not just by top management, but by everyone.

This collection highlights the most important ideas and concepts from Robert S. Kaplan and David P. Norton, authors of The Balanced Scorecard, a revolutionary performance measurement system that allows organizations to quantify intangible ...

A Critical Analysis of the Balanced Scorecard - with Special Consideration to Its Implications for HRM and HR-policy

Master's Thesis from the year 2007 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, London School of Economics and Political Science, 25 entries in the bibliography, language: English, abstract: The Balanced Scorecard is designed and implemented as a strategic management and measurement system. It uses a broad range of innovative indicators and enfolds the overall strategy. Especially, it has extensive implications on human resource processes and its strategic orientation within a company. The development and implementation of a complete BSC is associated with the parallel adoption of a high-performance-work-system and a long-term orientated HR-strategy. With support of the BSC, human resource management becomes a partner with business, which manages its employees as adding value assets and includes HRM in business strategy. HRM gains in importance and makes an essential contribution to the business-wide human resource and organisation development. Empirical results show that it is possible to successfully implement the BSC and the involved long-term orientated HR-strategy in both already long-term and stakeholder orientated enterprises and previously short-term and shareholder orientated companies. Different researchers verified that the implementation of a BSC by simultaneous use of a HPWS is associated with an essential improvement of business performance and development as well as better financial results and higher profitability.

Master's Thesis from the year 2007 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, London School of Economics and Political Science, 25 entries in the bibliography, language: English, abstract: The ...

Analysis of the Balanced Scorecard as a strategic controlling instrument with an example from the insurance industry

Bachelor Thesis from the year 2007 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, University of applied sciences, Neuss (FOM Fachhochschule für Oekonomie & Management Neuss), 127 entries in the bibliography, language: English, abstract: In view of the growing competition, the increased change in customers’ wants and the potential of new communication and information technologies, more and more companies are faced with the need to permanently adjust and further develop their processes, products and offer. To be able to exist in the market, a company must be in a position to recognise future developments early and include them in the strategy. A company should therefore use management instruments which make it able to adjust strategies quickly and communicate them transparently in the whole company. There is increasing criticism of the classical controlling instruments. It is argued that controlling is supposed to provide management relevant data for the management which do not only include financial historical information as so far, but also include future related non-monetary figures. Against this background the Balanced Scorecard (BSC) is becoming more important. It extends the previous focus on finance issues to assess the performance of a company with a range of other aspects and ratios. The customer perspective, the internal process perspective and the learning and development perspective are supposed to be considered equally next to the financial perspective in the BSC. The targets of this thesis are split into a main target and a sub target. The main target of this paper is split again into two parts: The first part of the main target is to show and to explain the relevant theoretical framework of the BSC, in particular to strategic controlling. The second part of the main target is to analyse the BSC as a strategic management system and to give an overview about this strategic controlling tool as it is seen in academic literature. The sub target of this paper is to provide a link between theory and practice by applying the theory to a current example taken from the insurance industry. The result is a recommendation for a BSC as a strategic controlling instrument for that specific insurance company. With this specific BSC for an insurance company comes also a tool for a well structured evaluation of the chances and risks involved with its application.

Bachelor Thesis from the year 2007 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, University of applied sciences, Neuss (FOM Fachhochschule für Oekonomie & Management Neuss), 127 entries in the ...

Balanced Scorecard

The fast track route to understanding and implementing the balanced scorecard in your business. It covers the key aspects of the balanced scorecard, from using it to develop the company's strategy and relating it to existing control systems to setting goals and monitoring progress. It gives examples and lessons from some of the worlds most successful businesses, including Ricoh, Xerox and Ericsson Enterprise and ideas from the smartest thinkers including Robert S. Kaplan and David P. Norton. It includes and glossary of key concepts and a comprehensive resources guide.

The fast track route to understanding and implementing the balanced scorecard in your business.

The Balanced Scorecard - Advantages and Disadvantages

Seminar paper from the year 2006 in the subject Business economics - Controlling, grade: 1,0, University of Northampton (University of Northampton), course: Management Accounting - Decision Making, 15 entries in the bibliography, language: English, abstract: ... The Balanced Scorecard (BSC), developed 1992 by Kaplan and Norton, is a concept which measures a company's performance on the basis of traditional financial figures as well as non-financial measures. Therewith it provides managers with more relevant information than just with data about actions and decision of the past. (2gc ltd., 2003; Joyce&Woods 2001, Wheelen&Hunger 2002) It is built on four essential pillars - finance, learning&growth, customers and internal business processes - which all must be linked with the corporate vision and strategy to fathom the performance from different perspectives. ...

Seminar paper from the year 2006 in the subject Business economics - Controlling, grade: 1,0, University of Northampton (University of Northampton), course: Management Accounting - Decision Making, 15 entries in the bibliography, language: ...

MASTERING BUSINESS IN ASIA: SUCCCEEDING WITH THE BALANCED SCORECARD

Special Features: · First Balanced Scorecard book from an Asian perspective· Well qualified and respected authors· Excellent overview of Balanced Scorecard and solutions to common problems· Foreword by Dr David Norton About The Book: This book provides a practical overview of how Asian companies are implementing balanced scorecards. In addition to about 15 case studies, the work benefits from an exclusive survey of corporate experience and input from regional and global subject experts.

Special Features: · First Balanced Scorecard book from an Asian perspective· Well qualified and respected authors· Excellent overview of Balanced Scorecard and solutions to common problems· Foreword by Dr David Norton About The Book: ...

The Interdependency of Brand Value Within the Balanced Scorecard

Seminar paper from the year 2007 in the subject Business economics - Controlling, grade: 1,3, Zeppelin University Friedrichshafen, language: English, abstract: Since the 1990s the idea of a balanced score card approach and the idea of brand equity have taken the world by storm. Today, the balanced scorecard is widely used by companies for measuring their objects and value management. The idea of brand equity is another idea which becomes more and more important for company success within the last few years. Trusted brands seem to be one way to achieve high market success. A few companies like Apple, Audi and Puma could higher their brand equity and improve their financial results enormously. This perception allows a simple question: Why do not all enterprises try to higher their brand value to gain similar success like the above mentioned companies? This paper tries to approach these questions with an analysis of possible interdependencies which affect brand equity. The balanced scorecard is a proper way to approach this question, because it allows to measure qualitative and quantitative factors which influence brand equity. The analysis of interdependencies follows the four dimensions which Kaplan and Norten defined in 1996. However, the used goals are also influenced by other authors. First part of the analysis is a view on the interdependencies within the "innovation and learning perspective" and its influence on brand equity. Then the focus moves to the "customer perspective" and "internal business perspective" and their influence. Both dimensions built the core of each business. . The last step is a review of financial key data and its influence on brand equity.

Seminar paper from the year 2007 in the subject Business economics - Controlling, grade: 1,3, Zeppelin University Friedrichshafen, language: English, abstract: Since the 1990s the idea of a balanced score card approach and the idea of brand ...

Balanced Scorecard and sales organisation - chances and risks

Seminar paper from the year 2006 in the subject Business economics - Controlling, grade: A-, University of applied sciences, Munich, course: Sales and Key account management, 15 entries in the bibliography, language: English, abstract: The assignment “Balanced Scorecard and sales organization - chances and risks” starts with the introduction which includes the executive summary and the scope of work that is realized in here. The second chapter deals with a detailed definition of the problem that causes the relevance of this assignment, the determination of the objectives as well as the methodology that describes the assignment’s structured procedure. Chapter three is focused on the basics of the balanced scorecard. At this juncture in particular the characteristics and definition of the balanced scorecard, the balanced perspectives as well as the cause and effect relationship are being analyzed. Chapter four is about the application of the four already described perspectives to sales organization and the corresponding chances and risks for the sales organization by implementing the balanced scorecard. Finally, the results of this assignment are summarized; especially whether the set objectives are reached as well as critical comments about the assignment is given in the last chapter.

Seminar paper from the year 2006 in the subject Business economics - Controlling, grade: A-, University of applied sciences, Munich, course: Sales and Key account management, 15 entries in the bibliography, language: English, abstract: The ...