Bsba Integrative Project
Learning Growth
Internal Business Processes
Customer Service
Financial
Employee training hours, employee satisfaction,
New loans created, new accounts, new products introduced, cross sells, and referrals.
Number of products per customer, number of new customers, customer satisfaction, customer retention, sales calls to customers, and thank you calls to existing customers.
Outstanding Loan Balances, Deposit Balances, Noninterest income,
Financial
Performance Measures
Internal Business Process
Objectives and Performance Measures
Customer Objectives
and Performance
Measures
VISION & STRATEGY
Learning & Growth
Objectives and Performance Measures
The causal chain indicates that objectives of the company in relation to the balanced scorecard depend significantly on the vision and strategies of the business entity. The objectives and measures in relation to the consumers of the company play a critical role in achievement of the three main financial goals: loan balances, deposit balances, and noninterest income. The company should focus on improving services to their consumers thus performance measure for the realization of the goals at the end of the financial year. The vision and strategy of the company seeking to implement the balanced scorecard should focus on relating the objectives of the customer's aspect of the BSC to the mission and objectives of other aspect. The causal chain indicates that there is a correlation between all aspects of the balanced scorecard. For instance, financial objectives of the balanced scorecard have the capacity to influence the internal business processes and vice-versa. This is a demonstration that the objectives of the internal business activities and processes must change with change in the financial objectives. The performance measures of the aspects of the balanced scorecard have the capacity to interact with each other through the influence of vision and strategies. Vision and strategy component acts as the central aspect of the causal chain towards the implementation of the balanced scorecard in the context of the bank (Raab, 2008).
The second causal chain indicates that the objectives of the bank must originate from the influence of learning and growth...
BSBA Integrative Project Integration Construct a consolidated table summarizing all your objectives, measures, targets, and action initiatives. Measure Target Action Expand into China, the world's largest growing market Number of stores opened and sales figures To grow from 500 stores in 2012 to 1,500 by 2015 (White 2012) Cultivate local relationships with businesses to engage in joint ventures: create menus and atmosphere to suit Chinese tastes Increase number of stores in Brazil Number of stores opened and sales figures "Brazil is
Internal Business Process Perspective BSBA Integrative Project Module 3 - SLP The Internal Business Process Perspective NOTE: I attached assignment a word document chart correctly. Please refer attachment paper. Thanks The organization is faced with aggressive competition in the market that can only be confronted by first changing the internal process. Business Internal processes of operation have influence on the organization's image to the customer Kaplan & Norton D.P., 1992() Internal outlook
TUI BSBA Integrative project Scott Cole To followup with the student graduates of the Cincinati United's participant group and make sure that they continue on in the program and are able to continue their education via the program scholarships. Action 1: Actively contact the applicants and see which programs they have chosen for their college educations. Provide counseling for the students to make sure they achieve the goals that they stated in their applications
Balanced Scorecard Google's internal business processes are surprisingly informal for a group of engineers. Rather, Google likes to encourage the creative side of their workers, and so there is an emphasis on projects, even where there is no clear objective at the outset. The company also embarks on projects where there is no clear profit potential -- such is life at a company with $50 billion in the bank. The reality
Balance Scorecard for Fatura Business organizations operate with the sole objective of effectively utilizing the input factors in order to maximize on the output. For this case, output is measured in terms of performance, which, essentially relates to the profits or customer satisfaction. In the industrial age, most managers relied heavily on conventional financial metrics as the only strategic measure to align the activities of the organization to the goals and
Balanced scorecard approach typically focuses on the organization finding links and balances between its mission and vision and four perspectives -- the financial, learning & growth, internal operations and customer (Kaplan & Norton, 2013). This approach is contrasted with a modified version that was used in the construction of Heathrow Airport Terminal 5 (Basu, Little & Millard, 2009). The Heathrow Terminal 5 project began with a number of objectives relating to
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