Successful Strategy Execution The Balanced Scorecard A balanced scorecard is balanced precisely because it considers three major areas of performance: 1) The relationship between the company and the customer; 2) the key internal processes of the company; and 3) the learning and growth of the company. The dynamics that make the balanced scorecard a highly functional tool is that it enables linkage to be constructed between the short-term activities of the company

BCG Matrix According to the BCG Matrix, the electronics category is a question mark characterized by low market share, but potential high growth. In this instance, a decision must be made to invest heavily, sell off or invest nothing and generate whatever cash is possible (BCG Matrix). Appliances, on the other hand, are cash cows enjoying high market share, but little growth. Because growth is low, investments should be kept to

As they are showing the total impact that the activities of business operations are having on its profitability. When you look at the two different forms of analysis side by side, it is clear that they are playing an interconnected role. Where, business analysis and planning will tell you the various external challenges facing an organization. While financial analysis and planning, will tell you the effect of these issues are

Sony Corporation The recorded music industry is in a state of flux. Thanks to technology, new opportunities have been made available, however, new challenges have emerged as well. The most significant concern is piracy, especially with peer-to-peer file sharing over the Internet. Sony Corporation's business unit, Sony BMG, is a new merger of Sony Music Entertainment and Bertelsmann AG. The merger occurred as an effort to take advantage of economies of scale

company by referring to the present condition of the firm and its positioning on the market, as compared to future competitiveness and potential market. As such, in terms of obvious strengths, we should be keen to emphasize the current position of the company on the market. The competitive position figures, as compared to the PIMS mean, but also in absolute value, show remarkable results. The company has a 61% market

Strategy Concepts -- From Planning Through Analysis and Implementation The Concept of Strategy Strategy is about change and response to change. Competitive strategy cannot stand still (Eisenhardt, 2002). Competitive strategy must establish differentiation (Kim & Mauborgne, 2004). Strategy appears most difficult from the inside of a business as perspective taking is based on what the competition is doing, might do, might do in response to what other businesses do, and so forth