Internal Business Process In 1996, Duke Children's Hospital was facing tremendous challenges associated with a reduction in the number of Medicaid reimbursements that they were receiving from the government. To deal with these issues, the balanced scorecard approach was implemented at the facility. This is a tool that allows executives to effectively determine the various risks facing the business by looking at a number of elements to include: the financial, the

Lessons Learned From the Balanced Scorecard Implementation at BAE BAE Systems competes in several of the most complex, capital- and knowledge-intensive areas of the aerospace and defense industry making each of their product lines and divisions highly dependent on accuracy, efficiency and quality management. For BAE Systems, ensuring exceptional orchestration of each aspect of a project is essential for their growth and continued viability as a business. From their aerospace product

Aligning IT with Business Objectives Companies of all sizes and types are faced with the challenges that are involved in optimizing the use of their information technology (IT) resources by aligning these assets with their business objectives, but many companies are finding the process more challenging than was first believed. In some cases, the business objectives are too nebulous to develop appropriate IT support, while in other cases, top management may

Setting the Stage for Business Process Improvement Recently, many top managers have shifted their thinking regarding production. Rather than focusing on quality alone, they have improved their competitive edge by improving quality, increasing productivity, reducing costs, and increasing customer satisfaction. Businesses have discovered that the "best way to ensure external customer satisfaction is to satisfy every internal customer at each step pf the process. Improving business processes varies from industry to industry.

Customer Satisfaction as a Kind of Nonfinancial Performance Measure The Effect of Using Customer Satisfaction as an Integral Performance Measure, as evidenced by Chinese Manufacturers Challenges to manufacturers as well as many other business structures are significant and often carry a great deal of weight in decision making and future business success. Performance measures are also often focused singularly on financial performance, ROA, ROE i.e. how much revenue the organization has received

It is a broader notion or the next evolutionary stage of client relationship management approach. A customer-centric organization is defined as the one, offering long-term constant and consistent best quality experience to clients 'over all customer access points; across all marketing, sales, and service programs; throughout all parts of the organization.' As can be clearly inferred from this definition, the product will vary over time to satisfy evolving clients needs,