Strategy mapping is an approach to strategy implementation that flows from the balanced scorecard approach to formulation and measurement. Strategy mapping allows for a clearer understanding of the dynamics of strategy to be understood, especially at the implementation level. The framework was developed in order to do three things. These are to set appropriate objectives, establish a dominant value proposition, and then find critical strategies that support that position. The strategies relate to the four different elements of the balanced scorecard (Armitage & Scholey, 2006). Murby and Gould (2005) reinforce the idea that the balanced scorecard does not directly address strategy formulation, so the strategy mapping process acts as the set of guidelines for formulation in light of the findings of the balanced scorecard development process.
Strategic Mapping Process
Armitage and Scholey (2006) outline the six steps of strategy mapping. The first step is to specify an overriding objective, the second step is to choose the value proposition, the third is to set the financial strategies, the fourth is to set the customer strategies. These are followed by executing the internal perspective strategies, and then planning the learning and growth strategies. The first step reflects the need of the business to answer the question of "over the next few years, what will take for the organization to succeed." Once the overriding objective has been established, the second step is to find the value propositions. Treacy and Wiersma (1993) propose the three value propositions. These are customer intimacy, operational excellence and product leadership. Thus, the company needs to determine which of these approaches to value creation it will use to pursue excellence.
The following four items of the strategic mapping process essentially involve creating tactical moves to reach the...
Strategy Mapping Please title Case 4 I attached Previous 3 Papers (Case1-3) Explain process strategy mapping relates performance management establishing propositions. You discuss theoretically Glacier Inn case study presented Armitage Scholey (2009) document readings serve integrating ideas. Strategy mapping, performance management and establishing value propositions Virtually all organizations today have some sort of defined 'strategy' which they are ostensibly attempting to put into action -- but merely articulating strategy is not enough. Executing
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