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Unformatted text preview: BU 481 Exam Portfolio Questions Part A 1) Define and describe the balance score card tool and elements. How does the concept of leading and lagging indicators apply to this tool and its relevance to strategy management analysis? The BSC is a subset from the GOALS section of the Strategy Triangle. The BSC is a strategic planning system used to align business activities to the vision and strategy of the organization. It aims at improving internal and external communications and monitors organization performance against strategic goals. The balanced scorecard includes 4 measures: Financial data must be timely and accurate and provided regularly o Revenue Growth o Cost Management o Asset Management Customer stresses importance of customer focus and satisfaction so that you dont loose them to competitors o Market Share o Customer Retention o Customer Acquisition o Customer Satisfaction o Customer Profitability Internal Business Processes based on the mission, do the products conform to customer requirements o Quality o Productivity o Delivery o After Sales Service Innovation & Learning based on employee training & corporate cultural attitudes o Employee Capabilities o Information Technology o Motivation o Alignment The financial measure tells the results of actions already taken while the remaining three are operational measures that drive future financial performance. Each indicator is measured against the orgs goal in that particular area if every indicator aligns to their goal, the scorecard is balanced. The BSC helps managers look at their businesses from these four perspectives and answers questions like: a) How do customers see us? b) What must we excel at? c) Can we continue to improve and create value? d) How do we appear to shareholders? Leading Indicator: signal future events (ex: yellow light is a leading indicator for a red light) Lagging Indicator: signal that follows an event, usually has the ability to confirm a specific pattern of events is appearing (ex: unemployment is a lagging indicator, if it increases it means the economy is doing poorly) 2) Discuss and describe in details the measures that make up the two axes of the Performance Matrix and how the tool is used to assess organizational performance. Describe how the outputs of this tool can influence strategy formulation and implementation. The performance matrix is composed of operating performance and organizational health . Operating performance includes the hard or more quantitative measures of financial and market performance. Typical measures of operating performance include profitability (profit margins, key expense ratios, return on equity, economic value added), financial position (leverage ratios, liquidity ratios, activity ratios), and market performance (absolute level of growth rate in sales, market share, new products as % of sales)....
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- Spring '11