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The Balanced Scorecard. According to Kaplan and Norton (1996:75) building a scorecard can help managers link todays actions with tomorrows goals.

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Introduction The increasing use of organisational measurement systems is changing the way mangers run companies. According to Hasan and Tibbits (2000) the balanced scorecards are a formal management system that provides a realistic framework linking performance measurements to strategic objectives. The interests of key stakeholders such as owners, customers and employees are integrated by the balance scorecards. According Dabhilkar and Bengtsson (2004) balance scorecards cards are seen as a new approach for strategy development and deployment that has entered management. It is also known as a multidimensional approach to performance measurement and management control that is linked specifically to organisational strategy (Dabhilkar and Bengtsson, 2004:2). According to Kaplan and Norton (1996:75) building a scorecard can help managers link today's actions with tomorrow's goals. They developed it to address the perceived shortcomings in financially - oriented performance measurement systems. The Balanced scorecard is known to supplement traditional financial measures with criteria that measure performance from three additional perspectives: customers, internal business processes and learning and growth. It helps companies to track financial results while simultaneously monitoring progress in building the capabilities and acquiring the intangible assets they would need for future growth. It is vital to understand that the scorecard isn't a replacement for financial measures but a complement. The balanced scorecard helps managers not to rely on short term financial measures as the sole indicator of the company's performance (Kaplan and Norton, 1996:75). ...read more.


Therefore, the main point generally being highlighted in this perspective is that is that current emphasize on financials can lead to unbalanced situations when associated to other perspectives, then conceivably a need to include additional financial-related data, such as cost-benefit data and risk assessment, in this category is necessary (Markisons et al, 1999:73). * Customer Perspective It is primarily concerned with delivering value to customers as it defines the customer/market segment in which it competes in. Thus, by means of suitable strategic objectives, measure, targets and initiatives that the customer value proposal is represented in and the customer perspectives side through which the firm can achieve a competitive advantage is the envisioned market segment (Butler, Letza and Naele, 1997:153). However, the recent management philosophy has shown that an increasing understanding of the importance of customer focus and satisfaction in any company can either worsen or improve the conditions of the business (Butler et al, 1997:153). This generally means that if customers are not satisfied, they will eventually find other suppliers that will meet their needs which will lead to a decline in the company's financial position (Butler et al, 1997:153). Meanwhile, the opposite can happen meaning that a good a set of results from this perspective can lead to quite impressive future financial gains (Butler et al, 1997:153). Furthermore, in the process of developing satisfaction metrics customers view the company in terms of cost, quality, time and performance with the objectives that ...read more.


3rd Edition. Juta and Company Limited: Cape Town. 2. BUTLER, A., LETZA, R.S. and NAELE, B., 1997. Linking the balanced scorecard to tratsegy. Long Range Planning. 30, 2:153. 3. CHIANG, C. and LIN, B., 2009. An integration of balanced scorecards and data envelopment analysis for firm's benchmarking management. Total Quality Management & Business Excellence. 20,11:1153-1172. 4. DABHILKAR, M. and BENGTSSON, L., 2004. "Balanced scorecards for strategic and sustainable continuous improvement capability". Journal of Manufacturing Technology Management. 15, 4: 350 - 359. 5. DENTON, G.A. and WHITE, B., 2000. Implementing a balanced-scorecard approach to managing hotel operations. Cornell Hotel and Restaurant Administration Quarterly. 41,1: 94-108. 6. FIGGE, F., HAHN, T., SCHALTEGGER, S. and WAGNER, M., 2002. The sustainability balance scorecard-linking sustainability management to business strategy. Business Strategy and Environment Review. 11, 5:270-271 7. HASAN, H. and TIBBITS, H., 2000. Strategic management of electronic commerce: An adaptation of the balanced scorecard. Internet Research.10,5: 439-450. 8. ITTNER, C.D., LARCKER, D.F. and MEYER, M.W., 1997. Performance, compensation and The balance Scorecard. The Wharton School - University of Pennsylvania. 12, 5:1-57. 9. MARKISONS, R., DAVISON, R. and DENNIS, T., 1999. The balance scorecard-a foundation for the strategic management of information system. Decision Support System. 25, 2:73. 10. SCHNEIDERMAN, A.M., 2004. Why Balanced Scorecards fail. Journal of Strategic Performance Measurement. 2,1:6-11. 11. STEWART, A.C., HUBIN, J.C., 1996. The balance Scorecard beyond Reports and Ranking. Planning for Higher Education. 20,2:37 -42 12. STAIR, P., REYNOLDS, Q. and CHESNEY, H., 2012. Fundamentals of Business Information Systems. (2ed). Cengage Learning EMEA: Hampshire ?? ?? ?? ?? 1 | Page ...read more.

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