C/B/1017. Balanced scorecard theory and application in Worldtech Ltd

The paper examines the system of strategic planning and management known as the balanced scorecard reviewing the processes of its implementation, and considering it from the perspectives of learning and growth, business process, customers and finance. The process of capital budgeting is described with references to Worldtech Ltd practices.

S/B/245. There is little evidence that the balanced scorecard has helped organisations achieve better results when compared to a traditional performance measurement system. Discuss.

The paper examines the organisational strategic model of Balanced Scorecard (BSC) describing traditional systems of performance and outlining the benefits of BSC. An overview of opinions about the effectiveness of BSC is provided.

S/B/188. Balanced Scorecard as a method of performance management

The paper examines the Balanced Scorecard (BSC) method of performance management (PM) providing its definition and describing PM from the perspectives of financial data, customer satisfaction, business process, learning and growth. BSC performance indicators are discussed highlighting their advantages and disadvantages, the issues of their implementation and application, etc.

E/B/207. Balanced scorecard approach in Siemens IC Mobile

The paper examines the balanced scorecard approach discussing its financial, customer, business and production aspects and conducting a case study of scorecards development in Siemens IC Mobile.

E/B/37. Practices in performance management: balanced scorecard

The paper investigates performance measurement practices at Park Cake Bakeries, a branch of Northern Foods, UK, reviewing the theory of Total Quality Management (TQM) and focusing on ‘Demings wheel (balanced scorecard) and ROCE (return on capital employed). The features ideally needed for making strategic decisions are outlined; the benefits and drawbacks of the balanced scorecard are discussed.