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MGAD40H3 (5)
Lecture

Lec 8 Notes

6 Pages
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Department
Financial Accounting
Course Code
MGAD40H3
Professor
Prof.Jan Klakurka

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MGTD54 Session 8 Balanced Scorecard Mar
10, 2011
Look at variances
Mobil 25 career year, not broader perspective
Corporate, lower departmental, strategic level
Business dev director might have own set of key targets with key customers
Targets on sales growth
Impact and drivers of sales
Price, customer yield
Capturing a lot of information, not measurable and timely
Evaluate the process (internal consulting, roll out to business units)
Financial measures say did good/bad, black/white
Doesnt add context
Can decide whether make sense why did not score in certain areas, overall score
All employees responsible, brings diff functions together, team-oriented
Interests in other areas of organization, not just own
Formal service level agreements
Sales functions, back office, accounting using information
Staying in touch with managers and info they have
Constant change
Not continually evolving strategy, stake in the ground can relate back to
Translates the mission, provides framework to achieve
Hard to put out high level strategies
Driven by sales, R&D
www.notesolution.com
Financial Measures
Need numbers filter through accounting
Customer
4 Ps of marketing
Are we achieving growth in customer areas we want
How is pricing point
Increasing/decreasing against budget
Internal Business
Value creation, shareholder value
Take a look at things how operations is affected
Various function of company, does it add value across all functions of organization
Cost centre doesnt have same ability to influence innovation, doesnt see ultimate
customer
Learning & Growth
Legacy people cannot be swapped out
Faces a lot of succession costs
How can you change and develop process around them that drive things of customer
experience
Easier measure to capture
Real-time feedback, how capture info from machines, how source the info, how does
IT help
www.notesolution.com

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Description
MGTD54 Session 8 Balanced Scorecard Mar 10, 2011 Look at variances Mobil 25 career year, not broader perspective Corporate, lower departmental, strategic level Business dev director might have own set of key targets with key customers Targets on sales growth Impact and drivers of sales Price, customer yield Capturing a lot of information, not measurable and timely Evaluate the process(internal consulting, roll out to business units) Financial measures say did goodbad, blackwhite Doesnt add context Can decide whether make sense why did not score in certain areas, overall score All employees responsible, brings diff functions together, team-oriented Interests in other areas of organization, not just own Formal service level agreements Sales functions, back office, accounting using information Staying in touch with managers and info they have Constant change Not continually evolving strategy, stake in the ground can relate back to Translates the mission, provides framework to achieve Hard to put out high level strategies Driven by sales, R&D www.notesolution.com
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