Application Of The Balanced Scorecard--A Case Study Of A National Book Distributor

In the past, most companies focused on short-term financial performance, so it frequently created inconsistency between the development of a strategy and its implementation from going-concern convention. In other words, a company was often not able to link its long-term strategies with its implementation. In 1992, Kaplan and Norton proposed The Balanced Scorecard(BSC). It complements traditional financial indicators with criteria that measure performance from three additional perspectives those of customers, internal business processes, and learning and growth. BSC provides of a framework for managing strategy that translates a company's vision and strategy into four sets of performance measures, guides strategy implementation and control through those measures to convert strategy into actions. In addition to investigating the successful experience how The Hong Kong and Shanghai Banking Corporation implement BSC.This research conducts a case study of a national book distributor in Taiwan to investigate how the company establishes its strategic management system by applying BAG approach. This research first clarifies the vision and main strategy framework, then plans and designs BSC. The goal of this research attempts to develop a complete and robust strategic management system for the case study firm that could convert strategy into actions. The benefits to the case firm from building BSC consist of clarifying and refining the vision and strategy and building consensus, implementing strategy well, monitoring the strategy and getting strategic feedback, and linking the performance measurement system with strategy and establishing a complete BSC.