Performance Drivers: A Practical Guide to Using the Balanced Scorecard
Author: Nils Goran Olv
A Practical Guide to Using the Balanced Scorecard performance drivers Nils-Goran Olve, Jan Roy and Magnus Wetter Since the groundbreaking work of Robert S. Kaplan and David P. Norton, the concept of the Balanced Scorecard has achieved increasing popularity in the business world. Previously, many organizations had built their business objectives around financial targets and goals that bore little relation to a long-term strategic vision. Typically, this leaves a gap between the development of a company's strategy and its implementation. The business scorecard, however, provides a more 'balanced view' by looking at not just-financial concerns, but also customers, internal business processes, and learning and growth. But it is not just a system of performance measurement - by focusing on future potential success it can be used as a dynamic management system that reinforces, implements and drives corporate strategy forward. In this book, the authors draw on their extensive experience with scorecard projects to provide a step-by-step method for introducing the Balanced Scorecard into an organization. This is done through the use of some of the most important practical examples in existence, with case studies from ABB, Coca Cola, Electrolux, British Telecom, Nat West, Skandia and Volvo. The desired strategic control system using scorecards that is presented focuses on creating and communicating a total comprehensive picture to all members of the organization from the top down, a long-term view of what the company's strategic objectives really are, how to make use of knowledge gained through experience and the required flexibility of such a system to cope with the fast-changing businessenvironment. This book will provide senior and operational managers, consultants and business academics with a comprehensive view of emerging Balanced Scorecard practice supported by both business advice and a theoretical foundation. Reflections on the relations between the Balanced Scorecard and other areas, such as TQM, information systems and intellectual capital and knowledge management are also made. Business Strategy
New interesting book: Dr Bob Arnots Revolutionary Weight Control Program or Encyclopedia of Homeopathy
Launching New Ventures: An Entrepreneurial Approach
Author: Kathleen R Allen
In Launching New Ventures, Allen prepares students to spearhead new initiatives—paying special attention to the process and activities required before a start-up can open for business. A conversational approach engages and encourages students to rely on this text as more than just a reference book. Real-world case studies, new venture checklists, plus Allen's own firsthand experience guide students through the logical process of recognizing an opportunity, testing a business concept, and implementing a formal business plan. Updated Case Studies and Entrepreneur Profiles showcase a range of high-profile start-ups and their founders, while accompanying discussion questions allow students to apply their analytical skills. The enhanced ancillary package—with new testing, video, and online resources—makes course management more efficient and learning more dynamic.
Table of Contents:
Contents- I. Entrepreneurial Opportunity
- 1. Understanding Entrepreneurship
- The Promise of Entrepreneurship
- The Nature of Entrepreneurs
- The Nature of Entrepreneurial Start-ups
- A Brief History of the Entrepreneurial Revolution
- Researching the Entrepreneurial Phenomenon
- Looking Ahead: The Organization of the Book
- 2. Preparing for the Entrepreneurial Journey
- Saying Goodbye to Stereotypes
- The Good, the Bad, and the Ugly about Entrepreneurs
- Preparing to Become an Entrepreneur
- Entrepreneurial Leadership
- Increasing the Chances of Success
- 3. Recognizing and Creating Opportunity
- The Nature of Creativity
- Challenges to Creativity
- Removing the Roadblocks
- Sources of New Product/Service Ideas
- 4. Developing a Business Model
- Developing a Business Concept
- The Business Model
- The Value Chain and the Concept
- The Nature of Feasibility Analysis
- II. Feasibility Analysis: Testing the Business Concept
- 5. Analyzing the Industry and Market
- The Industry Life Cycle
- Framework for Understanding Industries
- Conducting Industry Analysis
- Characterizing the Target Market
- Gathering Competitive Intelligence
- Forecasting New Product/Service Demand
- 6. Analyzing Product/Service Risks and Benefits
- The nature of Product/Process Development
- How Entrepreneurs Develop Products and Services
- The Product Development Cycle
- Intellectual Property
- 7. The Founding Team
- The Founding Team
- Professional Advisers
- Board of Directors
- Outsourcing with Independent Contractors
- 8. Analyzing Start-up Resources
- Gathering Entrepreneurial Resources
- Finding the Right Numbers
- Estimating Sales andExpenditures
- Preparing the Pro Forma Income Statement
- III. The Business Plan: Building a Company
- 9. The Business Plan
- From Feasible Concept to Business Plan
- The Business Plan: Strategy and Structure
- Effectively Organizing the Business Plan
- Successfully Presenting the Business Plan
- 10. Analyzing Legal Risks and Benefits
- Sole Proprietorships and Partnerships
- Corporation
- Limited Liability Company
- The Nonprofit Corporation
- Making the Decision About Legal Form
- Other Legal Considerations
- 11. Incorporating Ethics and Social Responsibility
- Ethics
- Social Responsibility
- Vision and Values
- Core Values and Success
- 12. Designing an Entrepreneurial Organization
- Organization: Understanding the Way the Business Works
- Location: Finding the Appropriate Business Site
- People: Organizing the Start-up Team
- 13. Producing Products and Services
- The Components of Production
- Preparing to Produce Products and Services
- Production Cost Issues
- Maintaining and Warranting Production Processes
- 14. Developing an Entrepreneurial Marketing Plan
- Relationship Marketing for Entrepreneurs
- The Marketing Plan
- Product/Service Promotion
- Online Marketing
- 15. Funding a Start-up Venture
- Resource Strategy
- Starting with a Plan
- Financing Start-ups
- Financing with Equity
- Financing with Debt
- IV. Planning for Growth and Change
- 16. Funding a Rapidly Growing Venture
- The Cost and Process of Raising Capital
- The Venture Capital Market
- The Initial Public Offering (IPO)
- Growing via Strategic Alliances
- Valuing the Business
- 17. Planning for Growth
- To Grow or Not to Grow
- Intensive Growth Strategies—Growing Within the Current Market
- Integrative Growth Strategies—Growing Within the Industry
- Diversification Growth Strategies—Growing Outside the Industry
- Growing by Going Global
- 18. Planning for Change
- The Components of a Contingency Plan
- The Harvest Plan
- Dealing with Failure: Bankruptcy
- Case Studies
- Case 1. Overnite Express
- Case 2. Craigslist: It's About Helping Others
- Case 3. Beanos Ice Cream Shoppe
- Case 4. Wizards of the Coast
- Case 5. iRobot: Robots for the Home
- Case 6. The Crowne Inn: A Classic Case of a Family Business in Turmoil
- Case 7. Linksys: The Essence of Opportunity Recognition
- Case 8. Finagle a Bagel
- Appendices
- Business Plan
- Feasibility Study
- The Promise of Entrepreneurship
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