Balanced Scorecard

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Balanced Scorecard
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• Accountancy 503
• Fall 2006
• Professor Clifton Brown

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Balanced scorecard dimensions
Strategy for growth, profitability, and risk
man-agement from the shareholders perspective
Strategy for creating value and differentiation
from the customers perspective
Priorities for and architecture of the processes
that create value for customers shareholders
Priorities and processes that support
organiza-tional change, innovation and growth
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Balanced scorecard
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Business strategy
What is business strategy?
How a company creates value for customers and
differentiates itself from competitors in the
marketplace.
What is the major purpose of strategic planning?
To produce superior performance for stockholders
(i.e., maximize returns and growth subject to
business risks).
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Determinants of business performance

Environment
Performance
Strategy
Organization
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Strategy balanced scorecards
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Citibank balanced scorecard
The balanced scorecard in the Citibank case
employs the attributes of

• Financial
• Strategy implementation
• Customer satisfaction
• Control
• People
• Standards

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Quality of scorecard measures
Assess the measures in Citibanks balanced
scorecard for its branch managers

• Association with Citibank strategy
• Controllability by branch bank manager
• Quality of measurement
• Subjectivity
• Bias, efficiency consistency

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Turn-in a case write-up
The following individuals should e-mail a
write-up of the Citibank case to the instructor
no later than 24-hours from now
Abenov, Nurzhan Avci, Ozcan Chen,
Kuo-Liang Chung, Hee Yong Hong, Kee Yong Kim,
Sung Ryong
Kim, Tae Bum Lin, Shih-An Nurguzhina,
Madina Phitakburanapath, Krit Wright, Nathan