Facing The Changing Of Enterprise External Environment

The Balanced Scorecard (BSC) is a powerful diagnostic tool which provides managers with a vision and strategy of the organization to completely value the performance of the organization(Roussas & Mccaskill 2015). BSC integrates financial measures with several crucial factors to create a long or short term plan(Huang 2009). This system emphasizes ‘leading and lagging indicators, internal performance perspectives, and quantitative and qualitative objectives’(Roussas & Mccaskill 2015). BSC works by four perspectives:

This essay aims to show the successful policies of Chinese government has used to increase the rate of economic growth from 1998 to 2006 and evaluate them. Economic growth rate is the percentage increase in output over a twelve-month period (Sloman, 2010: 562). From 2000 to 2007, China 's average growth rate was 9.2% in per year, and nearly 35% of world GDP growth (In term of PPP). As a big country, its population making up over one-fifth of the world 's population, but this rapid of growth is unprecedented (Fenby, 2008). Madison (1997) summarized the development history of the world economy of two hundred years, and considered that, in the long term, the big four factors determine the sustained high growth of output per person: technology、the accumulation of material capital、and accumulation of human capital.

Over the last 50 years, china has experienced a meteoric growth economically to become one of the world’s most industrialized and modernized countries. One of the reasons for this accelerated growth of the country’s economy is the decision by the authorities to adopt an open economy aimed at tapping the benefits of globalization. During this period of economic growth, the country has progressively moved from a predominant agrarian society steeped in traditions to an industrialized and modernized society. This transformation has led to improvement of standards of living and increased industrial output, hence propelling the growth of China’s economy. This has not been without the conscious efforts by the government to undermine traditions in

China is one of the most talked about countries in the world today. There are many reasons for this, but first one of the most obvious would be the recent incline in economic development. Since the early 1900’s China has expanded its economy to record highs. This economic boom is driven off of the countries build up of product driven economics. Many of the products are wide ranging, but of the jobs and exports have been created from the recent technology boom. The economy in China is also driven off of the rise in the population. China, is one of the most populated countries on the globe. As of today China’s population has reached 1.3 billion. This is a high and many researchers don’t see it slowing down anytime soon. While this Asian country may be highly populated research has been shown that the population is not equally distributed. The population is divided up between north and south, and east and west. The eastern portion is more agriculture based so the population is lower in this area. On the other hand the population on the western side is more populated due to the industrialized cities that inhabit factories and more multibillion dollar corporations. Not to mention that the Chinese capital is Beijing and has one of the most populated and industrial environments in all of Asia. In recent years China has opened the doors to western culture, and this opening has paid off handsomely. The curiosity and adaptation to the new culture has flourished the economy in China

For the past three decades, critics have immersed themselves in the discourse of China’s rapid economic growth and development. For a socialist regime, the emergence on China’s remarkable economic achievement has been one of the world’s most unprecedented success stories. Sai-leung Ng (2000) emphasized on China’s success, describing China as the country with the most rapid economic growth of the time. Paul Collier (2007) noted that individuals in the west were starting to get worried that China was converging to quickly with the western economy. To support Collier’s comment, Jean-Francois Huchet (2006) rated the Chinese economy among the top five leading economies in the world.

China is a very noteworthy nation with regards to worldwide trade. China is positioned as World's fourth biggest market according to USnews.com in its annual best countries rating and its tremendous populace of exceptionally citizenry with a drive for entrepreneurship gives businesses inspired motivation to remote organizations to join its market (US News, 2015). In any case, similar to other foreign markets, one can find aspects making China appealing to American partnerships the same amount of as there are different variables that make the market less alluring for American enterprises. The purpose of the paper is to investigate the variables in connection to its potential for an American business trying to venture into the Chinese market

When we talk about eastern and western culture, two countries are the perfect example. China and the United States of America. Although each has cultures distinctively different from each other, it has not interfere with their business cooperations and cultural exchanges. On the contrary, “more than a billion dollars of goods and services flow between two contries each day” ( Baden, 2013). What factors within the culture promoted such business cooperation between two countries? What factors could interfere with such intercultural exchange? This article will duscuss the similarities and differences between two countries with the use of Hofstede’s value dimensions of culture.

The rapid demographics, rising income that leads to increased consumer spending and the increased business environment has helped to make the Chinese market attractive to investors. Despite, the incredible opportunities that the Chinese market has to offer, breaking into the market successfully for some investors it is a hard task to get through the barriers and be successful. Understanding the cultural traits in Chinese is fundamental to the success of any business. However, it is not known to what extent the Chinese cultural characteristics give the competitive advantage to an organization. This paper aims to discuss guanxi and to what degree is it a source of competitive advantage.

We have discussed the opportunities and challenges that may come up in doing business in China. We have also seen how the Chinese culture can affect the business and productivity.

The balance score card is a tool of strategy performance management, which objective was to bring business activities into step with the strategy of organization and monitor its performance against strategic goals, was developed by Kaplan and Norton (1992). Over the past few decades, a large proportion of FTSE 100 companies have implemented the BSC (Hendricks, 2004). At present, hundreds of thousands of organizations in various domains, such as private and public, complied with this international trend (Kaplan, 2010).

China has a population of 1.3 billion in 2008. It is a huge market with growth potential due to large

For the first part, there will be examples of international companies which set up a business in China. As we know, since China joined the WTO in 2001, many foreign companies were attracted by China’s huge market and lower labour cost. But some of them experienced hard times when they came into Chinese market. The unfamiliar of the cultural

China has already experienced a substantial growth in the field of international business because aside from its local companies going international, many international companies from different countries have already started to dominate the Chinese market. As a result, it was perceived that the Chinese economy will continue to grow at a relative pace and would be stable enough to be derailed easily by sudden crises.

Management makes plans and measures performance against targets. Many organizations have struggled to integrate the information requirements of the balanced scorecard into their strategic management system. The information necessary for the balanced scorecard includes nonfinancial information (measures) that drive financial performance. The purpose of this paper is to modify the REA framework as to include the financial and nonfinancial information that maps to the balanced scorecard in terms of resources, events, and agents. Most of the balanced scorecard is already supported by the REA framework. To view this information in

Mr. Park immediately proceeded to call his good colleague, Michael Cheng, who worked for Mckinsey & Co. in China. Mr. Cheng had a vast knowledge of the automotive industry in China. He previously worked as a car salesman in China for several years and was very familiar with the country’s imports and exports of automobiles. Before valuating the project, Mr. Park felt like he still needed someone to paint a better picture of China’s demography as well as its political and economic status. Therefore, he called upon his good friend, Mr. J.P. Mei, who works for the government of China. Mr. J.P. Mei was also very familiar with foreign direct investment processes through a large number of projects dealing with global companies.