Vodafone Business Performance

The use of a balanced scorecard when gauging the performance of executives at Paradigm Toys is useful because it measures several key areas that measure past and real time performance that directly affects the company. A balance scorecard can contain both financial and nonfinancial measures as well as both quantitative and qualitative performance measures. Additionally because a balance scorecard can be tailored to the business’s specific targets it can measure the substance of performance better that basic financial indicators that are usually considered the basis of performance ratings. It is important to use more than just financial indicators, because other factors, those qualitative in nature, measure how an employee does their job and gives a larger picture of how well an employee performs. For example, in the case of sales concerning installation of home improvement products one might be measured by repeat buyers or customer satisfaction of how well the salesman followed up with their sale and installation. This kind of non-financial factor can be used to measure the company’s goal of repeat buyer and customer satisfaction which can translate into future sales and growth. Financial indicators are used in similar ways, but are more quantitative in nature. The main reason to use financial indicators is because they can provide a clear picture

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:

Performance management is a process, which supports employee engagement and where an employee’s work reflects organisational goals. It is about achieving results through individuals and teams to improve the performance of the organisation (Armstrong, 2009). The outcome of performance management is visible through financial performance, productivity, quality of the product and service, customer satisfaction, employee engagement and talent retention. Performance management offers competitive advantage and brings positive benefits including increased profits, higher cash flow, and stronger stock value. Productivity is lower if performance management is not present (Maley, 2012). To measure effectiveness of performance management it is important to define the goals of the organization as well as indicators of success. The measures method should provide balanced information based of financial and non-financial performance (Dti.gov.uk, accessed on 01/03/2014). There are several methods used to measure performance management. Armstrong, 2009 lists good ways to measure performance management effectiveness to be KPI’s, business results, engagement level or customer satisfaction. Another way to assess performance management is to use score card, which can also help to align individual performance with strategy.

A balanced scorecard is a method company’s use to measure their performance. It includes objectives, strategies, and tactics. This paper will contain two strategic objectives for each of the four balanced scorecard areas (shareholder value or financial perspective, customer value perspective, process or internal perspective, and learning and growth perspective) for H & R Block. It will also have two strategies for every objective, one tactic for each strategy, and two methods to monitor and control the overall strategic plan for H&R Block.

“The balanced scorecard should translate a business unit’s mission and strategy into tangible objectives and measures. The measures represent a balance between external measures for shareholders and customers and internal measures of critical business processes, innovation and learning and growth. The measures are balance between outcome measures, the results of past efforts, and the measures that drive future performance. And the scorecard is balanced between objective, easily quantified outcome measures and subjective, somewhat judgmental, performance…”

In order to focus on how to analyse and evaluate the Internal and external environment of Vodafone, the following analytical tools will be used:

A company creates value for its customers and attempts to differentiate its offerings from its competitors in the market. The performance goals/metrics are set by leadership which is concurrent with its business strategy.

The globalized business environment has determined companies to develop complex strategies intended to address the challenges determined by these factors. The increased competition in most business fields requires that companies develop flexible strategies that are able to address the changing conditions of the environment. The same situation applies to the telecommunication industry.

In summary, Carphone Warehouse needs to keep make it a point of duty to continue to monitor these indicators as soon as they have set their goals and chosen their KPIs. Most importantly, “Performance should accustom business decisions and use KPIs to drive actions.” (Hayes,

A balanced scorecard is a tool to provide management a way to bridge the gap between the organization’s strategy and vision and the operational processes used to do business. It enables the company to look at more than just the financial targets, but to include nonfinancial measures such as customer service, internal business processes and more. These intangible measures provide better focus on the organization’s long-term strategies. This paper is an attempt to analyze Frieda Fizz decision to utilize a balanced scorecard as they expand into new geographic areas. The strengths and weaknesses of each perspective are discussed along with the pros and cons of using

Performance measures of strategic goals are essential information needed in the context of managing financial resources. Measures include market share, cash flow, profitability and market position. Objectives laid down are achieved by improving customer satisfaction, organisational flexibility and productivity. Customer demands need to be managed and satisfied; changes in customer demands need to be identified and met efficiently and productivity must be effective. In order to manage financial resources in an organisation, organisation need to know

Working closely with Bradley Stonefield, the consulting team has been able to gather the important data and information necessary to construct a viable and effective performance measurement system for his company. According to a recent interview, the following information was presented:

Introduction- To be competitive, organizations must be both strategic and tactical to the nth degree, must be proactive rather than reactive, and must find a way to measure this easily and accurately. One way to accomplish this is through a Balanced Scorecard approach; a tool often viewed as one of the best tools that helps organizations translate strategy into performance. In general the BSA (Balanced Scorecard Approach) allows for a clear strategic and tactical directions for the organization, retains financial measurements in a summation along with their links to performance, and highlights an important and robust measurement system that links and integrates customers, stakeholders, processes, resources, and performance into single measurement strategy.

Organizational evaluation or assessment measures, compares, and analyze the coherence between results and specific objectives. Evaluating goals of a global operation with a unified approach is challenging, and demands for identifying significant factors in the performance and growth of the company. These factors are carefully thought and practiced before they become critical contributors in an organizational performance. Contemporary organizations follow diversified growth parameters for success. These have varied degrees of significance in individual market segments. There are different standards and tools to evaluate their

With the increasingly fierce market competition, enterprises expand external market at the same time, business operators gradually realized that to strengthen the internal management of the enterprise is also an important meaning to enhance the competition ability of the enterprise (Paloma Sánchez &Elena, 2006). Enterprise performance measurement as an important way to strengthen internal management and control has been recognized by much more enterprises (Atkinson et al, 1997). Corporate managers are trying to make performance measurement and business strategy for better integration, in order to establish a scientific performance evaluation system and promote enterprise achieve strategic objectives.