The New Balanced Scorecard Evaluation System--With Midea Group Case
International Journal of Business and Economics Research
Volume 5, Issue 4, August 2016, Pages: 107-112
Received: Aug. 2, 2016;
Published: Aug. 3, 2016
Views 2799 Downloads 81
Huijuan Lin, Beijing Institute of Technology Zhuhai Campus, Zhuhai, China
Wanxin Li, Beijing Institute of Technology Zhuhai Campus, Zhuhai, China
Yanglin Li, Beijing Institute of Technology Zhuhai Campus, Zhuhai, China
Follow on us
In the 21st century global economy and multicultural knowledge economy, business era, the traditional financial performance evaluation is not appropriate for today's enterprise management, and modern enterprise management has entered the era of strategic management. In 1996 years later, the big consulting companies to introduce the balanced scorecard performance evaluation system, through years of practice, most enterprises in our country on the use of the balanced scorecard performance evaluation system, are still in the field of performance evaluation, but the ultimate goal is to build a new performance management system "to achieve strategic direction", in order to ensure successful execution company strategy. Thus, the balanced scorecard is to enhance their strategic execution of the most effective strategic management tool. Based on the review and strategic dimensions of the Balanced Scorecard four-dimensional theory, and emphasized the importance and significance of the strategic dimensions of the Balanced Scorecard. Five dimensions and nineteenth determining factors using AHP weights to the Media group as an example of reasonable and effective verification of the five-dimensional Balanced Scorecard evaluation system constructed which tend to be effective practical tools for enterprises to achieve strategic management.
Balanced Score Card, Five-Dimensional, Strategy
To cite this article
The New Balanced Scorecard Evaluation System--With Midea Group Case, International Journal of Business and Economics Research.
Vol. 5, No. 4,
2016, pp. 107-112.
Yang Juan Balanced Scorecard and Its Development Trend [D] Shijiazhuang: Shijiazhuang University of Economics, 2007.
Kaplan, David Norton. The Balanced scorecard-Translating Strategy into Action [J]. Harvard Business Review. 996: 9-10.
Jeffery. The search for the best financial performance measure [J]. Financial Analysis. 1997 (53): 6-7.
Baolijia consultant strategy implementation - Balanced Scorecard Design and Practice [M] China Social Sciences Press, 2003: 11-14.
Niu Yamin, Based on the Balanced Scorecard performance management system construction [J]. Modern Business Trade Industry, 2009, (12): 23-25.
Liu Feiran, Gao shuang, Balanced Scorecard Review and Prospects [M] Market Modernization, 2015 (24): 214-215.
Sun Xiaojie Business stakeholders and legal regulation [J]. 006: 48-49.
Wang Qunying, Internal Audit and Risk Management [J] Chinese Chief Accountant, 2011, (23): 87-88.
Zhang Jiannan. Balanced Scorecard Research [D] in our Dalian: Dalian Jiaotong University, 2010.
Chen Weirong. BSC based performance evaluation system of corporate strategic analysis and application of [D] Shanghai: Central China Normal University, 2013.
Zhang Bin. Establish design ideas and indicators of enterprise performance evaluation system [J] Commercial Research, 2003, (23): 41-45.
Zeng wenting, Deng Yunxian, Yang baoling. The use of the balanced scorecard in Lenovo group from performance management to strategic management [M] Market week-ly, 2016, (1): 23-26.
Wu yicheng. JC group based on the balanced scorecard strategic management system to build [M]. The second half of the financial economy. 2016, (2) 160-161.