Balance Scorecard and Strategy Map for Colruyt Company
€30-250 EUR
Paid on delivery
The report should include a maximum of 30 pages of text, double-spaced. Graphs, tables and figures can be additional to this.
Prepare a report in which you develop and present
a Strategy Map and a Balanced Scorecard suitable for the requirements of the Board of Directors of Colruyt Group
a Strategy Map and Balanced Scorecard suitable for the requirements of a Colruyt store manager.
With regard to Question 1:
You should include your workings and a brief explanation of how you calculated the two measures.
With regard to Questions 2 and 3:
You should identify and link the objectives of each of the four Perspectives (Financial, Customer, Internal Business Process, and Learning and Growth) in preparing the Strategy Maps. The cause-and-effect links between the various objectives should be explained clearly and justified where necessary.
Each Balanced Scorecard should include the key strategic measures of performance in all four Perspectives. The report should state clearly how each Balanced Scorecard measure is related to one (or more) of the objectives in the same Perspective in the Strategy Map, and to one (or more) of the measures of performance in the other Perspectives in the Balanced Scorecard.
Financial and non-financial data from the recent past should be used as evidence to support the arguments and conclusions of the report. Any forecasts and predictions should take into account current and likely future conditions as far as they can be estimated.
At the very least, the directors will want to know whether the company has generated shareholder value in the past and is likely to do so in the future (Financial Perspective); what is its customer value proposition and how that affects the objectives and performance measures in all four Perspectives (Customer Perspective); which key internal processes are key to its success (Internal Business Process Perspective); and what the company should be doing now to ensure its success in the longer term (Learning and Growth Perspective). They will also want to see how the objectives and performance measurements at the corporate level can be cascaded down to the individual store level.
You may find it necessary to include a significant number of objectives, performance measures, ratios etc., in the text and appendices of your report. However, you should include only the most important ‘strategic’ objectives and performance measures in the final Strategy Maps and Balanced Scorecards. You should therefore aim for a maximum of 30 strategic objectives and 30 performance measurements for each of the two types of store format. You can always refer the directors, and the store manager, to supporting ‘diagnostic’ measures if they should require further clarification. Be prepared to delve as deeply as you think necessary to provide the relevant measures and evidence.
Thank you,
Bob
Project ID: #6117423
About the project
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