1 A balanced Scorecard and Global Strategy A balanced score card is a set of performance which results and targets four major performance perspectives: The learning and growth perspective; the business process perspective; the customer perspective; and the financial perspective. Financial performance measures indicate whether the firm’s strategy, implementation, and execution are contributing to bottom-line improvement. In any business organization, financial goals have to do with profitability, shareholders value, and growth opportunities in terms of sales and revenues (Kaplan & Norton, 1992). Given today’s business environment, financial managers should pay more attention on long-term financial measures. They should focus on shareholder value analysis, which forecasts future cash flows and discounts them back to a rough estimate of current value, in order to have a forward looking approach towards financial analysis (Niven, 2002). A well designed financial control system can enhance rather than inhibit a firm’s total quality management program. Innovation and learning perspective tries to answer the question, can we continue to improve and create value? The ability of the company to innovate, improve, and learn is tied directly to its value(Kaplan & Norton, 1992). It is only through the ability to launch new products, create more value for customers, and improve operating efficiencies on a continuous basis that a company can penetrate new markets and increase revenues as well as profit margin in both short and long run, grow and thereby increase shareholders value. Customer perspective, how customers see or views the organization is the center of focus under this perspective. In all business entities, customers must be given an upper hand priority because without them business will not take place hence the organization will not survive (Niven, 2002). Currently, most companies have a corporate mission with customers as the center of focus. The balanced scorecard demands that managers should translate their general mission statement on customer service into specific measures which reflect the factors that really matter to the customers. It should meet all the four concerns of customers which include time, quality, cost, and performance and service. The final perspective, internal business perspective, defines what exactly should be done internally to meet the customers’ expectations. Excellent customer performance drives from processes, decisions, and actions taking place throughout a company(Kaplan & Norton, 1992). Managers therefore need to focus on the critical internal operations which enable them to satisfy customer needs. Basing on this analysis, continual improvement, and introduction of new products and diversification of our product portfolio are other strategies that would be a good fit for the company profile (Vijay & Anil, 2008).The targets for success keep on changing. Intense global competition requires that organizations mak.

1. 1
A balanced Scorecard and Global Strategy
A balanced score card is a set of performance which results and
targets four major performance perspectives: The learning and
growth perspective; the business process perspective; the
customer perspective; and the financial perspective. Financial
performance measures indicate whether the firm’s strategy,
implementation, and execution are contributing to bottom-line
improvement. In any business organization, financial goals have
to do with profitability, shareholders value, and growth
opportunities in terms of sales and revenues (Kaplan & Norton,
1992). Given today’s business environment, financial managers
should pay more attention on long-term financial measures.
They should focus on shareholder value analysis, which
forecasts future cash flows and discounts them back to a rough
estimate of current value, in order to have a forward looking
approach towards financial analysis (Niven, 2002). A well
designed financial control system can enhance rather than
inhibit a firm’s total quality management program.
Innovation and learning perspective tries to answer the
question, can we continue to improve and create value? The
ability of the company to innovate, improve, and learn is tied
directly to its value(Kaplan & Norton, 1992). It is only through
the ability to launch new products, create more value for
customers, and improve operating efficiencies on a continuous
basis that a company can penetrate new markets and increase
revenues as well as profit margin in both short and long run,
grow and thereby increase shareholders value. Customer
perspective, how customers see or views the organization is the
center of focus under this perspective. In all business entities,
customers must be given an upper hand priority because without
them business will not take place hence the organization will
not survive (Niven, 2002). Currently, most companies have a

2. corporate mission with customers as the center of focus. The
balanced scorecard demands that managers should translate
their general mission statement on customer service into
specific measures which reflect the factors that really matter to
the customers. It should meet all the four concerns of customers
which include time, quality, cost, and performance and service.
The final perspective, internal business perspective, defines
what exactly should be done internally to meet the customers’
expectations. Excellent customer performance drives from
processes, decisions, and actions taking place throughout a
company(Kaplan & Norton, 1992). Managers therefore need to
focus on the critical internal operations which enable them to
satisfy customer needs.
Basing on this analysis, continual improvement, and
introduction of new products and diversification of our product
portfolio are other strategies that would be a good fit for the
company profile (Vijay & Anil, 2008).The targets for success
keep on changing. Intense global competition requires that
organizations make continual improvements to the existing
products and processes and have the ability to introduce entirely
new products and services with expanded capabilities.
Diversification involves engaging into multiple business
operations to ensure survival or reduce risk of loss in case one
product line fails in the market. When pursuing global
expansion, it is important to have more than one strategy in
mind due to cultural diversity. Global market is made up of
different cultural backgrounds which need different strategies to
penetrate the market. Furthermore, future uncertainties in the
environment require alternative strategies to handle issues as
they happen.
References
Kaplan, Robert S; Norton, D. P. (1992). "The Balanced

3. Scorecard – Measures That Drive Performance". Harvard
Business: 71–79.Available athttps://hbr.org/1992/01/the-
balanced-scorecard-measures-that-drive-performance-2
Niven, Paul R. (2002). Balanced Scorecard Step-by-step:
Maximizing Performance and Maintaining Results. New York:
John Wiley & Sons.
Vijay Govindarajan and Anil K. Gupta (2008).'The Quest for
Global Dominance: Transforming Global Presence into
Global Competitive Advantage' Jossey Bass. p. 20-21