The document discusses strategy evaluation and performance measurement. It provides an overview of the balanced scorecard and strategy maps as tools for strategy evaluation. A strategy map for Mobil is presented as an example. The key points are: 1) Strategy evaluation ensures strategies are working and identifies problems, compares expectations to actual results, and enables corrective actions. 2) The balanced scorecard measures performance across financial, customer, internal process, and learning/growth perspectives. 3) Strategy maps visually link objectives across the same perspectives to communicate strategies. 4) Mobil's strategy map shows how it aimed to improve financial and customer value through internal process improvements and learning/growth.

1. STRATEGY EVALUATION Session 7 Professor Hilda L. Teodoro Ateneo Graduate School of Business

6. 1 BALANCED SCORECARD

14. 1 STRATEGY MAPS

15. STRATEGY MAP

17. STRATEGY MAP

19. LOW COST STRATEGY MAP

23. Customer Value Proposition

28. Strategy Map

29. FINANCIAL PERSPECTIVE The revenue growth strategy called for Mobil to expand sales outside of gasoline by offering convenience store products and services, ancillary automotive services (car washes, oil changes, and minor repairs), automotive products (oil, antifreeze, and wiper fluid), and common replacement parts (tires and wiper blades). Also, the company would sell more premium brands to customers, and it would increase sales faster than the industry average.

30. FINANCIAL PERSPECTIVE In terms of productivity, Mobil wanted to slash operating expenses per gallon sold to the lowest level in the industry and extract more from existing assets - for example, by reducing the downtime at its oil refineries and increasing their yields.

31. CUSTOMER PERSPECTIVE Customer Intimacy Proposition company targets premium customer segments by offering them speedy purchase; safe, well-lit stations, clean restrooms; convenience stores stocked with fresh, high-quality merchandise, and friendly employees

32. CUSTOMER PERSPECTIVE differentiator immediate access to gasoline pumps, each equipped with a self-payment mechanism;

33. INTERNAL PROCESSES PERSPECTIVE Building the franchise by developing new products and services. Training dealers to become better managers and help them generate profits from non gasoline products and services.

34. INTERNAL PROCESSES PERSPECTIVE Excel at understanding its consumer segments. Build best in class franchise teams.

35. INTERNAL PROCESSES PERSPECTIVE Focus on achieving operational excellence throughout its value chain of operations.

36. INTERNAL PROCESSES PERSPECTIVE Eliminate environmental and safety accidents.

37. LEARNING AND GROWTH Mobil identified that its employees needed to gain a broader understanding of the marketing and refining business from end to end

38. LEARNING AND GROWTH It had to nurture the leadership skills that were necessary for its managers to articulate the company’s vision and develop employees.

39. LEARNING AND GROWTH Mobil identified key technologies that it had to develop, including automated equipment for monitoring the refining processes and extensive databases and tools to analyze consumer’s buying experiences