entify two (2) strategic objectives and two (2) strategic initiatives that will assist the organisation in achieving its long-term goals for each of the four perspectives of the Balanced Scorecard. Define a framework for evaluating the Balanced Scorecard bas
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Identify two (2) strategic objectives and two (2) strategic initiatives that will assist the organisation in achieving its long-term goals for each of the four perspectives of the Balanced Scorecard. Define a framework for evaluating the Balanced Scorecard based on your objectives and activities.
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- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
- Discuss the manner in which the balanced scorecard framework enhances return on investment (ROI)?The SCORE framework espoused in the article entitled "The Board's Role in Sustainability" recommends each of the following to achieve board-of-director buy-in of a company's sustainability initiatives, except: articulating a simple and clear statement of purpose. taking "ownership" of the company's stated purpose. basing compensation systems on metrics that reflect purpose, not just profits recognizing that ultimately the firm has a fiduciary responsibility to put shareholders' interests above all others.Outline the five-pronged strategy crafted by Rockwater in developing the balaneced scorecard
- Assume you are responsible for developing a benchmarking program. Describe how you would go about establishing the benchmarking process. Be sure to also address the critical issues you must address.Explain what is a balanced scorecard and what is its primary objective?Service Quality is an important concept in service marketing. with regard to service quality measurement models / frameworks, however, extant research shows that there is no consensus on the appropriate measurement model. Provide motivation for this and perform an appraisal of any four service quality measurement models/ frameworks highlighting their distinctive features, streangths and weaknesses as well as which service context each one may be applicable. provide a report to management of any chosen firm on these issues.
- Balanced scorecardCostco Wholesale Corporation (COST) operates membership warehouses throughout the United States and the world. Fifteen Costco metrics and recent initiatives are as follows1. Increasing same store sales2. Improving safety procedures for warehouse prepared foods3. Reducing the number of product returns4. Researching consumer preferences5. Increasing the number of warehouses with gas pumps6. Offering training programs for all new employees7. Offering awards for employees with more the five years of service8. Improving Costco online consumer experience9. Increasing gross profit percentage10. Changing containers from square to round to increase the number of containers that can be shipped on a pallet11. Developing a company-owned coffee roasting operation12. Using floor-ready packaging from suppliers13. Reducing warehouse energy usage for floor lighting14. Increasing the use of automation to increase efficiencies15. Increasing the average revenue per memberAssign each item…State the marketing research problems for each of the following management-decision problem.a. Should a new product be introduced?b. Should an advertising campaign, which has run for 3 years, be changed?c. Should the in-store promotion for an existing product line be changed?d. What pricing strategy should be adopted for a new product?e. Should the compensation package be changed to motivate the sales force better?Under which perspective of the balanced scorecard would classify increase in market share?