Strategic Plan, Part Iii: Balanced Scorecard

Cambridge Behavioral Hospital currently uses a Change Theory. Strategy for most organizations is about change and focus. A firm strategy starts with knowing the external and internal forces that impact the organization’s ability to achieve its most important goals, and then steadily making the necessary changes to direct those forces. “A validation (or invalidation) of the strategic assumptions reinvigorates strategic thinking and provides a basis for investigating whether to change the strategy” (Swayne, Duncan & Ginter, 2008).

Brink’s can increase their market share for this new division by maintaining a strong focus on their customers through advertising online, emails, and physical promotions.

The store will provide welcoming, attentive and efficient service. The company will provide a productive work environment, rewards for achievement and opportunities to develop.

To get even more sales if you kick in so much of each sale towards your child’s school, church etc it will make people want to buy yours over other peoples because you support local causes and if they buy from you so do they.

The organization strategic plan consists of addressing clinical quality, growth, and becoming a larger part of the community, and providing long term value. The annual report states the following strategic goals (Bon Secours, 2012):

Due to high effectiveness and centeredness on customer, use of Balanced Scorecards is spread widely today. Many companies use Balanced Scorecards approach in conduct of their market analysis and assess their performance effectiveness as-far-as the customer satisfactions and relationship with the company is concerned ADDIN EN.CITE Andra Gumbus2006323(Andra Gumbus, 2006)32332317Andra Gumbus, Robert N LussierEntrepreneurs Use a Balanced Scorecard to Translate Strategy into Performance MeasuresJournal of Small Business Management MilwaukeeJournal of Small Business Management Milwaukee407-426Vol. 44, Iss. 3; pg. 407, 19 pgs32006( HYPERLINK l "_ENREF_1" o "Andra Gumbus, 2006 #323" Andra Gumbus, 2006). Use of a Balanced Scorecards has been touted to assist in improving the customer-company relationship with consistency thus, playing an important role in marketing strategy. This is reflected at Hyde Park Electronics Manufacturer. Upon implementation of a balanced scorecard, the company did manage to raise highest profit in less than 3 years. The customer perspective observed targeted customer satisfaction to allow repeat customer. Convenience offered to customer allowed the company to do their marketing and advertising with lots of ease.

A balanced scorecard is a method company’s use to measure their performance. It includes objectives, strategies, and tactics. This paper will contain two strategic objectives for each of the four balanced scorecard areas (shareholder value or financial perspective, customer value perspective, process or internal perspective, and learning and growth perspective) for H & R Block. It will also have two strategies for every objective, one tactic for each strategy, and two methods to monitor and control the overall strategic plan for H&R Block.

Kudler fine foods is a premium food retailer whose business is primarily based on sales of bakery, meat, seafood, produce, dairy, and wine. It has ambitious plans but the tightening economy threatens its quality proposition and further expansion. A strategic focus on Kudler fine foods is to improve the level of convenience offered to customers. This strategy would enable its customers to buy more of what they want at Kudler fine foods. Facing the fierce global market competition, Kudler fine foods launches the developing innovative choices for consumers. With the concept of customers as “the foundation of

Strategic planning within a company is a tool used in companies that help mature areas in total quality management. This type of planning creates a cohesive management system for lower level employees to better adapt in. “Strategic planning determines where an organization is going over the next year or more and how it 's going to get there. Typically, the process is organization-wide, or focused on a major function such as a division, department or other major function”(McNamara, 2008). In order to plan effectively one must first make a clear assessment of the plan and have an analysis on the corporations mission statement and objective.

| |Strategic objectives of focusing on our retail business, investing in our associates and stores, improving customer service|

“Aeropostale clothing was an in-store brand sold at Macy’s but in 1987 Macy’s decide to open and independent Aeropostale store. In West LosAngles, California. The founded are R.H. Macy’s & Co, originally. R.H. Macy’s form the independent Aeropostale store.” (Aeropostale Company From 10-k (2015). However, their mean focuses were on trendy, casual apparel for young women and men. Aeropostale products can only be brought in Aeropostale store. Their products and services are casual apparel and accessories, principally targeting, 14-17-year-old young women and men. They also are targeting 4 to 12-year-old kids line of products. Aeropostale offer online shopping through its e-commerce Website ps.4u.com.

It was our vision to create a company that gives back to the communities we live in and around the globe. Donating a part of our revenue will help the encourage others to give back, and know when they buy a piece of art, whether it's a hat, or a glass pendant, they as helped out their communities or one in need. The vibe that I would like to establish with the store is caring, welcoming and “chill”. A customer experiences it the moment they walk in the front door. It shapes the way they perceive the store, the products and the services. It defines their shopping

Merriam Webster defines quality as a degree of excellence, or a distinguishing attribute. Managers strive for excellence in the workplace to improve customer satisfaction, increase the output in manufacturing while minimizing defects, as well as making the company more profitable. There are several different management systems or methodologies available for businesses to use, but the Balanced Scorecard and the Malcolm Baldrige Performance Excellence Program is the most common and widely used in the United States.

Opening a new retail business can be daunting to say the least. The entrepreneur accepts full responsibility for development and management, including the risks and rewards. Many businesses do not survive to see their fifth anniversary since business owners fail to develop an effective business plan (Haag, 2013). The key to the success of a business is writing a business plan down first, when preparing to open a business, it emphases on the main areas of concern and will be the core support of a successful business. There are many obligations that must addressed before opening up to the general public and this paper will discuss the steps that need to be taken from the beginning until the grand opening of a fictional retail store, Savvy Chic Apparel. These obligations and steps will include financing options, location strategies, merchandising plans, staff recruitment, preliminary training, product selection, store management considerations and advertising media budgets.

The observed company continually experienced difficulties producing new and accurate data concerning their existing measurement towards non-financial indicators, especially in their customer and employee perspectives. The author intends to analyze the connection between the company’s two business perspectives (customer perspective and learning and growth perspective) and the balanced scorecard (BSC) approach. The authors utilized an interventionist research approach to analyze and interpret the effects of a BSC implementation into an Italian company. The author, along with a team of researchers, continually collaborated with and observed upper level managers of the company during the design and implementation stages. Therefore, direct observation and the analysis of internal documents were used as the main sources of information for both the design and implementation stages of the study. Companies, academics, and business professionals interested in the relationship and study into the design and implementation of a BSC approach and its effects on a company’s intellectual capital measurement.The author’s interventionist approach intended to analyze the company’s BSC approach provided key information into the partially successful implementation and the reasoning behind the resistance to alter existing measurements of non-financial indicators. Without the author and his team directly observing and cataloging the interactions of top managers in their internal meetings,