Rethinking Performance Measurement
Beyond the Balanced Scorecard
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Product details:
- Publisher Cambridge University Press
- Date of Publication 9 January 2003
- ISBN 9780521812436
- Binding Hardback
- No. of pages220 pages
- Size 239x161x21 mm
- Weight 481 g
- Language English
- Illustrations 53 b/w illus. 4 tables 0
Categories
Short description:
This book explains why performance measurement remains a vexing problem for business firms and other kinds of organisations.
MoreLong description:
Performance measurement remains a vexing problem for business firms and other kinds of organisations. This book explains why: the performance we want to measure (long-term cash flows, long-term viability) and the performance we can measure (current cash flows, customer satisfaction, etc.) are not the same. The 'balanced scorecard', which has been widely adopted by US firms, does not solve these underlying problems of performance measurement and may exacerbate them because it provides no guidance on how to combine dissimilar measures into an overall appraisal of performance. A measurement technique called activity-based profitability analysis (ABPA) is suggested as a partial solution, especially to the problem of combining dissimilar measures. ABPA estimates the revenue consequences of each activity performed for the customer, allowing firms to compare revenues with costs for these activities and hence to discriminate between activities that are ultimately profitable and those that are not.
"This book is a must-buy for any senior managers of service firms that aspire to have their companies survive and prosper even as competition inevitably increases. Building on a platform of insightful field work Meyer uses a compelling and incisive logic to propose a monitoring and measurement methodology (APBA) that allows firms to simultaneously pursue customer differentiation on the customer front and efficiency on the functional front all by driving strategic decision-making down to the level of the customer." Professor Ian C MacMillan, The Wharton School, University of Pennsylvania
Table of Contents:
Introduction; 1. Why are performance measures so bad?; 2. The running down of performance measures; 3. In search of balance; 4. From cost drivers to revenue drivers; 5. Learning from ABPA; 6. Managing and strategising with ABPA; Notes; Index.
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