Writer please read the following article below (which I will provide). This is a two part essay/analysis.
Albright, T.; Davis, S.; & Hibbets, A. (2001, October). Tri-Cities Community Bank: A Balanced Scorecard Case. Strategic Finance, 83(4), 54-60.
Basically, you are to carry out the analysis described in the article, with some slight modifications to the questions posed in the article, as follows. Your complete analysis should involve responding to the numbered points below in part 1 and part 2.
What’s referred to as “Case A” (on page 54) in the article tracks the initial implementation of the balanced scorecard through the establishment of the first set of objectives for each of the perspectives. As you’ll see, Table 2 in the article (p. 57) presents a list of performance measures suggested by bank personnel as intermediaries toward the achievement of the three main financial goals: loan balances, deposit balances, and non-interest income.
1. The first step is to categorize each of the performance measures in Table 2 as belonging to one of the four perspectives (to start you off, I have put the three financial goals in the table already). Writer please write the responses in the table then copy and paste into the paper:
Learning/Growth Internal Business Processes Customer Service Financial
2. Then, following the procedure described in Figure 1 of the article (p. 58), you are to connect these objectives and measures into two or more causal chains, indicating how the achievement of one objective leads to the potential achievement of another such that ultimately one or more of the financial performance objectives are achieved. You can do this by drawing arrows, or if this is too complicated, by simply specifying the chain in order. Writer, Figure 1 shows one chain; and you will need to find two others. There are numerous possibilities. For each chain, please include a brief paragraph describing the logic of the chain, and why you see the objectives as connected in the way you do.
Once you’ve accomplished Case A, then you can move on to the second part of the assignment, Case B, which involves looking at the implementation of the balanced scorecard approach and its apparent consequences. There are two sources of information available to you here: Table 3 (p. 59), which lists the before and after performance of each of the branches of the bank, and the interviews with bank personnel in each of the branches where the system was implemented (pp. 57-59). Here’s what you need to do to accomplish this part of the exercise:
Review Table 3 which I will provide, in a comparative way and try to decide if there is evidence for the effectiveness of the balanced scorecard approach in terms of improving the key financial measures. Remember, the balanced scorecard was implemented in branches A-E , and not in branches F-J. To help you make this comparison, you can click here to access an Excel spreadsheet that presents the Table 3 data for your use in this analysis. The important part is to present a brief but cogent analysis of the relative performance of the balanced scorecard branches versus the branches that did not use the approach, using appropriate comparative numbers to support your argument.
Then, to finish the analysis, review the relative performance of the five implementing branches in relation to the information you have presented in the interviews about how the balanced scorecard was used in each of the branches — apparently, there were significant differences in implementation, and there are significant differences in the relative performance of the branches (A-E). Briefly describe the relative performance of these branches, and any conclusions you can draw about how the system was implemented in each of them.
Conclude with a brief statement of advice that you might give to the board of the bank about the use of the balanced scorecard overall, and how it ought to be implemented to achieve maximum effectiveness, citing appropriate information and data to support your argument.
Albright, T.; Davis, S.; & Hibbets, A. (2001, October). Tri-Cities Community Bank: A Balanced Scorecard Case. Strategic Finance, 83(4), 54-60. – Writer I will provide this reading material
Silverthorne, S. (2008). Executing Strategy with the Balanced Scorecard. Retrieved May 17, 2010, from
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