4.2.2.2 Technological environment
The recent dramatic changes of the Internet traditional economic models had dramatically transformed the selling strategies of corporations in the sector. Online sales of household electrical appliances are expanding in China due to attractive payment conditions, widening delivery areas as well as the rising quality of after-sale services. In response, E Manufacturing had entered into Networking Strategy Stage operates in a new mode demonstrating features of networking. The group had embodied three respects: scale free supply chain, border free and manager free enterprise. Meanwhile, high-end customers show great interest in smart household appliances that have only recently been introduced in China. The group …show more content…
The BSC fits E Manufacturing corporate context well back to the time of 2005. The motivations behind the implementation of BSC in E Manufacturing were mainly due to its unhesitating towards changes to sustain business growth and strong concern for innovation in products and services. Furthermore, the BSC targets at ameliorating financial results that fit the group’s goals and objectives.
E Manufacturing has been using the BSC for over three years until 2008 when it had drew a full stop. The top management had identified the key measurements of the BSC blend with the group’s strategy, culture, vision and mission. The BSC adopted by E Manufacturing contain the generic measures developed by Kaplan and Norton: the financial perspective, customer perspective, internal business processes perspective and learning and growth perspective. However, the group had exerted greater focus on financial and operational measurements because these tend to show much straightforward performance results. And as traditional performance measurements applied since the beginning of the business operation, the management is more familiarised with the use of these measurements. The customer perspective at the business unit level is measured through customer service while the innovation and learning perspective through …show more content…
With the intensity of the competition, complexity and uncertainty of which things evolve, operating functions and business units require a higher autonomy to stay responsive and competitive. Needless to say, the introduction of the BSC for the group had effectively contributes to reinforce the autonomy of business units such as the measurement of performance, the objective setting, the restructuring of the value chain or the development of incentive schemes. The finding is in consistent with Crabtree and Debusk (2008) and Tayler (2010) observation that the BSC drives the group to align resources to the strategic objectives. Align with Bewer (2003), the BSC brings clear answers through different perspectives to the E Manufacturing’s corporate strategy in terms of the specified products and services as well the targeted markets. The CEO also stated that the BSC is not only helpful in developing a strategy map that reinforces the translation of the strategy for the group, but also allows every management practice to find its root in
The recent dramatic changes of the Internet traditional economic models had dramatically transformed the selling strategies of corporations in the sector. Online sales of household electrical appliances are expanding in China due to attractive payment conditions, widening delivery areas as well as the rising quality of after-sale services. In response, E Manufacturing had entered into Networking Strategy Stage operates in a new mode demonstrating features of networking. The group had embodied three respects: scale free supply chain, border free and manager free enterprise. Meanwhile, high-end customers show great interest in smart household appliances that have only recently been introduced in China. The group …show more content…
The BSC fits E Manufacturing corporate context well back to the time of 2005. The motivations behind the implementation of BSC in E Manufacturing were mainly due to its unhesitating towards changes to sustain business growth and strong concern for innovation in products and services. Furthermore, the BSC targets at ameliorating financial results that fit the group’s goals and objectives.
E Manufacturing has been using the BSC for over three years until 2008 when it had drew a full stop. The top management had identified the key measurements of the BSC blend with the group’s strategy, culture, vision and mission. The BSC adopted by E Manufacturing contain the generic measures developed by Kaplan and Norton: the financial perspective, customer perspective, internal business processes perspective and learning and growth perspective. However, the group had exerted greater focus on financial and operational measurements because these tend to show much straightforward performance results. And as traditional performance measurements applied since the beginning of the business operation, the management is more familiarised with the use of these measurements. The customer perspective at the business unit level is measured through customer service while the innovation and learning perspective through …show more content…
With the intensity of the competition, complexity and uncertainty of which things evolve, operating functions and business units require a higher autonomy to stay responsive and competitive. Needless to say, the introduction of the BSC for the group had effectively contributes to reinforce the autonomy of business units such as the measurement of performance, the objective setting, the restructuring of the value chain or the development of incentive schemes. The finding is in consistent with Crabtree and Debusk (2008) and Tayler (2010) observation that the BSC drives the group to align resources to the strategic objectives. Align with Bewer (2003), the BSC brings clear answers through different perspectives to the E Manufacturing’s corporate strategy in terms of the specified products and services as well the targeted markets. The CEO also stated that the BSC is not only helpful in developing a strategy map that reinforces the translation of the strategy for the group, but also allows every management practice to find its root in