Einfluss der Balanced-Scorecard-Werteparameter auf den Unternehmenswert in einem Regressionsmodell am Beispiel der Versicherungsbranche

In this paper we analyse the importance of the balanced scorecard parameters for the company value. Thus the relevance of the balanced scorecard parameters for the economic success of the company can be accurately quantified. Furthermore optimal value based management rules can be derived. The regression model is thereby defined for companies of any industry sector and then applied for a company of the insurance sector. The importance of the balanced scorecard parameters is estimated using the maximum likelihood method. The parameters are analysed with respect to their statistical significance. Classical and generalized linear regression models are applied. As the result the management can identify the most relevant parameters of the balanced scorecard and manage the company on the basis of these value drivers.     

平衡计分法在企业信用评级中的应用

基于平衡计分卡基本原理、现代信用理论和财务分析理论,从被评企业战略层面出发,对被评企业从财务、客户、内部运营和学习成长四个方面开展全方位的分析评判,设计了平衡计分法下信用评级指标体系和信用评分方法,并将其应用于一个实例分析。     

水力发电企业基于平衡计分卡的绩效管理体系构建研究

随着电力体制改革逐步深化,提高水力发电企业绩效管理水平具有重要意义。为此,以C水电开发公司为例,在分析其绩效管理现状的基础上,详细阐述了该公司构建平衡计分卡的绩效管理体系的全过程,以求为水力发电企业运用平衡计分卡理论提供借鉴。     

Double Two*

Double Two is a privately owned clothing manufacturer based in the United Kingdom. The case portrays the historical development of the company, with specific emphasis on the last 20 years. The case outlines the structural and strategic management accounting issues confronting the company particularly over the last 20 years. Students are exposed to issues associated with balanced scorecard construction and implementation and the use of return on investment to measure divisional performance.     

The balanced scorecard--measures that drive performance

Frustrated by the inadequacies of traditional performance measurement systems, some managers have abandoned financial measures like return on equity and earnings per share. "Make operational improvements and the numbers will follow," the argument goes. But managers do not want to choose between financial and operational measures. Executives want a balanced presentation of measures that allow them to view the company from several perspectives simultaneously. During a year-long research project with 12 companies at the leading edge of performance measurement, the authors developed a "balanced scorecard," a new performance measurement system that gives top managers a fast but comprehensive view of the business. The balanced scorecard includes financial measures that tell the results of actions already taken. And it complements those financial measures with three sets of operational measures having to do with customer satisfaction, internal processes, and the organization's ability to learn and improve--the activities that drive future financial performance. Managers can create a balanced scorecard by translating their company's strategy and mission statements into specific goals and measures. To create the part of the scorecard that focuses on the customer perspective, for example, executives at Electronic Circuits Inc. established general goals for customer performance: get standard products to market sooner, improve customers' time-to-market, become customers' supplier of choice through partnerships, and develop innovative products tailored to customer needs. Managers translated these elements of strategy into four specific goals and identified a measure for each.     

吸收风险投资对企业投资效率的影响研究--基于创业板的数据研究

以创业板上市公司为研究对象,就初创公司上市后是否吸收风险投资、吸收风险投资的比例以及是否存在风险投资机构的联合投资展开实证研究。结果表明:公司上市后风险投资参与仍可以显著提高企业的投资效率,风险投资比例越高,越有利于提高投资效率,联合投资也对此有正向促进作用。     

Performance Measure Congruity and the Balanced Scorecard

This paper studies the incentive effects of a balanced scorecard within a multitask agency framework under both formal and relational contracts. First, the main characteristics of the balanced scorecard are analyzed with respect to performance measure congruity. It is shown that under complete verifiability, a properly designed balanced scorecard is capable of perfectly aligning the interests of owners and employees by means of an explicit contract. I then investigate whether subjective performance evaluation is beneficial when not all the scorecard measures are contractible. It emerges that congruity of the contractible scorecard measures constrains a purely implicit incentive contract, but the first‐best solution may still be obtained through a combination of formal and relational contracts. Furthermore, a purely explicit contract in most cases can be improved by incorporating subjective rewards.     

The balance on the balanced scorecard a critical analysis of some of its assumptions

In recent years academic scholars have given increasing attention to the importance of strategic measurement systems including both non-financial and financial measures. One of the approaches adopted is that of the balanced scorecard. It is distinct from other strategic measurement systems in that it is more than an ad hoc collection of financial and non-financial measures. It contains outcome measures and the performance drivers of outcomes, linked together in cause-and-effect relationships, and thus aims to be a feed-forward control system. Furthermore, the balanced scorecard is intended not only as a strategic measurement system but also as a strategic control system which can align departmental and personal goals to overall strategy. This paper first examines the extent to which there is a cause-and-effect relationship among the four areas of measurement suggested (the financial, customer, internal-business-process and learning and growth perspectives). The paper then examines whether the balanced scorecard can link strategy to operational metrics which managers can understand and influence. Finally, it discusses and suggests some improvements to the balanced scorecard.     

对国有投资控股或参股公司进行审计的研究

随着现代企业制度的发展,各类企业为增强企业实力,引入了国有、民营、私人及国外战略投资,组建上市或非上市股份制控股或参股公司,产权结构日趋多元化。合资公司或多或少存在着控制乏力、管理薄弱的问题,如何实施对这类公司的监管,特别是从内部审计的角度如何介入,以维护投资方的利益,实现投资目的,是一个亟待解决的课题。本文拟对合资公司实施内部审计的必要性,内部审计的内容以及应注意的问题和对策,进行初步的探讨。     

THE RISE AND USE OF BALANCED SCORECARD MEASURES IN AUSTRALIAN GOVERNMENT DEPARTMENTS

This paper examines the rise and use of balanced scorecard performance measurement systems in Australian government departments. Through a survey of all Australian federal, state and territory government departments we find that Australian government departments include a broad set of financial and non‐financial measures within a balanced scorecard approach. Theoretically, our findings lend support for both economic and ‘external’ institutional rationales for the implementation and use of balanced scorecard measures. We find that those government departments reporting greater implementation of balanced scorecard performance measures also report greater benefits for organisational decisions. Our findings shed light on the use, and further potential, of BSC performance measurement systems as part of the management control system in Government departments.     

试论平衡计分卡在商业银行绩效评价中的应用 —以某国有银行Z分行为例

平衡计分卡是目前先进的绩效管理工具,在我国商业银行的绩效管理中得到广泛 运用,但主要以定性评价为主。本文以某国有银行Z分行为例,按照平衡计分卡理论进行绩效 考核指标重构,通过计量模型实证检验了财务指标与非财务指标之间的相互关系,并对商业银 行运用平衡计分卡开展绩效评价进行了有益的探索。     

The Balanced Scorecard and its Possibilities: The Initial Experiences of a Singaporean Firm

This paper examines the multiple possibilities that arise from the translation of actors' hopes and aspirations when implementing a balanced scorecard. The issue is studied in the context of a Singaporean security company in the initial stages of implementing a BSC. We find that the BSC is a 'messy' object, being different things to different people. This messy object is a result of the many possibilities that the BSC might become which ultimately require translating into the local setting. As such, this view challenges Kaplan and Norton's idea of the BSC as a generic and unitary object of performance measurement that is readily applicable to a variety of situations.     

VALUE CREATION AT ANHEUSER-BUSCH: A REAL OPTIONS EXAMPLE

The management of Anheuser-Busch created $11.5 billion of shareholder value between 1996 and 1998, a period in which U.S. demand for beer was flat and the company's profits grew only modestly. Of that $11.5 billion, the authors estimate that nearly $10 billion can be attributed to the growth options created or expanded by the company during that period. While divesting itself of unrelated businesses, such as snack foods, Busch stadium, and the St. Louis Cardinals baseball franchise, the company began purchasing minority equity interests in brewing concerns in markets with growing demand for beer, including Mexico, Brazil, Chile, Argentina, and the Philippines.
The main undertaking of the paper is to use the real options valuation method to estimate the growth option value that Anheuser-Busch has created through its investments in joint ventures in foreign markets. The authors focus specifically on a joint venture in the Argentina/Chile market, and argue that this arrangement gives the company the flexibility to invest in a complete brewing and distribution system in that market after learning about the market's potential. In other words, the joint venture creates a call option on the Argentina/Chile market. Traditional DCF analysis, which ignores the flexibility in the strategy, assigns a negative NPV to the joint venture. But explicit recognition of the "option-ality" built into the investment results in a very different valuation—as well as a plausible explanation of the growth option value in the company's stock price.
As the Anheuser-Busch example also illustrates, valuation of the real option depends critically on the assumption about the volatility of the future value of the investment projects. The authors provide an intuitively useful way for managers to examine their own volatility assumptions—one that draws on the probability assessments that are part of the well-known Black-Scholes model.     

Simulador de vuelo ejecutivo como medio de aprendizaje en la planeación de recursos de nuevas empresas bajo el enfoque del marcador balanceado

A deficient strategic planning in new companies has produced that entrepreneurs initial decisions haven’t been the appropriate and, in the long term, consequences will be reflected in the failure of many new companies. The objective of this article is to propose an executive flight simulator that will help to identify and evaluate different strategies for the development of resources of a new manufacturing company, based on the four perspectives of the balanced scorecard that will help the user to become sensitive in the impact that this will have in the performance measures. The simulator is designed under the System Dynamics view for educational purposes in MBAs, entrepreneurship or executive development programs.     

Executive flight simulator as a learning tool in new companies’ resource planning based on the balanced scorecard

In many cases, a deficient strategic planning in new companies has led entrepreneurs to take inadequate initial decisions that, in the long term, reflect consequences in the failure of many new businesses. The objective of this article is to propose an executive flight simulator, which will help to identify and evaluate the different development strategies for resources of a new manufacturing company, under the four perspectives of the balanced scorecard, educating the user on the impact that these would have in the main performance indicators. The simulator is designed utilizing the focus of system dynamics to be used didactically in master's degree programs in administration, by entrepreneurs or in executive development programs.     

The Value-Relevance of Financial and Nonfinancial Information—Evidence from Taiwan’s Information Electronics Industry

This study integrates general measurements of the information electronics industry based on the concepts of the balanced scorecard, intellectual capital, and intangible assets. The reasons for the difference between the corporate market value and book value are also analyzed, and the impacts of both financial and nonfinancial perspectives on the corporate value are explored. The component items of net income are found to be more effective in explaining the value of a company than merely looking at the bottom line. It is concluded that RI and EVA have significant and similar explanatory power in terms of evaluating the performance of the information electronics industry. Moreover, a review of the nonfinancial performance of information electronics companies on the basis of segmented samples reveals significant results in terms of explaining the value of the upstream, midstream, and downstream companies.     

创业企业价值提升的关键因素分析——两阶段动态演化视角

创业企业的成长是一个纷繁复杂的过程,它可能需要经过若干次障碍突破与克服困难,才能实现企业价值的提升。为此,本文分析了影响创业企业价值的关键因素,并在此基础上提出了提升企业价值的对策,以期为我国创业企业持续成长有所启迪。     

A Balanced Scorecard for Maple Leaf Consulting

Maple Leaf Consulting is the disguised name for an actual medium‐sized international engineering and environmental consulting firm. In its 35 years of operations, the firm has grown from a single 10‐person office in Canada to more than 3,000 employees worldwide. Despite the growth from providing only specialized geotechnical engineering to many related technical specializations, the firm retained its nonbureaucratic orientation. Now, while emphasizing innovative world‐class technical knowledge, the fictional firm must resolve a series of organizational transition issues, which the actual firm did through the use of the balanced scorecard. The purpose of this case is for students to develop a preliminary balanced scorecard with appropriate measures.     

Management Roles and Sustainability Information. Exploring Corporate Practice

Little empirical research has been conducted on perceptions of the types of sustainability information dealt with by different managers in internal company processes. In this study the roles of different managers are distinguished based on contingency theory and using the categorisation in the sustainability balanced scorecard concept. Expected sustainability information types are identified for these roles and hypotheses are derived and tested about perceptions of the types of sustainability information in different management roles. Interviews identified 116 roles involved with sustainability information in a set of leading German and UK sustainability reporting companies. Results from analysing sustainability information types contingent upon different management roles contribute to the understanding of sustainability accounting systems and practices and how companies can best support different management roles with appropriate sustainability information.     

Commentary on the Adjustments Required for Intercompany Transactions when Equity Accounting Under IAS 28

The IASB has several projects on the equity method of accounting that involve the transfer of assets between an investor and its associate or joint venture. This paper provides a commentary on this issue by providing examples of alternative methods of adjusting for inter‐company profits. The underlying concepts for alternative approaches are discussed. The conclusion outlines the steps the IASB needs to take to resolve this issue.