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By Stefano Biazzo, Patrizia Garengo

Do we actually recognize the severe phenomena which are associated with how agencies functionality and the dynamics in their relationships with consumers, providers and rivals? Are their decision-making procedures based upon a suite of functionality measurements that have been appropriately designed and systematically elaborated? The above questions are the focal point of this publication, as is the subsequent premise: corporations want a procedure to degree their severe performances to allow them to be controlled successfully; metaphorically talking, agencies want a “management dashboard” to function a navigational relief. A dashboard to teach – with as few distortions as attainable – the development of key variables that characterizes the categorical formulation organisations use to stand their aggressive and social setting.

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Furthermore, the identification of critical financial indicators takes place after the critical success factors in the value proposition and the functioning of internal processes have been clarified. Lastly, there is the human resources perspective; it is the last one because its development must begin with clarifications of the critical factors in the other three perspectives. A % of accepted offers A C Successfully finished projects Punctually finished projects Productions A re-done due to non conformity A % of accepted proc.

The paragraphs to follow will further deal with such concepts by exploring the relationship between the BSC and the four engines of strategy management. 2 BSC, Learning Loops and Strategy Review Loops As has been shown, the establishment of the BSC calls for the identification of critical success factors and a strategy map: in other words, a summary of the points of reference that the desired entrepreneurial formula is built on. Therefore, there is no doubt that the formation and review process of intentional strategy finds, in the BSC, an important support tool.

Honda (which back then was only a producer of motorcycles) entered the US motorcycle market – dominated by Harley-Davidson, BSA, Triumph, Norton and Moto Guzzi – in 1959; 7 years after its entry, Honda had captured 63% of the entire market share At the beginning, the story of Honda’s success was seen as an example of perfect realisation of an accurate expansion strategy. The report of the Boston Consulting Group (commissioned in 1975 by the British government to understand the causes of the decline of its motorcycle industry and to find possible strategic solutions) described Japanese manufacturers, and especially their leader Honda, in these Inte n stra tiona teg l y Deliberate strategy Non-realised strategy Fig.

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