| Title: | A Case Study of the Balance Scorecard of Beiyan Mall |
| Author: | Wang Ying |
| Advisor: | Dr. Zhang Li |
| Degree: | Master of Business Administration |
| Major: | International Business Management |
| Faculty: | Graduate School |
| Academic year: | 2566 (2023) |
| Url:
Published: |
Proceedings The 15th National and International Academic Conference “Creating Shared-Value and Innovation for Sustainability” 18-20 January 2023, pp.1148-1160 |
Abstract
The purpose of this study is to use the Balanced scorecard in Beiyan Mall, and find out the effect of performance evaluation and strategy management system used by small enterprises in today’s context. The three objectives of this study are to 1) To solve the shortcomings of a single financial indicator. 2) To formulate short -term performance indicators and long -term strategic goals. 3) To implement the balance between external (customer and shareholders) and internal (such as process and employees).
This paper uses the literature method to analyze problems, taking Beiyan Mall as an example, and using the Balanced scorecard theory to measure strategic and operational performance from the financial and non-financial aspects, that is, from four interrelated perspectives. The use of Balanced scorecard in small business management is also increasing. The results show that the Balanced scorecard helps companies to solve two basic problems: effectively measure corporate performance and assist managers to implement strategies to improve performance. The improvement of organizational performance after the implementation of the Balanced scorecard system in Beiyan Shopping Center. The system has enabled shopping malls to focus on creating value for stakeholders (customers, employees, and shareholders) while achieving strategic goals. The conclusion of the study is that the Balanced scorecard system is an effective performance management system, which provides a balanced and comprehensive method to measure the long-term performance of the organization. The Balanced scorecard overcomes the limitations of using financial indicators alone for performance management. The Balanced scorecard provides a strategic approach to explore value creation from four different perspectives. I hope that the research in this article can help Beiyan Shopping Center gain a new understanding of its own performance management. At the same time, it can also help more researchers provide more experience and reference, which is helpful for the performance management of small enterprises.
Keywords: balanced score card, small companies, performance
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Master of Business Administration (International Program), Siam University, Bangkok, Thailand