Exam 2: The Balanced Scorecard and Strategy Map

Grapevine Corporation plans to grow by offering a cellular phone model,the QWERTY Touch Screen,which is superior and unique from the competition.Grapevine believes that putting additional resources into R&D and staying ahead of the competition with technological innovations are critical to implementing its strategy. Required: a.Is Grapevine's strategy one of product innovation and leadership,lowest total cost,or complete customer solutions? Briefly explain. Identify at least one key element that you would expect to see included in the Balanced Scorecard: b.for the financial perspective; c.for the customer perspective; d.for the process perspective; and e.for the learning and growth perspective.

The return-on-investment ratio is an example of a Balanced Scorecard's measure of the:

Draw a strategy map that identifies the cause-and-effect linkages of the following objectives: Process quality Customer loyalty Skilled production workers Return on investment

Which of the following statements regarding aligning the organization to strategic objectives is true?

Key performance indicator cards:

Translating a company's strategy to operational terms:

The roles of performance measurement systems in organizations include all of the following EXCEPT:

To further the company's strategy,measures on the balanced scorecard would MOST likely include:

Success for nonprofit and government organizations is measured primarily by:

Using too few balanced scorecard measures:

The financial perspective addresses which processes must we excel at to meet our customer and shareholder expectations.

All of the following questions relate to the Balanced Scorecard's learning and growth perspective EXCEPT:

Critical dimensions of the regulatory and social performance from the process perspective of the Balanced Scorecard include all of the following EXCEPT:

Intangible assets that are currently reported on the balance sheet include:

To create the Balanced Scorecard,first measures are identified and then translated into objectives.

Nonprofit and government organizations generally place an objective related to their social impact and mission at the top of their scorecard and strategy map.

The saying "what gets measured gets done" refers to measuring performance:

The use of multiple-performance measures in the Balanced Scorecard would be expected to lead to all of the following EXCEPT:

If process perspective measure from the Balanced Scorecard was shorter cycle times,then a driver from the learning and growth perspective would MOST likely be to:

A properly constructed Balanced Scorecard tells the story of a business unit's strategy.