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Rethinking performance measurement : = beyond the balanced scorecard /

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Rethinking performance measurement :/ Marshall W. Meyer.
Reminder of title:	beyond the balanced scorecard /
Author:	Meyer, Marshall W.,
Description:	1 online resource (xiv, 202 pages) :digital, PDF file(s). :
Notes:	Title from publisher's bibliographic system (viewed on 05 Oct 2015).
Subject:	Organizational effectiveness - Measurement. -
Online resource:	https://doi.org/10.1017/CBO9780511753824
ISBN:	9780511753824 (ebook)

Rethinking performance measurement : = beyond the balanced scorecard /
Meyer, Marshall W.,

Rethinking performance measurement :beyond the balanced scorecard /Marshall W. Meyer. - 1 online resource (xiv, 202 pages) :digital, PDF file(s).

Title from publisher's bibliographic system (viewed on 05 Oct 2015).

Why are performance measures so bad? -- Running down of performance measures -- In search of balance -- From cost drivers to revenue drivers -- Learning from ABPA -- Managing and strategizing with ABPA.

Performance measurement remains a vexing problem for business firms and other kinds of organisations. This book explains why: the performance we want to measure (long-term cash flows, long-term viability) and the performance we can measure (current cash flows, customer satisfaction, etc.) are not the same. The 'balanced scorecard', which has been widely adopted by US firms, does not solve these underlying problems of performance measurement and may exacerbate them because it provides no guidance on how to combine dissimilar measures into an overall appraisal of performance. A measurement technique called activity-based profitability analysis (ABPA) is suggested as a partial solution, especially to the problem of combining dissimilar measures. ABPA estimates the revenue consequences of each activity performed for the customer, allowing firms to compare revenues with costs for these activities and hence to discriminate between activities that are ultimately profitable and those that are not.

ISBN: 9780511753824 (ebook)Subjects--Topical Terms:

585882
Organizational effectiveness
--Measurement.

LC Class. No.: HD58.9 / .M487 2002

Dewey Class. No.: 658.4/01

Rethinking performance measurement : = beyond the balanced scorecard /
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505 0 $a Why are performance measures so bad? -- Running down of performance measures -- In search of balance -- From cost drivers to revenue drivers -- Learning from ABPA -- Managing and strategizing with ABPA.
520 $a Performance measurement remains a vexing problem for business firms and other kinds of organisations. This book explains why: the performance we want to measure (long-term cash flows, long-term viability) and the performance we can measure (current cash flows, customer satisfaction, etc.) are not the same. The 'balanced scorecard', which has been widely adopted by US firms, does not solve these underlying problems of performance measurement and may exacerbate them because it provides no guidance on how to combine dissimilar measures into an overall appraisal of performance. A measurement technique called activity-based profitability analysis (ABPA) is suggested as a partial solution, especially to the problem of combining dissimilar measures. ABPA estimates the revenue consequences of each activity performed for the customer, allowing firms to compare revenues with costs for these activities and hence to discriminate between activities that are ultimately profitable and those that are not.
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