Table of contents
NEW measures FOR business
Richard PhillipsAccurate measurement has been a key tool of management in the search for profits. But over the few years, new beliefs and views of how best to measure performance have given some…
Non‐financial factors for investors
Guy DresserIncreasing numbers of companies recognize the importance to their long‐term success of non‐financial measures of business performance. But is the investment community still…
Visible VALUE CREATION
Skandia, the Sweden‐based international insurer, uses a ‘Navigator’ system to chart the investment it is making in intellectual capital management and the financial benefits…
THE SENSE OF balance
David NortonIn the 1990s the Balanced Scorecard has become an established tool for integrating financial and non‐financial perspectives into performance management. Its co‐developer, Dr David…
EUROPE'S ROUTE TO GOALS
The European model for business excellence is, with the Balanced Scorecard, one of the most popular frameworks used by companies to integrate strategic elements of management…
KEEPING SCORE
Global telecommunications provider BT uses the Balanced Scorecard as a mechanism for ensuring that the operational activities of its divisions and business units support its…
WHEN ONLY the best IS GOOD ENOUGH
Marion LovedayWhy Dr Robert Camp, leading international benchmarking champion, believes that focusing on ‘best practice’ processes is the key to continued market success.
Telling what you know
Even performance within an award winning company can vary between excellent and average. Texas Instruments Europe, 1995 European Quality Award winner, spreads best practice…
DIFFICULTIES IN MEASURING THE COST OF POOR OUALITY
Lars SörqvistReducing a company's non‐value creating costs — the cost of poor quality — is one of the best ways of increasing profitability and competitiveness. The potential is considerable…
ACCOUNTING for PROCESSES
Paul HesselschwerdtAligning key business processes to financial accounts enables companies such as Electrolux to improve both business and financial performance, explains Paul Hesselschwerdt, head…
A practical approach to DEFINING KEY INDICATORS
Andrew NeelyIdentifying key drivers of business performance helps to establish the right performance measures, but the measurement system is more likely to be successful if it can be embedded…
RENFE MAKES MODEL ALLIANCES
Marion LovedayThe customer‐supplier strategic alliance established by RENFE, the Spanish national railway company relies on an adapted and customized version of the European model for business…
LESSONS FROM THE pyramids
Jay CurryCompanies across the spectrum can benefit from the ten lessons drawn from the use of ‘customer pyramids’, says Jay Curry.
SATISFACTION is no guarantee of RETURN
Guy DresserCustomer satisfaction programmes are an increasingly costly part of most business budgets, yet proof that they produce loyal customers is elusive. As a result, leading companies…
HOW EDY'S MIXES payments with results
At Edy's Grand Ice Cream, a ‘cobweb’ of measures drives an innovative system of performance‐related pay.
ISSN:
1368-3047Online date, start – end:
1997Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Mr Jos Van Iwaarden
- Professor Giovanni Schiuma