财务报表及相关知识讲解.pptVIP

Features of a Good Balanced Scorecard Must motivate managers to take actions that eventually result in improvements in financial performance Predominately applies to for-profit entities, but has some application to not-for-profit entities as well Limits the number of measures, identifying only the most critical ones Highlights less-than-optimal tradeoffs that managers may make when they fail to consider operational and financial measures together 第六十一页，共一百零七页。 Balanced Scorecard Implementation Pitfalls易犯錯誤 Managers should not assume the cause-and-effect linkages are precise: they are merely hypotheses Managers should not seek improvements across all of the measures all of the time Managers should not use only objective measures: subjective measures are important as well 第六十二页，共一百零七页。 Balanced Scorecard Implementation Pitfalls Managers must include both costs and benefits of initiatives placed in the balanced scorecard: costs are often overlooked Managers should not ignore nonfinancial measures when evaluating employees Managers should not use too many measures 第六十三页，共一百零七页。 Evaluating Strategy Strategic Analysis of Operating Income – three parts: Growth Component – measures the change in operating income attributable solely to the change in the quantity of output sold between the current and prior periods Price-Recovery Component – measures the change in operating income attributable solely to changes in prices of inputs and outputs between the current and prior periods 第六十四页，共一百零七页。 Evaluating Strategy Strategic Analysis of Operating Income Productivity Component – measures the change in costs attributable to a change in the quantity of inputs between the current and prior periods 第六十五页，共一百零七页。 Revenue Effect of Growth 第六十六页，共一百零七页。 Cost Effect of Growth for Variable Costs 第六十七页，共一百零七页。 Cost Effect of Growth for Fixed Costs Assuming Adequate Current Capacity: 第六十八页，共一百零七页。 Cost Effect of Growth for Fixed Costs Assuming Inadequate Current Capacity: 第六十九页，共一百零七页。