在全球化競爭中,過去中小企業之優勢利基(niche),面臨著汰換與轉型之窘境,而傳統關鍵績效指標管理(Key Performance Indicator Management)並未能給予企業掌握未來方向與組織變革的能力,故本研究以個案研究法,探討某餐飲企業在導入平衡計分卡做為策略管理的過程研究,並建構個案餐飲企業之策略地圖與四大策略構面。針對該餐飲事業,所建構的平衡計分卡推論出四大策略構面,其中財務構面之策略議題為「營收成長」與「降低成本」,顧客構面為「物超所值」「完美婚禮體驗」「熟客體驗」,內部流程為「物超所值創價鍊」、「完美婚禮管理」、「熟客管理」,學習與成長構面為「成本管理能力」、「生產管理能力」、「感動服務」「團隊合作力」與「動作流程」以此四大策略構面為基礎,為企業建構完整的策略管理,並提供建議。
The small and medium enterprise (SME) used to have the advantage for niche; however, in global competition, the small and medium enterprise is facing with elimination and transformation, and the traditional Key Performance Indicator Management is not able to give SME a guideline for its future and an ability to change for its organization. Therefore, this research is an individual case for discussing how a food and beverage company uses Balanced Scorecard for its strategic management and an individual case as well for a food and beverage industry’s strategic map and four strategic dimensions. To the food and beverage enterprise, the created Balanced Scorecard infers four strategic dimensions. “Profit Grow” and “Cost Down” construct the financial dimension for the strategic issue, “Value For Money” “Perfect Wedding Experience” “Old Customer Experience” make up the customer dimension, “Value for Money Management” “Perfect Wedding Management” “Old Costumer Management” form the inside process dimension, “Cost Management” “Manufacturing Management” “To Heart Service” “Team Work” and “Activity Process” found the learning dimension. These four dimensions are the foundation of strategic management and the advice for the enterprise.
為了持續優化網站功能與使用者體驗,本網站將Cookies分析技術用於網站營運、分析和個人化服務之目的。
若您繼續瀏覽本網站,即表示您同意本網站使用Cookies。