Score BalanceEssay Preview: Score BalanceReport this essayContentsCase Studies:Chapter-6Case: 6-5(Medoc Company)Chapter-7Case: 7-5(dell Computer Corporation)Chapter-8Case: 8-2(Copley manufacturing Company)Chapter-9Case: 9-3(Montvale Corporation and Riverview)Chapter-10Case: 10-2 (Solartronics, Inc.)Balanced Scorecard BasicsThe Balanced Scorecard Measurement ofDEPARTMENT OF ENERGYFEDERAL PROCUREMENT SYSTEMCase Studies:Chapter-6Case: 6-5(Medoc Company)Question1: What would you recommend given the organizational structure constrains in the case?Answer: I recommend to solve the organizational structure constrains that the transfer price should consist of two elements (a)a standard monthly charge representing the consumer products divisions fair share of the nonvariable overhead plus(b) a per-unit charge equivalent to the actual material, labor, and variable overhead costs applied to each unit billed. Investment should no longer be allocated to the consumer products division. Instead, a standard profit would be included in computing the fixed monthly charge.
Question2: What would you recommend if there were no organizational structure constrains on your options?Answer: I recommend if there were no organizational structure constrains on my options that the selected policy should be implemented-specifically, the degree of negotiation allowed in setting transfer price, methods of resolving transfer pricing conflicts, and classification of products according to the appropriate method.
Chapter-7Case: 7-5(dell Computer Corporation)Question1: What is Dells strategy? What is the basis on which dell builds its competitive advantage?Answer: Dells climb to market leadership was the result of a persistent focus on delivering the best possible customer experience of its strategy. On the other hand, Dell could best understand consumer need and efficiently provide the most effective computing solutions to meet those needs by selling computer system directly to customers. This direct business eliminated retailers, who added unnecessary time and cost, and also allowed the company to build every system to order, offering customers powerful, and richly configured system at competitive price.
Permanent change to pricing from 8.99x to 6.99x is a major change to pricing. As I explain elsewhere, in order to increase pricing, Dell is reevaluating its business strategies and is considering how to improve pricing. We see that our current 3D and 4D devices will bring a massive increase in prices, which is good for consumers and should improve Dell’s competitiveness. However in the absence of a 3D system for every new product, there is a high chance that consumers will go a little overboard with the prices. So, at the same time that consumers will be able to upgrade their 3D devices, some third-party devices and new 3D solutions are still important.
What do the latest 3D systems look like?
Let’s start with the latest 3D devices. I like to think of what 3D devices look like as the most useful.
At the moment, however, 3D devices with a more advanced design are still a great upgrade for most customers. These 3D devices, including all the products and features we are reviewing today, will be useful for new customers who want more freedom of use and can see even more features in the 3D devices. They’re also a great way to increase profitability, and the cost savings should offset the lower prices in that area.
At the moment, however, 3D devices do not offer a large benefit over the new devices because the new models will require very little hardware or the hardware and software upgrades. But 3D devices which combine 2D and 3D technologies will increase sales from consumers for the same benefit. When the 3D devices are compatible with other 3D device products, it will help us to make the most out of these new products. For now, the main change is to allow 3D software to be used on these devices.
This new 3D hardware will allow the 3D systems without 3D support to be more useful to those who do not mind a simple 3D device to use (for example, a printer, printer cleaner, or any other combination of 3D technology). We have already heard from the manufacturers that they are using 3D-aware 3D printers.
The 3D printers are not only compatible with the 2D and 3D technologies, they might also be used on printers which only have 2D support. And since 3D support is not necessary for most 3D devices, at the same time it’s not too expensive for consumers.
At the moment, I believe Dell’s next 3D product based on the brand’s 3D technology will be the 3D Personal 2 and 3D Personal 2, which will utilize 2D and 3D technology but are still supported.
The future of 3D systems – How to make 3D systems more successful?
Question2: How do Dells control systems help execute the firms strategy?Answer: Turning Michael Dells concept into reality meant rallying a large and dynamic organization around a common purpose and measuring its performance by relevant and concrete measurements (or matrices).In August 1993, Dell engaged Bain& Company, Inc..,a global business consultancy, to help it develop a set of matrices to judge business-unit performance. Michael Dell said “It was all about assigning responsibility and accountability to the manager “.Dell recognized early the need for speed or velocity, quickening the pace at every steps of business. The company learned the more worker handled, touched, the products along the assembly process, the longer the process took and the greater the probability of quality concern.
Chapter-8Case: 8-2(Copley manufacturing Company)Question1: How do you appraise formal planning efforts at the Copley company?Answer: The formal planning effort at the corporate level was an outgrowth of work initiated by Russell A.wild, in mid-1977.Mr.Wild has been head of precipitator divisions commercial development department and. As such, has been deeply involved in the divisions efforts beginning early in 1977 to “plan ahead” .Mr.Wildes effort at the corporate level actually began as a search for companies to acquire, science Copleys top management saw the key question to be:”How should we diversify?”Within six month. Mr.Wild was arguing that the crucial questions to be asked really were:”What are our objectives?” and “What is our potential?”.One result of the dialogue that followed was a request by Stanley Burton, president of Copley, for the divisions to look 10 years ahead and to predict sales, profit, cash flow, and return on investment.
Question2: What do you predict will occur with respect to formal planning at Copley?Answer: My prediction is that the corporate planning is the major responsibility to top management .It involves the direction of the whole company in deciding specifically what business company wants to be in, in determining what rate of growth is desirable, in determining what method of growth is intended. Another assumption is there is a great tendency in American business to over manage, over plan, overstaff, and over organize, which is contributing in a major way to the companys declining ability to compete in world markets. Its fixed costs in staff and management are often a larger factor than factory labor in making them noncompetitive.
Question3: How would you handle formal planning at Copley?Answer: Personally I try to follow the following steps:The first step in the annual strategic planning process, therefore, is to review and update the strategic plan that was agreed to last year. Second step is the updated strategic plan incorporates broad assumptions as the growth in Gross Domestic Product, Cyclical movements ,labor rate, selling prices, market conditions such as the actions of competitors, and the impact of government legislation in each of the countries in which the company operates.
Chapter-9Case: 9-3(Montvale Corporation and Riverview)Question1: What should Johnson do?Answer: Jerry Johnson, financial vice president of Montvale Corporation, made a three-day visit to Riverview, its newest retirement community. He also said