Balanced Scorecard perspectives to explore the competitive advantage key factors of the Banking Industry-A Case Study of C Bank

• Main Authors: Ming-Heng Chan, 詹明衡
• Other Authors: Shin-Yuh Liu
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/nnaeqk

碩士 === 朝陽科技大學 === 企業管理系高階產業經營碩士在職專班 === 103 === The Balanced Scorecard (BSC) can help executives transform corporates’ visions, targets and strategies into an explicit set of linkages among the targets, strategies and performance measures. In order to achieve the remarkable results, managers can also utilize BSC to identify the needs of customers, internal business processes, performances linkage management. Strategically, BSC aims to direct the attention of executives and employees on those factors expected to lead to competitive breakthroughs for corporates. While BSC continually leads to the corporates’ improvement, it can enhance the capabilities for development as well. The study tries to illustrate the translation of key success factors of the Balanced Scorecard into the competitive advantages of the banking system with the case: Bank C. Based on the study, the bank could capture the competitive advantages through scrutinizing its visions, targets, quantitative indicators, complementary measures and adaptabilities to changes. By doing so, the bank can acknowledge its competitive advantages and cope with the challenges in the future.