Implementation of balanced scorecard (BSC) in small, auto-parts manufacturing companies: Sahand Khodro Company of Tabriz

摘要

Nowadays, many organizations are mainly concerned about codification and implementation of strategies which ensure their success and survival in ever-changing, complex environmental circumstances. Balanced scorecard (BSC) provides a means for organizations to codify and execute strategies in different aspects of the organization and manage their strategic performance. In order to implement the BSC in Sahand Khodro Company, we executed five principles of strategy- focused organizations in the following order: 1) Translate the strategy to operational terms, 2) redirect the organization for the materialization of the strategy, 3) make the strategy the everyday job of everybody, 4) convert the strategy into an incessant process and 5) mobilize the organization for change by leadership and management. By implementing the Balanced Scorecard, Sahand Khodro Company was able to achieve greater profitability and better response in relation to all the beneficiaries involving customers, employees, director and owner of the company, and the society.