Vol. 5, No.

2 International Journal of Business and Management

12



Strategic Plan in a Greek Manufacturing Company: A Balanced
Scorecard and Strategy Map Implementation
K. P. Anagnostopoulos
Department of Production and Management Engineering, Democritus University of Thrace
67100 Xanthi, Greece
Tel: 30-2541-079-676 E-mail: [email protected]
George Elmasides
SEKAP S.A.
10 Militou, Kavala 65404, Greece
Tel: 30-2510-240-215 E-mail: [email protected]
Abstract
This paper aims to translate the strategy of a Greek manufacturing company into objectives and measures that can be
clearly communicated to all units and employees. For this purpose two basic strategic tools are implemented, the
Balanced Scorecard (BSC) and the strategy map. Based on the statements about mission, vision, and values of the
company, and the strategic analysis, we formulate the strategy on four axes. The companys strategy map is constructed
using the four axes as strategic themes, and the four traditional perspectives of the BSC. Twenty eight objectives and
thirty six measures are used, and nine departments are engaged to monitor the performance of objectives in order the
company to achieve the determined targets. Finally, ten strategic initiatives are proposed that company must carry out to
achieve the targeted performance of strategic objectives and measures.
Keywords: Strategic plan, Balanced Scorecard, Strategy Map, Strategic themes
1. Introduction
Successful strategy execution has two basic rules, understand the management cycle that links strategy and operations,
and know what tools to apply at each stage of the cycle (Kaplan and Norton, 2008b). Based on the six-stage
management system described minutely by Kaplan and Norton (2008), our work attempts to translate into objectives
and measures the strategy of a tobacco manufacturing company situated in North-East Greece. Specifically, in this
paper we focus on the first two stages using the Balanced Scorecard (BSC) and the strategy map tools for translating the
strategy.
The strategy map provides a powerful tool for visualizing the strategy as a chain of cause-and-effect relationships
among strategic objectives. Categorized into strategic themes, the objective chains start with financial objectives and
then link down to objectives of customer perspective. The chain linkage continues with objectives of internal business
process and eventuates in learning and growth perspective. Once the strategy map is developed, it is linked to the
Balanced Scorecard. With the help of BSC performance metrics (measures) and targets are determined for each strategic
objective. BSC also assists to identify the proper initiatives in order to achieve the strategic objectives.
1.1 The Six-Stage Management System
The six-stage of the management system proposed by R. Kaplan and D. Norton are shown in Figure 1. At the start of the
process (Stage 1 Develop the Strategy) the managers develop the strategy using appropriate strategy techniques such
as the SWOT Analysis, the Five Competitive Forces (Porter, 1980: pp. 3-33) and the Value Chain Model (Porter, 1985:
pp. 33-63). In the following Stage 2 Plan the Strategy the organization plans the strategy using the two basic tools, the
strategy map and the BSC. These tools enable an organization to describe and illustrate, in clear and general language,
its objectives, initiatives, and targets; the measures used to assess its performance (such as market share and customer
surveys); and the linkages that are the foundation for strategic direction (Kaplan and Norton, 2000).
The integrated strategy map and BSC are linked and diffused to all organizational units (Stage 3 Align the
Organization). In this stage, personal objectives and incentives of employees are aligned to strategic objectives. The
Stage 4 Plan Operations, where all organizational units and employees are already aligned with the strategy and
operation planning, begins using the appropriate tools (quality and process management, reengineering, process
International Journal of Business and Management February, 2010
13
activity-based costing). In Stage 5 Monitor and Learn the enterprise monitors and learns about problems, barriers, and
challenges. Finally, in Stage 6 Test and Adapt managers use internal operational data and new external environmental
and competitive data to test and adapt the strategy, launching another loop around the integrated strategy planning and
operational execution system.
1.2 The Present Work
Our work focuses on the Stage 2 of the above mentioned management system and presents an attempt of strategy
translation in a Greek manufacturing company. The strategy translation became with the help of two basic tools, BSC
and strategy map. The development of strategy (Stage 1) is demanded as precondition for the Stage 2. The strategy
development is a process that is mainly constituted of three elements (Kaplan and Norton, 2008b):
1 The enterprise identity determination (mission values vision),
2 The key issues the company faces (strategic analysis), and
3 The strategy formulation.
Regarding the first subject of strategy development, the companys statements of mission, vision and values, are the
following:
Mission
To create and generate values
For shareholders
For customers
For society, the environment and employees
Vision
To be among the leaders of Greek industry and to have a continuously growing presence in international markets
Values
Total dedication to consumers and their needs;
Respect for the environment and its protection;
On-going efforts to achieve and ensure maximum quality standards at all levels;
Harmonious merging of social intervention and modern terms of human resources organization and marketing;
High corporate social responsibility.
In order to identify the key issues, the company proceeded to strategic analysis using one of the most known tools for
this intended purpose, the SWOT analysis. Perhaps the earliest and most fundamental of all strategy analysis tools, the
SWOT analysis identifies the company's existing strengths and weaknesses, its emerging opportunities, and the
worrisome threats facing the organization (Kaplan and Norton, 2008: p. 49). The results of SWOT analysis, in relation
with companys statements about mission, vision and values, led to strategy formulation. The direction of the company
has decided to develop the strategy in four major axes:
1 High Quality Products to the Customers
2 Development of Intellectual Capital
3 Provision of Innovative Products
4 Environment Protection
The strategy translation uses also these axes as strategic pillars for the strategy map and BSC development. Firms in the
same business often have the same mission; they may also have the same values; they might even share a vision.
However, it is unlikely that even two companies in the same business will have the same strategic objectives. Indeed, if
a firms strategy can be applied to any other firm, it is not a very good one (Collis and Rukstad, 2008).
In the next pages we particularize the formation of these four strategy axes, which are reported as strategic themes. In
each strategic theme (of strategy map), there are objectives that start from financial perspective and link down to
objectives of customer. The chain linkage continues with objectives of internal business process perspective and
eventuates in learning and growth objectives. The total strategy map is given in Figure 2, where the four perspectives
and the four strategic themes are included. The integration of each strategic theme is followed by the quotation of
measures and targets for each objective, as well as the corresponding initiatives for the achievement of the mentioned
objectives. The basic elements of BSC (objectives, measures, targets and initiatives) are selected and integrated through
interviews with companys managers and the use of decision making tools (Brainstorming and Analytic Hierarchy
Vol. 5, No. 2 International Journal of Business and Management
14
Process AHP) (Anagnostopoulos et al., 2006).
In the following sections the four themes are expanded through the four perspectives.
2. High Quality Products to the Customers
In strategic theme of HIGH QUALITY PRODUCTS TO THE CUSTOMERS, and beginning from the financial perspective of
strategy map (fig. 2), there is a single objective; Increase Earnings. Table 1, provides ten objectives that belong to the
specific theme and twelve measures as well. For Increase Earnings objective, the measure of Earnings before
Interest and Tax EBIT is reported. EBIT is a frequently used performance measure for earnings determination of
various companies, worldwide. Thus it is preferred for the measurement of the relative objective (Increase Earnings of
HIGH QUALITY PRODUCTS TO THE CUSTOMERS strategic theme). We must emphasize that this measure of financial
perspective and also the measures of the same perspective in the other tree strategic themes, are performing like drivers
to the main performance measure of Economic Value Added EVA (fig. 2). Studies suggest that EVA is an effective
measure of the managerial decisions quality as well as a reliable indicator of a companys value growth in the future. In
summary, constant positive EVA values over time will increase company value, while negative EVA implies value
depreciation (Roztocki & Needy, 1999).
Concerning the customer perspective, two objectives are reported: Increase Customer Satisfaction and Retain &
Increase Market Share. By means of appropriate strategic objectives, measures, targets and initiatives the customer
value proposition is represented in the customer perspective through which the firm/business unit wants to achieve a
competitive advantage in the envisaged market segments (Figge et al., 2002). For Customer Satisfaction is proposed
the measure of Customer Satisfaction Index, while for Retain & Increase Market Share are determined two
measures, Customer Devotion Index and the Percentage of Market Share. The cause and effect relationship among
these objectives and also between them and the objective of financial perspective (Increase Earnings) is obvious (fig. 2).
The two indexes/measures pertain to statistical procedure outcomes (via appropriate statistical tools) and answers from
ad hoc questionnaires. The third measure in this specific theme and perspective (Percentage of Market Share), concerns
the change of share (%), which in turn comes from the qualitative characteristics contribution of companys products.
In internal business process perspective we meet a group of five objectives that could be denominated with the general
title of Quality Improvement. The objectives are the Decrease of Errors that Reach the Customer, the Decrease of
Error Retrieval Time, the Direct Response to Customer Complaints, the Blends Stability, and the High Quality of
Raw Materials. The first four objectives correspond to the measures Complaints Percentage, Time from Error
Localisation to Correction, Time from Complaint Expression to Regulation, and Blends Suitability, respectively.
Complaints Percentage is measure of high importance for the company. It is significant to identify, through this measure,
the errors that the customers reach, and try to reduce them. Most unhappy customers do not bother to publicize their
experiences. They dont even bother to complain. Instead, they stop buying and spread bad news in their social
networks. These small revenges represent a great loss of lifetime value that is invisible to the firm but has substantial
implications for the bottom line (Ariely, 2007). Time from Error Localisation to Correction is also a main measure.
An increase in productivity is the alpha and omega in manufacturing firms. The goal is high availability, better quality,
lower costs, higher system utilization, and, in the end, increased profitability (Baron, 2005). For Blends Suitability
measure, there is a panel of tobacco experts that is assigned with the task of selecting excellent tobaccos worldwide.
The main issue for this team is to retain the perfect quality of purchased tobaccos and to keep them up till the blending
procedure.
The measures Supplier Quality Management System and Supplier Appropriateness belong to the fifth objective of
internal business process perspective (Table 1). The companys suppliers must have been approved by any accredited
quality assurance organization. Purchased parts that do not conform to specifications can impact every aspect of the
companys business. Both the buyers approach and specification management are keys to controlling supplier quality.
Competitive cost, service, delivery time and product quality are fundamental criteria of the supplier evaluation (Hrgarek
& Bowers, 2009). As it was expected the group of Quality Improvement objectives is directly associated with Customer
Satisfaction in customer perspective (fig. 2).
The strategic theme of HIGH QUALITY PRODUCTS TO THE CUSTOMERS (as well as the rest of themes) eventuates in
learning and growth perspective, where two objectives are proposed: Increase of Educational Effectiveness and
Knowledge Management Improvement. The measure of Educational Effectiveness Index for Educational
Effectiveness objective and the Use of Systems percentage measure for Knowledge Management Improvement are
respectively introduced. Educational Effectiveness Index refers to the increase in educational effectiveness that is
determined after the completion of sophisticated training programmes and relative comprehension tests for trainees
acquisition of knowledge and capabilities certification. With the help of this index, company can also ascertain the
trainer competence and the program effectiveness. The percentage of systems use shows the exact utility of current
systems (via their use) and relative reports (users complaints, errors frequency etc). The percentage of systems use can
also reveal, except the need of updates and improvements, the requirement of a system replacement or the application
International Journal of Business and Management February, 2010
15
necessity of complementary systems.
The linkage (cause and effect relationship) of these two objectives with the group of Quality Improvement objectives
(internal business process perspective) is illustrated in Figure 2.
2.1 High Quality Products to the Customers: Authorities, Measurement Frequencies and Targets
Table 2 lists the Authorities, Measurement Frequencies and Targets of HIGH QUALITY PRODUCTS TO THE
CUSTOMERS strategic theme. Authorities are the Departments (Dpt.) of the company that are assigned to measure the
relative objectives effectiveness, and report periodically the measurement results to the manager of the particular
strategic theme. The Measurement Frequencies are the periods of time that an objective must be measured (or the
minimum period that an objective can be measured) by authorities. Finally, Targets are the desirable results of each
objective after a specific period of time at least 3 years to close the loop of Six-Stage Management System (fig. 1).
For example the objective Increase Earnings (financial perspective) has the measure of Earnings before Interest and
Tax (EBIT). The department that is assigned to measure this objective is Financial Services (FS) and it must determine
this performance every year. The target for this objective indicates that EBIT must increase up to 10%.
3. Development of Intellectual Capital
The second strategic theme is the DEVELOPMENT OF INTELLECTUAL CAPITAL, where five objectives and seven measures
are reported (Table 3). Since this theme is characterized as an internal nature theme, there is not any objective in the
customer perspective.
This theme starts, like the previous one, with the financial perspective of strategy map (fig. 2), where the objective
Cost Reduction is presented, with measures of Total Cost per Employee and Cash-to-Cash Cycle (Table 3).
Total Cost per Employee is a widely used measure, and companies efforts direct to minimize it. Cash-to-Cash
Cycle measured as the sum of days cost-of-sales in inventory, days sales in accounts receivable, less days purchases
in accounts payable. While many companies will find it difficult to have zero or negative cash-to-cash cycles, the goal
of reducing the cash cycle from current levels (Table 4) can be an excellent target for improving working capital
efficiency (Kaplan and Norton, 1996: pp. 58-57).
In strategy map we can also see that financial perspective is directly linked to (cause and effect relationship) the
objectives of internal business process (the particular theme doesnt contain any objective in customer perspective),
namely Employee Attrition and Increase Employee Utilization. The Employee Attrition is measured by
Percentage of Employee Turnover, while Employee Utilization Increase by measures of Manufacturing Cycle
Effectiveness MCE and Employees Productivity / Employees Cost ratio. Employee attrition is a risk during all
organizational change, but investing in training is an important step for keeping turnover to an acceptable level. An
effective training program sets clear expectations and gives to employees the tools they need. It also shows to
employees that company willing to invest in their professional development and wants them to succeed (Ely, 2008). A
measure used by many organizations attempting to move to just-in-time production flow processes is MCE defined as
the ratio of Processing Time to Throughput Time (Kaplan and Norton, 1996: p. 117).
The two Internal Business Process objectives are associated with the respective objectives of learning and growth
perspective, Cross Training and Improve Employee Satisfaction. The measure for the first one (Cross Training) is
Percentage of Man-hours in Cross Training and Employee Satisfaction Index is the measure for the second
objective (Improve Employee Satisfaction). Employees training is central to companys strategy and one of the main
concerns in mission statement, Create and Generate Values for Employees. A headline employee satisfaction index
will usually be the outcome that receives most attention and will be essential for organizations utilizing BSC. It is
essential that the headline measure is a composite index rather than a measure based on a single overall satisfaction
question, since the latter will suffer from a much higher level of random error and this will damage the reliability of
future tracking. The index should be a weighted average, produced by using the relative importance of the requirements
to weight the corresponding satisfaction scores. This reflects the way that employees make their satisfaction judgement
in the real world placing more emphasis on their most important requirements. The information age environment for
both manufacturing and service organizations requires new capabilities for competitive success. The ability of a
company to mobilize and exploit its intangible or invisible assets has become far more decisive than investing and
managing physical, tangible assets (Kaplan and Norton, 1996: p. 3).
3.1 Development of Intellectual Capital: Authorities, Measurement Frequencies and Targets
Table 4 similar to Table 2 itemizes for DEVELOPMENT OF INTELLECTUAL CAPITAL strategic theme, the targets for
each measure and the measurement frequencies as well. In the same table, the companys departments that are assigned
with the progress of objectives are also reported. The percentage of Employee Turnover measure for example, must
be monitored and measured every three months by Human Research department, and at the end of the current
management cycle must have a decrease of 20% (Table 4).
Vol. 5, No. 2 International Journal of Business and Management
16
4. Provision of Innovative Products
The third Strategic Theme of strategy map (Figure 2) is the PROVISION OF INNOVATIVE PRODUCTS. In this theme are
presented seven objectives and nine measures that are monitored by four departments. This theme also indicates that
companys proposed strategy is the differentiation.
Table 5 (and Figure 2 also) shows the specific theme, beginning with the financial perspective where the single
objective of Increase Earnings is mentioned, that can be measured by Income from State-of-the-art Products / Total
Income ratio. It is known and easy to understand, the market of tobacco products experiences worrying times. Tobacco
products face legislative barriers that restrict the promotion and advertisement by mass media (TV, periodicals etc). The
campaigns against smoking, from governmental and non-governmental organizations become more intensive,
influencing significantly the consumers (smokers) purchasing will. An equally significant issue is the continuous
increase in taxes of tobacco products. The innovation process, the long wave of value creation, is for many companies a
more powerful driver of future financial performance than the short-term operating cycle. For many companies, their
ability to manage successfully a multiyear product-development process or to develop a capability to reach entirely new
categories of customers may be more critical for future economic performance than managing existing operations
efficiently, consistently, and responsively (Kaplan and Norton, 1996: p. 28).
Therefore, the answer of above mentioned barriers and future economic performance can come from State-of-the-art
Products development. The proposal of a new Research and Development department creation (R&D dpt.) and the
corporation with the Institute for Biomedical Research and Biotechnology (IBRB) will help company to develop
products (cigarettes) that reduce the destructive consequences of smoking addiction (mainly by developing special types
of filters). The outcome from any strategy formulation approach is to develop a direction that differentiates the
companys position and offering from those of its competitors so that it can create a sustainable competitive advantage
that leads to superior financial performance (Kaplan and Norton, 2008: pp. 56-57).
The achievement of financial objective comes from the successful outcome of two Customer objectives (in this theme).
The Customer objectives are the Increase Market Share and Diversify Customer Portfolio. The measure of first
objective is the percentage of Market Share, while the second one can be determined by tree measures, Customer
Satisfaction Index, Number of Relative Articles, and Percentage of State-of-the-art Projects. Market share reflects
the proportion of business in a given market (in terms of customers, dollars spent, or unit volume sold) that a business
sell (Kaplan and Norton, 1996: p. 68). The Customer Satisfaction Index, like previous indexes (see High Quality
Products to the Customers strategic theme), pertains to statistical procedure outcomes (via appropriate tools) and
answers from ad hoc questionnaires. The Number of Relative Articles measure is the minimum amount of articles that
must be published by R&D dpt. and IBRB, in the tree year period to complete the six stages.
Regarding the internal business process perspective, two objectives are reported, Minimize Market Entrance Time (for
State-of-the-art Products) and Increase Research Range, with measures of Time from Product Development
Approval to Market Entrance and Number of State-of-the-art Projects, respectively. These two measures are
essential for the production of state-of-the-art products and their variety. The actions of the internal business process of
this theme can be transmitted to the customers (mainly with the use of coupons see next theme) in order to increase
the customer satisfaction (to drive to the customer perspective objectives).
Finally, the proposed objectives for the learning and growth perspective are Training in Filter and Cigarette Planning
and Training in New Analytical Methods. The measure for these two objectives is the Percentage of Man-hours.
The company can develop knowledge and skills among its employees through training and development programs,
along with career planning that gives employees experiences in various tasks, businesses, regions, and functions.
Instilling values is more complex. It requires a combination of taking good inputs through careful recruitment and
selection programs in addition to extensive training and communication of corporate mission and values to inspire
the behaviors that the corporation desires (Kaplan and Norton, 2008: p. 152).
4.1 Provision of Innovative Products: Authorities, Measurement Frequencies and Targets
Table 6 presents the objective Authorities, the Measurement Frequencies and the Targets for each measure in
PROVISION OF INNOVATIVE PRODUCTS strategic theme. Market share can be measured by marketing department (MKT
dpt.) every year and eventually (at the end of the six-stage cycle) state-of-the-art products must posses the 15% of the
Greek cigarette market.
5. Environment Protection
The last strategic theme of strategy map is the ENVIRONMENT PROTECTION. This theme points out six objectives and
seven measures (Table 7). The first objective (financial perspective), Increase Earnings can be measured by Increase
Earnings by Waste Trading and Cost Reduction of Waste Management measures. The waste trading refers to the
byproducts usability, after some stages of elaboration (or directly), and residuals of raw materials (papers,
polypropylenes, tobacco dust etc) as well. These materials are sold (or can be sold) causing significant incomes. The
International Journal of Business and Management February, 2010
17
Cost Reduction of Waste Management, is the exemption from the use of landfill expenditure (the most popular solution
in waste management), by recycling them or donating them to interested organizations. Recycling waste is part of the
green process that brings several benefits (i.e. the waste is not dumped in a landfill, recycling costs are often much
lower than landfill fees etc).
Similarly to previous three strategic themes, there is a cause-and-effect relationship among the objectives (through four
perspectives). Thus, first objective of customer perspective, Customer Enlightenment, is going to drive to the second
one, Customer Satisfaction which in turn is linked with Increase Earnings (of financial perspective). The measure
for Customer Enlightenment is Percentage of Informed Customers, while for Customer Satisfaction is Customer
Satisfaction Index. The measure of Customer Satisfaction Index can arise from the already mentioned procedure of
questionnaires and the second measure (Percentage of Informed Customers) can be emerged mainly by the use of
coupons, i.e. paper insets that contain valuable information for customers. Customers must be informed about the
companys activities regarding environment protection (see next perspective). This information can drive to their
satisfaction and eventually to the financial performance.
In relation to internal business process perspective, two objectives are reported, Increase Recycling and Waste
Exploitation, having measures of Waste to Landfill / Total Waste ratio and Percentage of Useful Waste in Secondary
Activities, respectively. Today many companies have accepted their responsibility to do no harm to the environment.
Products and production processes are becoming cleaner; and where such change is under way, the environment is on
the mend. In the industrialized nations, more and more companies are going green as they realize that they can reduce
pollution and increase profits simultaneously (Hart, 1997).
Finally, in learning and growth perspective is proposed the Increase Employees Environmental Conscience objective
and the measure of Percentage of Man-hours in Material Management & Environment Issues Training.
Multiple tool sets have evolved including the triple bottom line (people, profits, planet) and full life cycle analysis. By
considering the actual cost of a product through its entire lifecycle, many companies have unearthed savings from
environmental action. Whether the cost savings are driven by reduced risk, better use of materials, or higher retention of
employees, environmental issues must be considered with a broader mindset than the traditional cost/benefit mindset.
The cost/benefit mindset assumes that environmental measures always incur additional cost, an assumption that leads to
inaction. Many companies are discovering that by adopting environmental values, they are reducing costs (Freeman et
al., 2008).
5.1 Environment Protection: Authorities, Measurement Frequencies and Targets
Table 8 similar to Tables 2, 4, and 6 itemizes measure targets and measurement frequencies for ENVIRONMENT
PROTECTION strategic theme. Company departments that are assigned with the progress of objectives are also reported
in Table 8. The Production department (PR dpt.) has the authority to measure the performance of Waste to Landfill /
Total Waste ratio every month. This measure must achieve a decrease of 50%, at the end of the six-stage cycle.
6. The Strategic Initiatives
The integration of above mentioned Tables 1 to 8 completes the BSC, that accompanies (or is accompanied by) the
strategy map (fig. 2).
The elements that havent reported yet are the strategic initiatives. Strategic initiatives are action programs aimed at
achieving targeted performance for the strategy map objectives. Initiatives cannot be looked at in isolation; they must be
viewed as a portfolio of complementary actions, each of which must be successfully implemented if the company is to
achieve its theme targets and overall strategy target (Kaplan and Norton, 2008: p. 11). The complete portfolio of
strategic initiatives defines the resources and actions required to implement the strategic themes. The themes learning
and growth objectives, for example, involves developing new skills for employees, introducing new information
systems and aligning employees personal goals and incentives to motivate them to achieve a process objective of
investing more time with high-potential customers (Kaplan and Norton, 2006). When the BSC is used as a cornerstone
of a companys management system, the various initiatives can be focused on achieving the organizational objectives,
measures, and targets (Kaplan and Norton, 1996: pp. 230-231). The main strategic initiatives and explicit funding for
their portfolios are:
1 Planning of research procedures regarding the determination of Customer Satisfaction Indexes (questionnaires,
sampling points, methods for data analysis etc).
2 Cautious planning of communication means (coupons and sell spots) with customer and how messages must be
transmitted (simple and comprehensible messages).
3 New Research and Development (R&D) department that will undertake the related with new products planning and
development procedures (in collaboration with R or other organizations). This department will also be assigned
with Waste Exploitation issue.
Vol. 5, No. 2 International Journal of Business and Management
18
4 New service department of Customer Relationship (CR) that will decisively contribute to customers satisfaction
and to perfect relationship with them. This new department will also contribute to companys efforts for continuous
quality improvement in products and procedures.
5 Quality Control Department Activities Expansion, for raw materials superior quality assurance via indispensable
measurements.
6 Assistance to IBRB in order to increase the research range and accelerate the procedures of state-of-the-art products
insertion to the markets.
7 Application of cross-training planning.
8 Application of training planning regarding the filter and cigarette characteristics.
9 Application of training planning in relation to materials management and environmental issues as well.
10 Explicit actions in the direction of employees satisfaction (financial and non-financial measures).
The above mentioned initiatives concern primarily the part of programs and actions planning, which managers must
develop, as well as the financial part for the integration of predetermined objectives. To summarize, strategic initiatives
are the short-term actions that launch an organization on a trajectory toward achieving its vision. The company screens
and selects strategic initiatives by assessing their impact on achieving the targeted performance for strategic objectives
and measures. Each strategic theme requires complete portfolios of strategic initiatives if its ambitious performance
targets are to be achieved (Kaplan and Norton, 2008: p. 114). Examining the ten proposed initiatives it is noted that five
of them (50%) are related with research, planning and training, and they can be transacted by existing staff and at
relatively low cost. Three of these low cost initiatives (the 30% of total initiatives) are dedicated to training planning
and application (Cross-Training, Filter & Cigarette Designing, and Material Handling and Environmental Issues),
while the remaining two low cost initiatives are referred to research procedures and planning of communication
means (Customer Satisfaction and Coupons & Sell Spots). The two of high cost initiatives involve the creation of
new departments Research & Development and Customer Relationship with estimated annual cost of 370,000
and 150,000 respectively. The rest three of high cost initiatives (the 30% of total initiatives) refer to the expansion of
two already existing services Quality Control and IBRB with estimated annual cost of 100,000 and 70,000
respectively and also to financial measures for employees satisfaction (annual cost: 500,000). Thus the total estimated
annual cost for implementing the ten proposed initiatives is 1,400,000. The BSC and strategy map integration as well
as the initiatives completion, signal the second stage integration (of closed-loop management system, see fig. 1) and the
start point of third stage (Align the Organization).
7. Conclusion
This paper aims to translate the strategy of a manufacturing company by focusing on the first two stages of the six-stage
strategic management system proposed by R. Kaplan and D. Norton. Based on the statements about mission, vision, and
values of the company, and the strategic analysis, we formulate the strategy on four axes. The companys strategy map
is constructed using the four axes as strategic themes and the four traditional perspectives of the BSC. Twenty eight
objectives and thirty six measures are used, and nine departments are engaged to monitor the performance of objectives
in order the company to achieve the determined targets. Finally, ten strategic initiatives are proposed 10 that company
must curry out to achieve the targeted performance for strategic objectives and measures.
The final step to integrate the second stage of the six-stage closed-loop (not discussed here) is the cost of the short term
programs (initiatives). Executing strategy requires that the portfolios of initiatives be executed simultaneously in a
coordinated manner. This requires explicit funding for the portfolios of strategic initiatives (Kaplan and Norton, 2008: p.
11). The high importance subject of initiative portfolios funding is the cornerstone for strategic planning integration and
the continuation to closed-loop cycle termination.
References
Anagnostopoulos, K.P., Vavatsikos, A., & Sioutis, P. (2006). Strategic scenarios evaluation of balanced scorecard using
the Analytic Hierarchy Process. In K. Paparizos and N. Samaras (Eds.), Proceedings of 18th National Conference of
HELORS, pp 747-756 (in greek).
Ariely, D. (2007). The customers revenge. [Online] Available:
http://hbr.harvardbusiness.org/2007/12/the-customers-revenge/ar/1 (September 10, 2009)
Baron, M. (2005). Integrated diagnostics increases productivity: Error localization and correction in modern SCADA
systems. Germany: SIEMENS Technical Article
Collis, D., & Rukstad, M. (2008). Can you say what your strategy is?. Harvard Business Review, April, 1-9
Ely, J. (2008). How to communicate with and manage employees during change. Training and Development Magazine.
Merrifield, Virginia.
International Journal of Business and Management February, 2010
19
Figge, F., Hahn., T., Schaltegger, S., & Wagner, M. (2002). The sustainability Balanced Scorecard Linking
sustainability management to business strategy. Business Strategy and the Environment, 11, 269-284.
Freeman, E., York, J., & Stewart L. (2008). Environment, ethics, and business. Charlottesville, Virginia: Business
Roundtable Institute for Corporate Ethics.
Hart, S. (1997). Beyond greening: Strategies for a sustainable world. Boston, MA: Harvard Business School Press.
Hrgarek, N., & Bowers, K. (2009). Integrating Six Sigma into a quality management system in the medical device
industry. Journal of Information and Organizational Sciences, 33,1, 1-12.
Kaplan, R., & Norton, D. (1996). The Balanced Scorecard: Translating strategy into action. Boston, MA: Harvard
Business School Press.
Kaplan, R., & Norton, D. (2000). Having trouble with your strategy? Then map it. Harvard Business Review,
September-October, 167-176.
Kaplan, R., & Norton, D. (2006). How to implement a new strategy without disrupting your organization. Harvard
Business Review, March, 100-109.
Kaplan, R., & Norton, D. (2008). The execution premium: Linking strategy to operations for competitive advantage.
Boston, MA: Harvard Business School Press.
Kaplan, R., & Norton, D. (2008b). Mastering the management system. Harvard Business Review, January, 62-77.
Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York: Free Press.
Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. New York: Free Press.
Roztocki, N., & Needy, L. K. (1999). EVA for small manufacturing companies. Proceedings of the Society for
Advancement of Management (SAM). 1999 International Management Conference, Las Vegas, Nevada, March 28-30,
1999, pp 461-469.
Table 1. Measures of High Quality Products to the Customers Strategic Theme

Perspective Objective Measure
Financial Increase Earnings Earnings Before Interest and Tax (EBIT)
Customers
Increase Customer Satisfaction Customer Satisfaction Index
Retain & Increase Market Share
Customer Devotion Index
Market Share (%)
Internal
Business
Process
Decrease of Errors that Reach the
Customer
Complaints (%)
Decrease of Error Retrieval Time
Time from Error Localisation to
Correction
Direct Response to Customer
Complaints
Time from Complaint Expression to
Regulation
Blends Stability Blends Suitability
High Quality of Raw Materials
Supplier Quality Management System
Supplier Appropriateness
Learning &
Growth
Increase of Educational Effectiveness Educational Effectiveness Index
Knowledge Management Improvement Use of Systems (%)
Vol. 5, No. 2 International Journal of Business and Management
20
Table 2. Authorities, Measurement Frequencies and Targets of High Quality Products to the Customers Strategic
Theme

Perspective Measure Authority
Measurement
Frequency
Target
Financial
Economic Value Added (EVA) FS 1 year +10%
Earnings Before Interest and Tax (EBIT) FS 1 year +10%
Customers
Customer Satisfaction Index 6 months +10%
Customer Devotion Index 6 months +10%
Market Share (%) 1 year 20%
Internal
Business
Process

Complaints (%) CR 1 month -50%
Time from Error Localisation to
Correction
CR 1 month -50%
Time from Complaint Expression to
Regulation
CR 1 month -50%
Blends Suitability TC 1 month 100%
Supplier Quality Management System QC 1 year 90% min
Supplier Appropriateness QC 1 year 100%
Learning &
Growth
Educational Effectiveness Index HR 1 year +10%
Use of Systems (%) IT 3 months +20%
FS : Financial Services - : Marketing - CR: Customer Relationship Dpt. - TC: Tobacco Services
QC: Quality Control - HR: Human Research Dpt. - IT: Information Systems Dpt.
International Journal of Business and Management February, 2010
21
Table 3. Measures of Development of Intellectual Capital Strategic Theme
Perspective Objective Measure
Financial Cost Reduction
Total Cost per Employee
Cash-to-Cash Cycle
Customers - -
Internal
Business
Process
Employee Attrition Employee Turnover (%)
Increase Employee Utilization
Manufacturing Cycle Effectiveness -
MCE
Employees Productivity / Employees
Cost
Learning &
Growth
Cross Training % Man-hours in cross training
Improve Employee Satisfaction Employee Satisfaction Index

Table 4. Authorities, Measurement Frequencies and Targets of Development of Intellectual Capital Strategic Theme
Perspective Measure Authority
Measurement
Frequency
Target
Financial
Total Cost per Employee FS 6 months -10%
Cash-to-Cash Cycle FS 6 months -10%
Customers - - - -
Internal
Business
Process
Employee Turnover (%) HR 3 months -20%
Manufacturing Cycle Effectiveness
- MCE
PR 3 months +50%
Employees Productivity /
Employees Cost
PR 1 month +10%
Learning &
Growth
% Man-hours in cross training HR 6 months +20%
Employee Satisfaction Index HR 1 year +20%
FS: Financial Services - HR: Human Research Dpt. - PR: Production



Vol. 5, No. 2 International Journal of Business and Management
22
Table 5. Measures of Provision of Innovative Products Strategic Theme
Table 6. Authorities, Measurement Frequencies and Targets of Provision of Innovative Products Strategic Theme
























Perspective Objective Measure
Financial Increase Earnings
Income from State-of-the-art Products /
Total Income

Customers

Increase Market Share Market Share (%)
Diversify Customer Portfolio
Customer Satisfaction Index
Number of Relative Articles
Percentage of State-of-the-art Projects
Internal
Business
Process
Minimize Market Entrance Time (for
State-of-the-art Products)
Time from Product Development
Approval to Market Entrance
Increase Research Range Number of State-of-the-art Projects
Learning &
Growth
Training in Filter and Cigarette
Planning
% Man-hours in Plan Training
Training in New Analytical Methods
% Man-hours in New Analytical
Methods Training
Perspective Measure Authority
Measurement
Frequency
Target
Financial
Income from State-of-the-art
Products / Total Income
FS 1 year +20%
Customers
Market Share (%) 1 year 15%
Customer Satisfaction Index 1 year +10%
Number of Relative Articles
R &
R&D
6 months 9
Percentage of State-of-the-art
Projects
R &
R&D
1 year +50%
Internal
Business
Process
Time from Product Development
Approval to Market Entrance
R&D 1 year -30%
Number of State-of-the-art Projects R&D 1 year 5
Learning &
Growth
% Man-hours in Plan Training HR 6 months +20%
% Man-hours in New Analytical
Methods Training
HR Annually +20%
FS: Financial Services - : Marketing - R&D: Research & Development - IBRB: Institute for
Biomedical Research and Biotechnology - HR: Human Research Dpt.
International Journal of Business and Management February, 2010
23
Table 7. Measures of Environment Protection Strategic Theme

Table 8. Authorities, Measurement Frequencies and Targets of Environment Protection Strategic Theme



















Perspective Objective Measure
Financial Increase Earnings
Increase Earnings by Waste Trading
Cost Reduction of Waste Management
Customers
Customer Satisfaction Customer Satisfaction Index
Customer Enlightenment Percentage of Informed Customers
Internal
Business
Process
Increase Recycling Waste to Landfill / Total Waste
Waste Exploitation Useful Waste in Secondary Activities (%)
Learning &
Growth
Increase Employees
Environmental Conscience
% Man-hours in Material Management &
Environment Issues Training
Perspective Measure Authority
Measurement
Frequency
Target
Financial
Increase Earnings by Waste Trading FS 6 months +10%
Cost Reduction of Waste Management FS 6 months -10%
Customers
Customer Satisfaction Index 6 months +10%
Percentage of Informed Customers & PR 6 months 100%
Internal
Business
Process
Waste to Landfill / Total Waste PR 1 month -50%
Useful Waste in Secondary Activities (%) R&D 6 months +30%
Learning &
Growth
% Man-hours in Material Management &
Environment Issues Training
HR 3 months +20%
FS: Financial Services - : Marketing - PR: Production - R&D: Research & Development - HR:
Human Research Dpt.
Vol. 5, No. 2 International Journal of Business and Management
24

Figure 1. The Six-Stage Management System (Source: Kaplan and Norton, 2008).


International Journal of Business and Management February, 2010
25








































Figure 2. The Companys Strategy Map