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An Empirical Study of Kitchenware Business Change Based on the Balanced Scorecard

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  • Chao-Hsing Lee
  • Chien-Wen Chen

Abstract

Balanced Scorecard has become an important strategic and performance management tool after more than twenty years of development. While there are cases in western countries, it is not easy to find the complete case in Asia. This systematic and in-depth study explores Corporate S, a leading company within the kitchenware industry in Taiwan, to lift the veil on their corporate success. Corporate S adopted the Balanced Scorecard methodology to make their business changes. It re-clarified the vision and mission of the Company, re-defined the core competitiveness and applied the development of key strategies to promote business change and innovation. After a decade of sustained implementation and adjustment, great results were achieved, and plans were made to transplant the changes to its China subsidiary.

Suggested Citation

  • Chao-Hsing Lee & Chien-Wen Chen, 2014. "An Empirical Study of Kitchenware Business Change Based on the Balanced Scorecard," Advances in Management and Applied Economics, SCIENPRESS Ltd, vol. 4(5), pages 1-2.
    • Handle: RePEc:spt:admaec:v:4:y:2014:i:5:f:4_5_2
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