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Integration - Casual Chains and Strategy

In: Business and Management

Submitted By rlcjones
Words 1263
Pages 6
BSBA Integrative Project

Tri-Cities Community Bank (TCCB), located in the Midwest United States, has been very successful over the past few years but it continues to explore ways to improve its performance. Chris Billings, recently promoted to the new president of TCCB’s southern division (SD), believes that the Balanced Scorecard (BSC) could be used to boost TCCB’s financial performance but the CEO was a bit apprehensive. He reluctantly agreed to allow her to test the concept in the five branches of her division and be prepared to introduce it to the Board of Directors in three months. The BSC is used to help an organizational align activities to its vision and strategy, enhance external and internal communications, and evaluate organizational performance in comparison to achievement of strategic goals. One of BSC’s major benefits relate to causal relationship mapping from nonfinancial performance measures to key financial measures monitored by TCCB. Nonfinancial measures of TCCB are classified into Learning and Growth Perspective, Internal Business Process Perspective, and Customer Focus Perspective.

Categorization of Measures into Balanced Scorecard Perspectives

Learning/Growth Internal Business
Processes Customer Service Financial
-Employee Training Hours -Employee Satisfaction

-Employee Turnover

-Sales Calls to Potential Customers


-New Products Introduced

-Cross-sells -Customer Satisfaction

-Customer Retention

-Thank-You Calls/ Cards to New and Existing Customers.

-Number of Products per Customer

-New Accounts

-Number of New Customers -Loan Balances

-Deposit Balances


-New Loans Created

As I begin with my categorization of the Learning/Growth Perspective, I listed Employee Training Hours, Employee Satisfaction, and…...

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