ProntoWash management considers whether franchising and the Balanced Scorecard could be combined to help customer-facing employees provide consistent service across the world and capture relevant management information. In 2007, ProntoWash, an international car-wash company based in Argentina, was planning for rapid growth throug a combination of owned and franchised operations. CEO Sergio Kompel needed to fina a performance management system that would help the firm maintain a unified focus and operational consistency in new and existing points of sale around the world. One measure that Kompel and his team were considering was the Balanced Scorecard, a tool traditionally used by top management. The challenge for ProntoWash was to design a Balanced Scorecard that would be accessible throughout the organization, from the executives in the central office, to the franchises, to the workers at the front line.

【書誌情報】

ページ数：15ページ

サイズ：A4

商品番号：HBSP-108037

発行日：2008/1/24

登録日：2011/9/14