Implementing Balance Scorecard for Performance Measurement
-- Ashu Sharma
The balanced scorecard is a strategic planning and management system that is used extensively in business and industry,
government and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve
internal and external communications, and monitor organization performance against strategic goals. A major consideration in
performance improvement involves the creation and use of performance measures or indicators. Through the analysis of data from the
tracking processes, these measures or indicators themselves may be evaluated and changed to better support such goals. The success of
the balanced scorecard or a similar device will depend on the clear identification of non-financial and financial variables and their
accurate and objective measurement and linking the performance to rewards and penalties. The proponents of the balanced scorecard
claim that it aligns with strategy leading to better communication and motivation which causes better performance.
© 2009 IUP. All Rights Reserved.
Strategic Elements of Software Product Business
-- Surajit Ghosh Dastidar
The paper is an attempt to identify factors for the success of a software product business in an Indian context. The findings of this study
have been based on the case study of a single organization, i-flex, the most successful Indian software product company. The study suggests
that the success of a software product business depends highly on domain expertise, amount invested in R&D as well as marketing. However,
it may not be possible for a small start-up company to invest heavily in R&D right from day one, unless it has the requisite financial
muscle. It also studies the product based business model. The product based model is a high risk, high return model. So, the management must
be able to invest in R&D for a considerable period of time in order to reap maximum benefits.
© 2009 IUP. All Rights Reserved.
Product Development Strategies for Skype Phone in
Indian Semi-Urban Markets
-- Sumeet Gupta and Bharti Keswani
This paper discusses product marketing strategies for Skype in the Indian semi-urban markets. The study was conducted in Bhilai and
Durg, the two burgeoning twin-cities in Chattisgarh. Using cluster analysis, it was discovered that there was a 40% market for Skype in Bhilai
and Durg. The study would be valuable for generating insights on developing new products for small cities that forms a large and scattered
chunk of Indian consumers.
© 2009 IUP. All Rights Reserved.
Tata Group: Transforming the Sleeping Elephant
-- Subir Sen
This paper revolves around the turmoil that shook the very foundations of the Tata group when Ratan Tata was alleviated as the
chairman of Tata Sons in 1991. Since its inception in 1875, the group has consistently displayed rare strategic talent by becoming pioneers in
industries such as steel, hotels, power, insurance and airlines. As of today, it is the largest diversified business group in India. The group is
respected for its philanthropic activities and is also known for distancing itself from political interference. Therefore, during the days of the license
raaj, when most groups were diversifying aggressively, the Tatas were hibernating. As a result, during the 1970s and 1980s, the groups
growth rate slowed down and relatively younger business groups like Reliance overtook the top position from the Tatas that they had maintained
for decades. When Ratan Tata became the group chairman, he again expressed his intent to diversify into emerging industries given the
relatively free environment of the 1990s. The powerful satraps vehemently protested. In fact, the entire unity of the group was at stake. However,
against popular pessimism, Rata Tata displayed rare managerial talent in restructuring the group, regain its lost glory and took it to a higher level.
© 2009 IUP. All Rights Reserved.
Case Study
The BHP Billiton-Rio Tinto Merger
-- Jacob Chandy
Three of the world's largest mining companiesBHP Billiton, Rio Tinton and
Vale control around 70% of the world's iron-ore trade. Every year annual supply contracts
are negotiated by these companies with their customers. The growing demand has had
an impact on price. In 2005, global prices rose to a huge 72%. After that, the rate of
increase slowed down, but again in 2008 some contracts saw a rise of 68% and above.
Demand continues to overtake supply.
© 2009 IUP. All Rights Reserved.
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