ABSTRACT
This chapter explains how the Balanced Scorecard relates to international strategy in the global economy, and describes the value chain model as it relates to the fulfillment of customer wishes. The starting point of the BSC developed by Kaplan and Norton was a criticism of the excessive financial emphasis of the American system of controls. From examples such as the return on investment (ROI) of the DuPont ratio analysis system for assessing shareholder value, the predominant financial indexes were the rubric dictating the assessment and leadership of management and companies. Kaplan and Norton have demonstrated that values offered depend on the various industries and market segments, but that they also have certain characteristics in common, like for example, service characteristics, customer relationships, image, or reputation. The perspective is of a forward-looking nature, and concentrates on the company as a growing, learning organization, consisting of a linkage of personnel, systems, and processes.
