Translating Strategy into Shareholder Value: A Company-Wide Approach to Value Creation
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B
Balanced Scorecard, 5, 114, 131-140
customer quadrant of, 135, 136
financial quadrant of, 133-135
internal business process quadrant of, 135, 137
learning and growth quadrant of, 137-139
strengths of, 140
as value driver, 138, 140
banking industry, 33-34
bargaining power, 127-129
barriers
entry, 120, 122-126
exit, 57, 62, 120
benefits
M&As and realization of, 46-47
in value propositions, 206, 207
beta coefficient, 217-219
book value, 14-17
BPR, see business process reengineering
break-even analysis, 235-236
bubbles, market, 18
business processes
in Balanced Scorecard model, 135, 137
efficiency of, 25
evaluation of, see activity-based management
maps of, 172-175
outsourcing of, 50-53, 56
see also business process reengineering
business process reengineering (BPR), 62-63, 76-92
efficiency with, 81, 83-85
efficient resource consumption with, 86-87
and executive commitment, 88-89
market demand alignment with, 105-106
market share enhancement with, 84, 86
operational shifts with, 79-82
rationale for, 83-87
relationship of IT to, 71-72, 78
and resistance to change, 89-90
risks of, 87-91
and technology performance failures, 90-91
top-down-driven initiatives in, 78-79
unreasonable expectations with, 87-88
use of technology with, 81, 83
buyer acquisitions, 26, 40-42
buyers, bargaining power of, 127-128
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