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Question: Discuss About The Rethinking Performance Measure Cambridge? Answer: Introducation This is an analysis of Positive and Negative Situations Internal Situations of The Business To analyze the competitive situation of The Business we will take into accounting the factors that make up a SWOT analysis, which are: Strengths, Opportunities, Weaknesses, Threats That in turn we will divide into two groups, the "internal situation" and the "external situation" With the strengths we seek to obtain all those positive elements that differentiate The Business from other similar companies. The Business has enough internal forces that can differentiate it from other similar ones and that contribute great value to the channel(Meyer, 2009). Strength of The Business. Undoubtedly one of its great strengths is its stability that has positioned it as a well-known company, thanks also to direct partnerships with very important manufacturers, thus achieving competitive prices and an option for the true development of their customers, themselves express it in their comments, affirming that the company has good prices in several product lines and appreciate the personalized attention given to them, to support us internally in the direction of sales, we have spiffs for both the executive and the client, advertising flyers, constant trainings to its employees. On the contrary of the forces, the business still has some internal weaknesses that we must polish, some of them are related to resources and others with attitudes, but independently all of them constitute barriers for the companys development. One of the big problems facing the business is its internal organization, we are currently going back and forth with situations that come from our organization, examples are: delivery times of merchandise to floor customers, information blocks between departments, the use of bribes to expedite the assembling process and other derivatives from other sources such as parcel errors and lack of responsibility for these, slowness in the department of guarantees, shortages of inventory, slowness in time of collection, little variety of merchandise for sell, loss of customers due to constant errors, and erroneous information from some of the buyers. Opportunities Situations outward can also influence the development of The Business, the main one of them undoubtedly is its positioning in the market, as a serious company that covers the country with its branches, contributing with this great benefits to the channel supported in its stability as without a good margin of profit for the customer, and also the great support that gives the company the brand , we can also add to this our knowledge of new technologies based on training constants and some exclusives that the company has had(Niven, 2011). The Business faces the following major threats that we must be aware of as they could grow over time, the main one of them as in most businesses is competition, which constantly puts us at risk with aggressive promotions and taking advantage of the vulnerabilities we have already seen in the weaknesses, in addition to competition there are other factors that negatively influence the companys growth prospect of growth(Kaplan and Norton, n.d.). Organizational capacity The business intends to increase sales by ateast $5 billion in 5 years or sooner. The second objective of the company is to increase return on sales by 15% and achieve a positive operating income. The third objective is to increase marketing share by at least 11% in five years or sooner. These objectives are to be achieved by using the above strategy map. In terms of financial, the company should ensure that they increase the revenue and decrease operating costs. The Business should improve market perception to get more customers and also improve customer satisfaction. The business should also ensure that it improves offering servicesand cost contol. Lastly, in terms of organizational capacity, the company should increase the number of stores, improve skills and knowledge of its human resource and also improve technology. What was the situation in the company before implementing the Balanced Scorecard The company did not have formal strategic planning: the budget was defined according to market estimates and managerial knowledge, monthly adjusted according to the result of sales and did not have a standardized process according to business growth or alignment in no level of the company that would allow to measure and evaluate the achievement of the objectives(Hannabarger, Economy and Buchman, 2013). The communication of the Business Plan and the performance (follow-up), in addition, did not comply with the feedback cycle in the different levels of business (Senior Management, Management, Medium Controls, Operation). Why do you decide to implement the BSC for The Business? Establish and formalize a strategic planning model.Develop the Strategic Management model that would be used to monitor the Business Plan during the year.Define the follow-up process to strategic business projects aligned with the strategies defined in Strategic Planning.Establish and implement the alignment an d deployment model of indicators and objectives.Establish and manage the business results communication model(Creelman and Makhijani, 2005).Control and Evaluation of the results defining the process of Evaluation of performance for all levels What problems did you encounter when implementing the BSC? Basically, lack of commitment and availability of the project team; resistance to change. In addition, there was a lack of executive sponsorship and slow decision-making delayed the project plan.A short, medium and long-term project justification plan was presented and the benefits obtained by other organizations that implemented it were shown. This was achieved the executive consensus for approval. Balanced Scorecard: Performance Model The implementation was defined as Performance Model, with a comprehensive management system. Once the resources for the project were approved, the Plan, the deliverables and those responsible were presented. In this way it was possible to measure the p erformance of the project and that of its participants(Nair, 2004).With the implementation of the Balanced Scorecard we achieve strategic alignment, strategic control, control and evaluation of the Business objectives and a results report.Now, everyone's results contribute to the achievement of business strategies. Strategic control evaluates the progress and fulfillment of the Strategic Plan through the plan to keep internal and external factors under review, performance measurement and the application of corrective actions. Effectiveness of the BSC in achieving the overall strategy The compnays improvement process was built with a scoreboard, which helped to avoid diversions of allocated resources and time, in addition to maintaining in the best use of resources for the company. This is why the balance score card was very important. References Creelman, J. and Makhijani, N. (2005).Succeeding with the balanced scorecard. Singapore [u.a.]: Wiley. Hannabarger, C., Economy, P. and Buchman, F. (2013).Balanced scorecard strategy for dummies. Hoboken, N.J.: John Wiley Sons. Kaplan, R. and Norton, D. (n.d.).The balanced scorecard. Boston, Mass: Harvard business school press. Keyes, J. (2011).Implementing the project management balanced scorecard. Boca Raton, Fla. [u.a.]: CRC Press. Meyer, M. (2009).Rethinking performance measurement. Cambridge: Cambridge University Press. Nair, M. (2004).Essentials of balanced scorecard. Hoboken, NJ: Wiley. Niven, P. (2010).Balanced Scorecard Step-by-Step. New York, NY: accounting Sons. Niven, P. (2011).Balanced Scorecard. Hoboken: John Wiley Sons