Every day, there are millions of cash transactions taking place around us. The entities that allow for these cash transactions to be conducted in secure conditions are commercial banks. The reason that banks can provide this security is not because they are blessed with the necessary infrastructure to do so, but because we, as people, gradually discovered the need for such an infrastructure.
When we think of commercial banks, we envision money making machines, and some people use this expression figuratively. This may arise from the popular misconception that banks outlive entire systems because they print out money whenever they feel close to bankruptcy.
The customer perspective within the Balanced Scorecard – BSC for short, enables organizations to target the market segments in which they have chosen to succeed. Correctly pinpointing the right market segment an organization wants to address helps the same organization develop strategies that maximize outcomes, and, ultimately, financial rewards.
In the past, the customer perspective was not a focal point of the Balanced Scorecard, as companies believed product performance and technology innovation to be the backbones of business success. Nevertheless, customer behavioral trends have gradually emphasized the necessity for understanding what customers need.
The Association of Southeast Asian Nations (ASEAN) is an economic and political organization established in 1967 by Indonesia, Singapore, Malaysia, Thailand and the Philippines.
Thereon after the association expanded so as to include the countries of Brunei Darussalam, Myanmar, Cambodia, Vietnam and Laos. ASEAN is founded on the principles of economic advancement, social progress and intercultural enlargement in Southeast Asia and the Pacific.
When choosing the right Balanced Scorecard software for an organization, there are a few issues to be considered. Software set-up, design, configuration and technicality are some of the dimensions to be analyzed during the Balanced Scorecard software selection process.
Before the invention of the Balanced Scorecards, organizations and companies used financial and/or quality operations and programs to measure how well they performed.