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In the early 1990s, Balanced Scorecard was developed as a new approach to performance measurement due to troubles of short-termism and past orientation in management accounting (Kaplan and Norton 1992). Balanced scorecard is a strategic planning and management system that is widely used in business and industry, government, and nonprofit organizations to side with business activities to improve internal and external communications and monitor organization performance against strategic goals (Balanced Scorecard Basics n.d)

平衡计分卡已经从简单的性能测量结构改变为一个完整的战略规划和管理体系。平衡计分卡已经从早期的应用演变为一个简单的绩效衡量框架，一个完整的战略规划，一个简单的公开测量框架，一个完整的战略规划（平衡计分卡基础ND）。

The balanced scorecard has changed from its simple performance measurement structure to a full strategic planning and management system. The balanced scorecard has evolved from its early application as a simple performance measure framework to a full strategic planning, a simple public presentation-measuring framework to a full strategic planning (Balanced Scorecard Basics n.d).The new balanced scorecard transforms an eye-catching but unreceptive document into the "marching orders" for the organization on a daily basis. It offers a framework that provides performance measurements as well as helping planners identify what should be through and considered. It also enables executives to truly implement their policies (Balanced Scorecard Basics n.d)

The balanced scorecard does not only focus on attaining financial objectives, furthermore, it emphasizes the nonfinancial objectives that an organization must accomplish to convene and uphold its financial objectives. The scorecard translates the vision and strategy of an organization’s performance into four perspectives: (1) learning and growth, (2) customer, (3) financial and (4) internal business process (Horngren et al 2009).

The Learning and Growth perspective

This perspective reflects the company’s precedence for forming and sustaining a climate of change, innovation, and growth. Examples of the indicators are the measures of supremacy, the number of employees’ suggestions, staff training, employees’ attitudes and inspiration (Kasperskaya 2006).

Internal Business Processes Perspectives

This perspective focuses on the internal business results that lead to financial success and satisfied customers. Organizations must identify the key business processes in order to stand out in meeting organizational objectives and customers’ expectations. Key processes are examined to make sure that outcome will be pleasing. Internal business processes are the instruments throughout which performance expectations are achieved (Hopt et al n.d).

Financial Perspectives

This perspective evaluates the profitability of the strategy such as Improve returns, broaden revenue mix, reduce cost structure return on are used to specify whether the company's strategy implementation are contributing to improvements in the bottom line (Goliath 2004).

Customer perspectives

This perspective identifies market segments,本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。