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tegy in simple forms that employees can follow in their everyday activities. The steering wheel has helped the company stay focused on its strategy even as it experienced rapid growth over the past two decades. Balanced scorecard or in Tesco's case the steering wheel provides the perfect base to the company for designing future strategies. It gives the current data and becomes the ideal predictors which is important for predicting future trends and thus formulate strategies.

It communicates strategy-aligned goals and manages strategic performance. It monitors progress and measures success. The organization's core purpose - 'to create value for our customers and to earn their lifetime loyalty′ - has been delivered on a clear and simple strategy of long-term growth. Tesco's values and priorities (concerning customers, staff, business, and compliance issues) are embedded in the steering wheel through appropriate KPIs. These values pervade operations and are instrumental in securing staff commitment to the steering wheel. It is arguable that by embedding its values in the steering wheel, Tesco transformed its balanced scorecard from a management framework to a cohesive living strategy. The Tesco Steering Wheel evolves from, and is the route to fulfilling, the retailer's core purpose - 'to create value for customers to earn their lifetime loyalty' - and long-term goals. It organizes and defines the four core elements of Tesco's business, those that together define the business. If faithfully adhered to, the Tesco thinking goes, these elements will inevitably lead to the realization of the company's long-term goals and, through them, its core purpose. So it is that in each Tesco store, department and support facility is posted a corporate steering wheel, out of sight of the customers but in plain view of each staffer. Alongside each of the 15directions and admonitions within the circle is a coloured dot - green for acceptable performance, yellow for borderline performance, red for unacceptable performance - which is updated, and can change, weekly. The scorecard is for the store, the job, and the individual. It gives one the ability, simply by looking, to measure the performance of that particular entity-and what aspects of that performance need to be improved.

衡量基本因素的方法 Some ways of calculating these basic factors are:

Operations

We try to get it right the first time-

The difference between Predicted inventory and actual inventory.

No excess stocks.

We delivery constantly everyday-

Regular deliveries and no miss.

The stores receiving adequate and right stock in right condition.

We always save time and money-

Reduced wastage

No repetition of steps in a process.

People

An interesting job-

Retention (lowering of attrition)

Absenteeism

Audit and surveys focusing on indirect questions to know the employee's interest levels.(using a 4

or 6 point scale to avoid average marking).

An opportunity to get on-

Training levels achieved by the employees.

Percentage of employees trained.

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