Hello,

Please help me do this assignment for Accounting Information System class. I am struggling with this assignment. You can read the attached lecture.

Assignment (Chapter 13 The Balanced Scorecard and Business Value of Information Technology):

1. Outline a Balanced Scorecard for your business school. How would using your Balanced Scorecard system affect the management of the school?

2. A company has elected to pursue the initiatives listed in part a. For each initiative, describe which Balanced Scorecard perspectives the initiative will address and, specifically, which of the performance measures in part b it will affect.

a) Initiatives

Purchase new, more efficient, production equipment.

Train employees.

Renovate older retail stores.

Implement a business intelligence/business analytics system.

Create new advertising campaign.

b) Performance measures

Sales growth percentage.

Percent of repeat customers.

Employee turnover.

Percent of defective products.

Number of new customers.

Number of product warranty claims.

Employee satisfaction.

Chapter 13 The Balanced Scorecard and Business Value of Information Technology Copyright 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Learning Objectives LO#1 Describe the balanced scorecard framework LO#2 Explain the purpose of strategy maps LO#3 Describe different types of IT and why IT initiatives can be difficult to evaluate LO#4 Define the balanced scorecard management process LO#5 Describe how an AIS system contributes to a balanced scorecard management process 13-2 LO# 1 The Balanced Scorecard A strategic planning and management system Used extensively in business and industry, government, and nonprofit organizations worldwide Aligns business activities to the vision and strategy of the organization, Improves internal and external communications Monitors organization performance against strategic goals 13-3 LO# 1 Four Perspectives F in a n c ia l P e rs p e c tiv e Lo w er C o sts B u s in e s s P ro c e s s P e rs p e c tiv e G ro w R evenue En ha nce C u sto m er V a lu e C u s to m e r P e rs p e c tiv e Im p ro v e P ro cesses L e a rn in g & G ro w th P e rs p e c tiv e 13-4 LO# 1 Learning & Growth Perspective Describes the firm's objectives for improvements in tangible and intangible infrastructure Human Capital - investment in people - Ensuring the right people with the right skills are available Information Capital - investment in information - Ensuring required access to information and the ability to communicate Organization Capital - investment in creating a unique corporate identity and culture - Ensuring that employees know and are aligned with the organization's strategic objectives 13-5 LO# 1 Process Perspective 1. Operations management processes, such as supply, production, distribution, and risk management. 2. Customer management processes, such as those involved with the selection, acquisition, and retention of customers, and growth of the firm's market. 3. Innovation processes, such as identifying opportunities, research and development, product design and development, and product launch. 4. Regulatory and social processes, such as financial reporting, accounting, and those that manage environmental, safety and health, employment, and community issues. 13-6 LO# 1 Customer Perspective The value proposition differentiates from the competition - Product attributes Price Quality Availability Function - Service attributes - Brand image Creates customer satisfaction, retention, and new customer acquisition 13-7 LO# 1 Financial Perspective Confirms the success of the firm's investments and its ability to deliver value to customers Overall objective is shareholder value (for-profit companies) Other objectives usually related to: - Long-term growth - Productivity 13-8 LO# 1 Why a Balanced Scorecard Leading Indicators Internal Perspectives Lagging Indicators External Perspectives 13-9 LO# 2 Strategy Maps A one-page representation of the firm's strategic priorities Shows the cause-and-effect linkages among strategic priorities Allows organizations to assess and prioritize gaps between current and desired performance levels 13-10 LO# 2 13-11 LO# 3 Roles of AIS/IT in Balanced Scorecard Framework Balanced scorecard recognizes the difference between - Investments in tangible information technology, and - The capabilities created by that technology Information Capital in the Learning & Growth Perspective is an intangible asset that reflects the readiness of the organization's technology to support business processes Information Capital includes: - Computing hardware, such as individual computers - Infrastructure, such as communications networks - Applications, such as accounting and decision support software - Employees' abilities to use the technology effectively 13-12 LO# 3 Nature of Information Technology Investments Function IT - Performs a single function, such as enhancing worker productivity for standalone tasks Network IT - Allows people to communicate with one another Enterprise IT - Restructures interactions within the organization as well as with external partners Examples? 13-13 LO# 3 Summary of 3 IT Investment Categories IT Category Description Function Assists execution IT with discrete tasks Network Facilitates IT interactions Enterpris Specifies the nature e IT of business processes and requires interactions Characteristics Does not require complements but impact can increase with the users skill Does not require complements but impact increases with users' skill and extent of teamwork Requires complements and impact often depends on users' skills, teamwork, changes to the way work is performed, and changes in the way decisions are made 13-14 LO# 5 The Balanced Scorecard Management Process The steps necessary to plan, implement, and monitor performance: 1. Formulate. The company examines its competitive environment and identifies ways in which it can best compete consistent with its mission, vision, and values. 2. Translate. The company establishes specific objectives, measures, targets and initiatives, and develops capital, initiative, and other long-term budgets to guide resource allocation and action according to its strategy. 3. Link to operations. The company prepares operating budgets, prioritizes business process improvements, and key performance indicators. At this point it establishes necessary IT systems to support strategic business processes as well as management reporting and review capabilities. 4. Monitor. The company monitors performance to ensure processes are meeting objectives and provides feedback to operating managers to continuous improvement. 5. Adapt. The company evaluates the effectiveness of its strategy, conducts profitability analytics, tests the cause-and-effect assumptions of the strategy, and identifies potential alternatives. 13-15 LO# 4 13-16 LO# 5 Role of AIS/IT in Balanced Scorecard Management Process IT has an important role in implementing and managing the balanced scorecard management process Provides information to support strategy formulation Provides processing to develop and distribute budgets for strategy execution Collects data and converts to information to assess performance against strategic objectives and allow ongoing management 13-17