In 2002, Worldclass Lighting launched an initiative to introduce the balanced scorecard into the Asia Pacific and Greater China regions, in order to provide a new management tool for its lighting business covering four perspectives-financial, customer, process, and learning and growth. The balanced scorecard ran successfully for a period of time until implementation issues surfaced that undermined its benefits, such as unquantifiable measures in target setting and the over-measurement of indicators. In 2009, a plan to terminate the balanced scorecard was presented to the Asia Pacific Chief Executive Officer ("AP CEO"). The AP CEO must now make a decision about whether to continue using the balanced scorecard.

1.What was the value proposition for World Class to continue the balanced scorecard?

2. Assess and evaluate the scorecard in terms of economics of information properties.Using the properties of performance measures, explain which properties wereimplicated in the implementation and failure of the balanced scorecard.