Martin Hines started a small business selling gas in his hometown 20 years ago. The company started as a trailer and an above ground tank of regular gasoline. A few years later, a small convenience store was built and three underground tanks were installed. The company is ready to expand again. Mr. Hines would like to double the retail space, add a car wash, increase the number of pumps, and possibly add a service garage.

At present, Hines has averaged annual revenue of $4.2 million dollars over the last 5 years, employs 8 full-time and 12 part-time staff. Employees receive 3 training shifts with a mentor, however, no employee policies or procedures exist. There are two competing gas stations nearby. The company currently has a capacity for four cars at one time. The majority of their sales revenue comes from fuel sales (approximately 80%) and the majority of the retail store sales comes from cigarette and lottery sales. Major activities performed by the business include the following:

• Purchasing fuel (two grades of unleaded, plus diesel)
• Purchasing, receiving, and stocking inventory in the convenience store
• Making retail store sale
• Making fuel sales (full-serve at low cost)
• Providing customer service (high priority for owner)
• Overnight security (two overnight guards)

Hines does not currently advertise or promote their business in any significant way. All advertising comes from word of mouth and social media. The station is located 1 km from a somewhat busy highway and has 3 towns of 10,000 or more people within a 20 km radius.

The company has a bit of an identity crisis in terms of strategy. Hines uses a cost leadership strategy for gasoline sales and are well known for having the lowest gasoline prices in the area. On the other hand, they are also one of the few full-serve gas stations left in their region, which seems fit more with a differentiation strategy. In a way, the company is "stuck in the middle" between two strategies. The owner takes pride in providing a comfortable environment and high levels of customer service to the clientele. Many customers rave about the high level of service they receive and often go out of their way to fill their tanks at Hines.

For each of the following requirements, please do not limit yourself to just the details of the case. You may include general recommendations that are applicable to operating a gas station and convenience store.

Required:

1. Make a Balanced Scorecard for Hines. Provide at least 2 items for each of the learning & growth, internal processes, customer satisfaction, and financial perspectives
2. Referring to Exhibit 1, draw a Strategy Map for Hines showing the relational linkages between each of the items specified in Question 1 above

Exhibit 1: Ownership Equity Return on Financial investment Reduce cost for Revenue each unit and for growth each value stream Customer Improve Improve Reduce customer customer order-filling profitability satisfaction time Internal Enhance Improve Processes Improve productivity product quality innovation Communicate Enhance Learning and Improve use of Growth strategy throughout employee technology the organization skills