Scenario - Cogwinder & Co Decorating Products Cogwinder & Co. Ltd was established in 1930 in rural Devon, England, producing paint brushes for the decorating industry. The business has developed over the years and now produces a range of decorating products for the commercial and domestic markets. The company has always differentiated itself on quality and product performance, for example, it has always used the finest natural bristles in its paint brushes. Cogwinder drives and maintains a robust quality management system to, "Focus on customer satisfaction by striving to design and produce products that exceed the expectations of our customers and to control operational processes by utilising appropriate techniques". In 2010, in order to deliver products more effectively to global markets, Cogwinder established a wholly-owned-subsidiary enterprise in China.

Question 1: While initial production matched that of the Devon headquarters in terms of product quality, some operations issues have emerged in recent months, with several customers complaining about late delivery, poor quality of product finished and lack of customer service. The Chief Executive has decided to use a 'balanced scorecard' approach to manage the performance of the China subsidiary. Critically evaluate the balanced scorecard approach against similar models (For example, the performance prism, or EFQM model), for measuring performance.