Publications

1 Apr 1997
Conference Presentation

Comments on 'The Commission on Auditors' Responsibilites: Report of Tentative Conclusions

Keywords: Accounting Audits

March 1997 (Revised June 1999)
Background Note

Using Activity-Based Costing with Budgeted Expenses and Practical Capacity

Describes how activity-based costing (ABC) should be applied with: 1) budgeted, not historical, expenses and 2) assigning the costs of capacity resources. View Details

Keywords: Cost Accounting; Activity Based Costing and Management; Budgets and Budgeting

February 1997 (Revised June 1999)
Background Note

Committed and Flexible Resources

Stresses the difference between costs committed in advance of knowing actual demand (committed costs) and cost incurred proportional to demand. Committed costs appear fixed since their supply is independent of the amount actually used. Flexible resources are supplied... View Details

Keywords: Cost

February 1997 (Revised July 2001)
Background Note

Introduction to Activity-Based Costing

Introduces the fundamental notions of activity-based costing (ABC). Motivates ABC by means of a simple example, a single and a diversified pen factory. Proceeds to show how ABC assigns costs more accurately to products and customers by: 1) identifying the activities... View Details

Keywords: Activity Based Costing and Management

February/March 1997
Article

Why Does Business Need a Balanced Scorecard? Part I

By: Robert S. Kaplan and David Norton

Keywords: Balanced Scorecard

January 1997
Background Note

Assigning Support Department Expenses to Production Cost Centers (B): Flexible Budgets

Describes the use of flexible budgets to assign support/service department costs to production cost centers. View Details

Keywords: Cost; Financial Strategy; Budgets and Budgeting

December 1996 (Revised February 2000)
Background Note

Assigning Support Department Expenses to Production Cost Centers (A)

Describes the first stage of the two-stage cost assignment process from support/service departments to production cost centers. View Details

Keywords: Cost

November 1996 (Revised April 1999)
Case

United Way of Southeastern New England (UWSENE)

By: Robert S. Kaplan and Ellen L. Kaplan / RA

A regional United Way organization, a nonprofit already active in total quality management, implements a Balanced Scorecard to link its strategic planning objectives with day-to-day operations, and is able to translate its vision and strategy into objectives and... View Details

Keywords: Balanced Scorecard; Nonprofit Organizations; Governing and Advisory Boards; Strategy; United States

Article

Knowing the Score

By: Robert S. Kaplan and David Norton

October 1996 (Revised April 1998)
Case

Mobil USM&R (D): Gasoline Marketing

Mobil US Marketing & Refining has shifted from a centralized staff-driven organization to decentralized business-units. Staff functions now must negotiate service agreements with a buyer's committee consisting of representatives from the profit-center business units.... View Details

Keywords: Balanced Scorecard; Management Teams; Human Resources; Agreements and Arrangements; Organizational Change and Adaptation; Customers; Situation or Environment; Business Units; Energy Industry; Mining Industry; United States

September 1996 (Revised September 1999)
Case

Mobil USM&R (A): Linking the Balanced Scorecard

The CEO of the marketing and refining division of a major oil company is in the midst of implementing a profit turnaround. He transforms the strongly centralized, functionally-organized division into 17 independent business units and 14 internal service companies. The... View Details

Keywords: Organizational Change and Adaptation; Measurement and Metrics; Management Practices and Processes; Organizational Design; Balanced Scorecard; Corporate Strategy; Mining Industry; Energy Industry

September 1996 (Revised April 1998)
Case

Mobil USM&R (B): New England Sales and Distribution

The general manager of a local gasoline/distillate sales and distribution business unit must communicate a new strategy to the unit's 300 employees. An initial strategic planning exercise identified a high-priority list of opportunities that blended the parent... View Details

Keywords: Balanced Scorecard; Adoption; Strategic Planning; Customization and Personalization; Management Practices and Processes; Growth and Development Strategy; Measurement and Metrics; Motivation and Incentives; Performance Evaluation; Energy Industry; Mining Industry; United States

September 1996 (Revised May 1997)
Case

Mobil USM&R (C): Lubricants Business Unit

The general manager of a Lubricants Business Unit in Mobil's U.S. Marketing and Refining division launched a project to develop a Balanced Scorecard (BSC) for his unit. The purpose was to provide focus for all employees of the unit, enabling it to operate on an... View Details

Keywords: Balanced Scorecard; Employees; Customization and Personalization; Performance Evaluation; Measurement and Metrics; Management Teams; Projects; Energy Industry; Mining Industry; United States

fall 1996
Article

Linking the Balanced Scorecard to Strategy

By: Robert S. Kaplan and David Norton

Keywords: Balanced Scorecard; Strategy

September–October 1996
Article

Strategic Learning and the Balanced Scorecard

By: Robert S. Kaplan and David Norton

Keywords: Strategy; Learning; Balanced Scorecard

1996
Book

The Balanced Scorecard: Translating Strategy into Action

By: Robert S. Kaplan and David P. Norton

Keywords: Balanced Scorecard

April 1996 (Revised April 1996)
Case

Activity-Based Management at Stream International

By: Robert S. Kaplan and Norman Klein

Stream International's Crawfordsville, Indiana facilities undertake the design and implementation of an activity-based costing project. After analyzing the costs assigned to 161 work activities, Crawfordsville managers present five proposals for change based on ABM... View Details

Keywords: Organizational Change and Adaptation; Change Management; Activity Based Costing and Management; Indiana