Mobil USM&R Case Analysi
Management accounting advanced
Timothy Alkemade 10195270
Theo Dekker 10004598
Ninh Pham 10281746
Lion Scholte 10002248
Marco van Zijp 10285040
Mobil USM&R (A) Case Analysis
1 What objectives and measures should the two customer teams ( consumer sub-team, dealer sub-team) select for their core customer outcomes. How can these teams measure what the dealer and Mobil must do well to achieve the desired customer outcomes?
Customer Sub Team
Objective
Measures
Customer retention
Percentage of customers retained
Attracting new customers
Number of new customers
Increase market share
Market share in the industry
Customer satisfaction
Surveys
Dealer Sub Team
Objective
Measures
Develop profitable dealers
Dealer profitability
Dealer satisfaction
Surveys
Increase sales
Dealer sales growth
2 What should be the objectives and measures for the internal business processes at USM&R? Remember, these objectives and measures must drive the desired performance in the financial and customer objectives?
Internal Business Process
Objective
Measures
Process improvements
Production cycle time
Minimize product waste/ defects
Number of wasted/defective products
Reduce delivery time
Order delivery time
3 Comment on the scorecard development process. Why did Bob McCool initiate yet another initiative, the Balanced Scorecard project ? What elements seem critical to the success of a Balanced Scorecard project?
Balanced Scorecard at Mobil was a very successful program for its intended purpose, it helped managers and employees assimilate into a major reorganization. The reason for the reorganization was that a climate survey stated that creativity and innovation were stifled by the current business environment, relationships with customers were adversarial, and people were enhancing their business unit results to make them look better. The reorganization decentralizes decision making
Timothy Alkemade 10195270
Theo Dekker 10004598
Ninh Pham 10281746
Lion Scholte 10002248
Marco van Zijp 10285040
Mobil USM&R (A) Case Analysis
1 What objectives and measures should the two customer teams ( consumer sub-team, dealer sub-team) select for their core customer outcomes. How can these teams measure what the dealer and Mobil must do well to achieve the desired customer outcomes?
Customer Sub Team
Objective
Measures
Customer retention
Percentage of customers retained
Attracting new customers
Number of new customers
Increase market share
Market share in the industry
Customer satisfaction
Surveys
Dealer Sub Team
Objective
Measures
Develop profitable dealers
Dealer profitability
Dealer satisfaction
Surveys
Increase sales
Dealer sales growth
2 What should be the objectives and measures for the internal business processes at USM&R? Remember, these objectives and measures must drive the desired performance in the financial and customer objectives?
Internal Business Process
Objective
Measures
Process improvements
Production cycle time
Minimize product waste/ defects
Number of wasted/defective products
Reduce delivery time
Order delivery time
3 Comment on the scorecard development process. Why did Bob McCool initiate yet another initiative, the Balanced Scorecard project ? What elements seem critical to the success of a Balanced Scorecard project?
Balanced Scorecard at Mobil was a very successful program for its intended purpose, it helped managers and employees assimilate into a major reorganization. The reason for the reorganization was that a climate survey stated that creativity and innovation were stifled by the current business environment, relationships with customers were adversarial, and people were enhancing their business unit results to make them look better. The reorganization decentralizes decision making