A balanced scorecard-based composite measuring approach to assessing the performance of a media outlet

Mesut Kumru

The Service Industries Journal, 2010, vol. 32, issue 5, 821-843

Abstract: In an attempt to overcome massive challenges to survive in today's global and volatile marketplace, companies are adopting newer management systems to clarify their vision and strategy and translate them into action. The balanced scorecard (BSC) is one such approach which is gaining significant interest, especially within the small and medium size enterprises. This paper describes a BSC-based composite measuring approach to performance measurement and illustrates how the approach was used by a media outlet in Turkey as part of strategic policing initiative. In the paper, first, a BSC framework was adapted, and then a composite measure was developed thereon to assess the performance of the organization with regard to its strategic business objectives. The scorecard-based composite measure was built around a vision to create superior growth of aggregate value through outlet operations. It was found that by using the suggested framework, it is possible to identify and measure the cause-and-effect relationship of using an effective operations strategy, and to assess its impact on the company's competitive advantages. This research exercise confirms the validity and usefulness of the proposed methodology and offers managerial insights and guidelines for similar implementations.

Date: 2010
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DOI: 10.1080/02642069.2010.531264

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The Service Industries Journal is currently edited by Eileen Bridges, Professor Domingo Ribeiro, Ronald Goldsmith, Barry Howcroft and Youjae Yi

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