| Maybe it has turned to be the most disturbing problem for top managers to think about strategy and its execution. Executive managers of Huida are also facing with the same question. The company falls into the condition lacking of strategic layout and precise performance measuring index. According to the theory of balanced scorecard, the strategy and its execution of Huida are purposed to be systematically discussed in this paper, herein leading to a comprehensive strategy management system.The first and second chapters discuss about the basic background, as well as theory construction of the paper.The third chapter briefly introduces general information of Huida. Further more, mission, core value (esp. value proposition of process excellence), and vision are described clearly based on analysis of the history and current condition of Huida.The forth chapter is mainly about strategy formulation. Firstly, competitive environment is analyzed through SWOT analysis. And then, general strategy of Huida is given out as: enriching product portfolio on electro-acoustic parts OEM; extending the strength of parts manufacturing area to high quality electro-acoustic end-products; building up marketing construction of the company. Strategy map of Huida is explained in the fifth chapter, while critical successful factors (CSFs), as well as related key performance indicators (KPIs) are introduced accordingly. The general strategy of Huida is then translated into daily working performance index in order to make sure that the strategy will be accomplished if only these KPIs are fulfilled.
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