A Study About Construction Of Performance Evaluation System In PB Company Based On Balanced Scorecard

After the 1990s, the enterprise condition of business has the immense changes. Enterprise's survival and development must support by the strategy. Performance evaluation system should reflect all the important factors of corporate strategy. Robert. Kaplan and David. Norton proposed Balanced Scorecard including financial, customer, internal processes, innovation and learning. First, the Balanced Scorecard is used as a tool for performance evaluation, and then it is used to strategic management. With the integration of the company's business objectives and a clear corporate strategy, PB company thinks about how to improve the performance evaluation. Used the Balanced Scorecard for enterprise performance evaluation have a strong practical significance.First, the paper reviews the performance evaluation of the four stages of development of the theory: the cost evaluation phase, the financial evaluation stage, the value of the evaluation stage and the strategic evaluation stage. It describes the development of performance evaluation the following conclusions: financial indicators can only show a single past, can not reveal the company's future value, can not explain the motives produce results; performance evaluation should be based on different dimensions. This paper describes the emergence and development of the Balanced Scorecard, discusses the main content and logical relations with each other of the Balanced Scorecard: financial, customer, internal business processes, learning and growth.Secondly, the use of SWOT analysis external environment of PB company, forms a strategic goal of PB company. Based on the analysis of results of evaluation of PB company, the paper points out shortcomings of existing performance evaluation methods, illustrates the performance evaluation carried out by the need for balanced scorecard. Strategic is the road map and action plan for business planning. Strategies not only focus on the past, more emphasis on the future value of company. Strategy should be the starting point for performance evaluation.The third, this paper discusses how to determine the financial dimension, represent the use of economic value added, gross profit, revenue growth, cost ratio, asset turnover and receivables turnover. This article highlights the application of indicators of economic value added, introduce the financial evaluation of economic value added.Then, this refined PB company's strategic objectives, draw a strategic map. provided a path to achieve strategic objectives: strengthen the main business, provide quality services, practice social responsibility, seek to maximize shareholder value. We selected 67 key success factors, developed 17 the Balanced Scorecard Performance measurement indicators, analysis the contents of this index, target weight, target standard method for determining the value, show how the performance evaluation system based on the Balanced Scorecard play a role in management control system, propose a performance evaluation of Balanced Scorecard Implementation Plan in PB Company.In this paper, based on literature research will apply the theory of Balanced Scorecard practice performance evaluation, the following results were obtained: first, the paper use SWOT analysis internal and external environment, form the strategic objectives and the targets for performance evaluation. Second, this paper engaged in energy management company.17 developed indicators for industry characteristics of the performance evaluation system can provide reference for similar. Third, the perspective of group companies provide new perspective for performance evaluation study. Fourth, this paper is not limited to the Balanced Scorecard. Economic value is combined with the Balanced Scorecard. This article regards major issues which can not be included in the Balanced Scorecard as adjusting events.Finally, the study pointed out the lack of research: the lack of application of strategic analysis tools, the lack of evaluation of social responsibility, incomplete statements of performance evaluation system, the lack of implementation of effective follow-up analysis. The paper suggests that future studies may further above aspects.