Ln Sporting Goods Company Strategic Performance Management

The article employs BSC (the balanced scorecard) to redesign the performance management of LN Sports Goods Ltd Co., based on the analysis of the shortcomings of its current performance management practice. The designing process uses BSC decomposing the corporation's strategic goals into three levels: corporation, department and employee. In order to define the corporation's strategic goals, the author firstly scans both the internal and external environments of the corporation through "SWOT" analysis. Then, according to the results of it, the author draws the strategic programming map. And based on the map, BSC of the three levels are designed. During the designing process, BSC measures of the corporation level are came from two resources: one from direct decomposition of the corporation's strategic goals, the other from related process-driven measures. While, BSC measures of the remaining two levels are came from not only direct decomposition of related measures of their higher level but also their respective job descriptions. In the final part of the article, the author appraises the whole designing process and analyzes the rationality of it through comparison of practice in other company. The result shows that the strategic management base on BSC can improve the future performance of the corporation, and it has the abilities and conditions to successfully implement the strategic management based on BSC.