Comparison And Integration Of Strategic Performance Management Tools

The practice of management of the company changes with each passingday and the management theory innovations also emerge in an endless stream.The core question in the company is how to adapt to the quick change ofmodern commercial society for keeping corporate competitive advantages andhow to improve the performance. The managers have begun to find morepowerful strategic performance managerial tools for guidance and support.Balanced Scorecard (BSC) is a symbolic managerial tool in the field,which is very popular in theory and practice .This paper studies three newstrategic managerial tools: Performance prism, Strategic Scorecard,activity-based profitability analysis(ABPA ).After comparing them with BSC,we can reach a conclusion that there is no surefire tool, or "decree". Becausethe performance in enterprise is a multilayer framework, the current strategicperformance managerial tools just justify its complexity partially .In essence,they all provide the methods to solve the specific problem.So the enterprises should choose and integrate the different strategicperformance managerial tools .It is very important for the good practice of thestrategic performance evaluation. So, under current circumstances, the idealmethod is to revise other strategic performance managerial tools based on theBSC as the basic framework.Affected by different factors, such as business environment, organizationstructure, strategic performance evaluation in Chinese enterprises is facingdifferent problems compared with their counterparts in western countries.There are no surefire managerial tools. But one thing is sure: there is moreand more demand for the suitable strategic managerial tool when Chineseenterprises are growing bigger and bigger.