Strategic Management Practice Research Of ZI Company Based On Balanced Scorecard

No matter how perfect the strategic planning is, it means nothing without been effectively implemented. In reality, there were lots of strategic failure enterprise case because of their failure in strategic objectives decomposition and ineffective strategy implementation supporting system. In strategic management research, management experts focused more on how to design and choose the strategy, and were relative lack of attention to strategy implementation and strategy control, all these lead to the huge gap between strategic design and strategic implementation. The balanced scorecard is an effective tool on strategy implementation and strategy management. Over the past20years, the balanced scorecard theory was continuous developed and improved and became a strategic management system of "describe strategy, measure strategy, manage strategy, implement strategy". Nowadays there are huge uncertainty and severe challenge in enterprise development process. There will be fundamental significance if the enterprise were really better equipped to dynamically manage organization strategy with the balanced scorecard strategic management process.ZI is a developing private auto parts enterprise and has obtained the favorable market position in DP products and has been preliminarily formed product diversification development pattern owe to the market first-mover advantage and the joint efforts of all employees. But in recent years, influenced by the fierce market competition and the factory price cut, the net interest rate has been at lower levels, sales revenue growth were lower than GDP growth and automobile industry growth, the diversified products also has not form scale advantage. In order to reverse the current plight and to foster, obtain and maintain the enterprise’s core competitiveness, the company designed the strategic planning, but after three years of practice, the company did not successfully implement the strategic planning and the actual financial indicators were far below the goal.Taking ZI company as the research object, The thesis analysed the industry status and development trend, dissected the problems in ZI development process. After that we cleared and definited the mission, values, vision and strategic objectives of ZI.Finally we redesign the strategic management system based on the balanced scorecard theory. The new strategic management system based on the balanced scorecard have been continuously implemented, verified and modified in recent two years.The achievement is the rate of target completion and operating efficiency were deeply improved and laid a solid foundation for the cultivation of core competitiveness and the company continued healthy development. At the end of the thesis, we summarized the experience in the implementation process of the new strategic management system based on the balanced scorecard,shortage of the research and the outlook for the future development of the balanced scorecard.We hope the case analysis and research in ZI strategic management practice based on the balanced scorecard can provide the Medium and Small Enterprises in China with some helpful ideas and methods. We also hope that other enterprise can deepen the understanding of the balanced scorecard and avoiding mistakes in the application.