Study On The Strategic Execution System Of P Company Based On Balanced Scorecard

Under the background of the shrinking demand of foreign lubricants market,the overcapacity of domestic lubricants industry and the transformation and upgrading strategy for domestic economic growth,so many problems occurred in the development strategy implementation of P Company.Balanced Scorecard is one of strategic management tools used to design,execute and manage the strategy,which has been widely applied in the business management practices at China and abroad.P Group was established in 1974,which is an integrated Oil and Gas Multinational Corporation,is the third largest LNG producer in the world and one of the top ten lubricants companies.80%of its revenue is derived from international business and export business,with operations in over 86 countries around the world.In twenty-first Century,P Group proposed the strategic objective of being A Leading Oil and Gas Multinational of Choice and keep on implementing the three-major business strategy of integration,value-added and globalization.P Group will adhere to the core oil and gas business,add value to this resource and contribute to the wellbeing of the society and nations for sustainable and balanced development of performance growth.Based on the "1-2-3-4" business development strategy developed by P Group,how to ensure the strategic execution to meet market China performance growth and sustainable development is a practical problem for China leadership and management team.This paper is based on the summary of classical theory thinking of the Balanced'Scorecard and the practical research findings on the strategic implementation,focused on the case study on the problems existing in the strategic implementation system of P Group Company,referred to the successful experience of the Balanced Scorecard practices from the benchmarking companies in the same industry.This Paper propose a research model of the Balanced Scorecard strategy execution system suitable for P Group to improve the strategic management level of the strategic execution in China Regional market business.This paper employs the theoretical research,comparative analysis and case study methods,focus on the research on the construction of strategic execution system based on the Balanced Scorecard for P Group,targets at the enhancement of P Group functional globalization management and China Regional performance growth expectations,strengthens the strategic alignment between internal cross-functional departments within the organization and ensures the effective implementation of the strategy of P Group.Using the Balanced Scorecard and strategic management philosophy and strategy execution model,this paper improves the existing strategic management and execution system of P Group,which has a reference value for the multinational companies how to develop the strategic implementation plan in China Region.