Performance Evaluation Index Optimization Of Company B Based On Strategic Map

With the proposal of the Made in China 2025 action program,new energy has entered people's perspective and has been included in the "strategic emerging industries",which has an important impact on China's economic development process.The automobile industry has also gradually changed the traditional production methods,and the development of new energy vehicles has gradually accelerated.This poses challenges for the automobile industry.Not only must it have a high level of management and research and development capabilities,but also improve the skills and qualities of employees.Traditional performance management pursues short-term profits and ignores the requirements of sustainable development of enterprises.Coupled with the continuous progress of the reform of state-owned enterprises,the entry of foreign capital and the integration of management models have forced state-owned new energy enterprises to carry out performance management reforms.Although China's state-owned enterprise management reform has achieved certain results,compared with foreign performance evaluation,our performance indicators still have many problems,most of which are extensive.As the key to strategic emerging industries,new energy vehicles are a necessary step for China to realize a major automobile country.In 2009,“Ten cities and 1,000 vehicles” opened a new pattern for the development of new energy vehicles in China.Since then,it has gradually entered a stage of rapid development.To this day,new energy can be seen everywhere in the streets and alleys.It can be seen that after ten years of development,it has made remarkable achievements.According to 2018 new energy vehicle sales statistics,China's new energy vehicle sales accounted for more than half of the world's proportion.As subsidies recede and foreign investment enters,not only policies,technologies,and markets face new challenges,but management also faces many areas that must be improved.In the research process,this article analyzes the relevant theoretical and practical cases,combines the analysis results,and takes Company B as the main body of this study,focusing on analyzing its strategic goals,identifying the problem,and discovering performance evaluation indicators.The issue of breaking away from strategic goals.Using a combination of qualitative and quantitative methods,the strategy map is drawn according to the strategy model,and then the strategic goals are split with the help of abalanced scorecard to extract the key factors for the establishment of the performance evaluation index system,and then achieve the purpose of solving problems.In order to make up for the shortcomings of assessment indicators,financial indicators and non-financial indicators are used in conjunction;at the same time,the application of balanced scorecards promotes linkage and collaboration between departments and is conducive to the realization of overall goals.Finally,it analyzes the deficiencies in the process of establishing the company B performance evaluation index system,and puts forward a guarantee mechanism for the implementation of the company B performance evaluation.