Research On Performance Evaluation Of State-owned Cultural Enterprises Based On Strategic Orientation

This paper discusses the issues about the performance evaluation of state-owned Cultural Enterprise.State-owned enterprises undertake the important mission of the country,and state-owned cultural enterprises undertake both social and economic benefit.Performance appraisal is crucial to the implementation of the dual mission.This paper chooses a state-owned cultural group belonged to country W as the study case and also uses some real cases of its affiliated companies.This paper is divided into 6 chapters according to research approach--putting forward the problem,analyzing the problem and solving the problem.The first two chapters are introduction,literature Review and theoretical support.Chapter 3 raises the problems in performance appraisal by analyzing questionnaires and the situation of the company.In the first part of Chapter 4,it introduces the idea of constructing the performance evaluation system of the group and the necessity of introducing balanced scorecard,and in the second part of the Chapter 4,it establishes a strategic map framework suitable for W state-owned cultural group.Chapter 5 is the crucial part of the paper.It solves the question by analyzing the three kinds of key enterprises owned by the state-owned culture group,determining strategic goal,drawing strategic map,refining the relevant universal and personalized indicators,and weight the indicators.The last chapter concludes the paper and looks forward to its future development.This paper studies the state-owned cultural group deeply by means of questionnaire and interviews.It suggests that the group should focus on the group strategy when implements performance evaluation.It should also analyze the strength,weaknesses,opportunities and threats of the cultural financial enterprises and cultural trade enterprises belonged to it.At last,it should sort out the strategic objectives of the three types of secondary enterprises.In consideration of character,it is necessary to set up the balanced scorecard which is in accord with its feature.The evaluation criterion of the balanced scorecard should be changed in to comprehensive benefits,stakeholders,internal processes and learning and growth from the traditional four aspects,finance,customers,internal processes,learning.The establishment of the balanced scorecard refines three types of universal and personalized indicators for second-class enterprises,which is of great significance for the group to implement its strategic objectives.