Part A
1-
A balanced scorecard is a strategic planning
tool to help organizations evaluate their activities and performance according
to .their vision and strategy..
Financial Hub: Contains purely financial
objectives, such as return on investment, economic value added, product cost,
profitability, cash flow, etc. Customer Hub: Customer is concerned with aspects related to customer
service quality, market share, loyalty, and customer satisfaction, such as
fulfilling their wishes by offering new products and services, or by improving
service and responding to customer complaints and needs, etc. Internal Business Process: It is concerned with
aspects of internal processes, such as the development of administrative
business systems, cooperation between different departments and departments. Learning & Growth
(Innovation)
: Identifies the capabilities in which the organization must grow to achieve
high-level internal processes that create value for customers and shareholders.
(Bhimani,2010).
BSC serves as the
cornerstone of the organization's current and future success, reversing
financial metrics that report what happened in the past and does not indicate
how to use it to improve future performance. It Link the organization's
long-term strategy with its short-term activities. It enables the practical
diagnosis and identification of new areas that should be characterized by the
organization to achieve the objectives of the consumer and the organization. Demonstrates
strategic vision, and improves
performance.
2-
BSC helps Tesco monitor their
development and their ability to innovate and innovate compared to other
competitors. The
four card activities are mutually supportive. Learning and development support
internal processes and affect the quality of service and customer satisfaction,
as well as the internal processes in turn affect the quality of service and
customer satisfaction, all of which affect financial indicators. It is a communication
tool to make the strategy clear to all employees of the Tesco. BSC is an organization-wide performance
management system, more comprehensive than monitoring individual performance
measurement and productivity. BSC
balance financial and non-financial
aspects of Tesco. It achieve periodic
performance reviews and learning to improve Tesco, Introducing sustainability into the Tesco's
operational processes, Enables the Tesco to manage the requirements of related
parties , improves information flows, communicating and realizing business objectives for all levels of the
organization, and Helps to apply
effective HRM .
3-
The
main concern of the Financial performance measures is on year-to-year or short-run rendering according to the accounting principles. Financial
performance measures don’t allow to deal
with growth of customer requirements or competitors . Non-financial
measures able to back or reinforce indirect, quantitative measures of untouchable assets of the firm , for
example ; innovation, management capability
, employee relationships , quality, and others , and these matters can determine the value of the firm . Non-financial
measures provide supportive showings of coming financial performance . Moreover , the latest goal is maximizing monetary performance , present monetary measures wouldn’t not get long-terms benefits from specific decisions . Non-financial information
provide the wasted link between these successful activities and monetary results by providing
deep information on accounting or performance of shares . it
face lower risks .Non-financial measures receive Fewer external noise, help in improving performance of managers through providing
precise assessment . In page 15 in
strategic report, the growth in the in
the customer satisfaction has increased
by 0.3% to become 85.7%. Tesco is a strong
driver of social mobility.
The high dedication,
and relentless of employees in Tesco leaded to support customer satisfaction .
they developed its innovation such as Tesco app. The designed
app which enable employee to know
their shifts, organize overtime and holiday.
4-
The strategic plan of Tesco creates presumptions connecting to : the current economic climate
and international economy; the organizational defies ; rival activities ; dynamics in market ; altering
in customer conducts ; and the expenses of delivering the plan. There are four scenarios have been set .
there was assumption in these scenarios that repayment will be
done for outer debt in the due time that contains consolidation of the
Booker and related synergies. The scenarios have been put in order to
overcome the risks that threaten the viability of Tesco. There are
many opportunities are obtainable to the Tesco for maintaining
liquidity for going ahead in its business such as: reaching to new outer
funding prematurely; more progressive short-run cost minimizing activities ;
and minimizing capital expenditure. According to
scenarios, the managers have a
plausible predications that the Tesco
will go ahead to process and pay its debts .
Part B
Budgets help the business to access their goals . it manage and arrange processes in various divisions.(Alkaraan ,2006).Budgets interpret strategy of the executives into actual activities . They allocate and define the resources, revenue, and needed operations to implement the strategy . It is vital provide amazing record of different processes of the firm. It improve communication with employees. Budgets improve resources allocating . It provide a instrument for corrective procedures through reapportionment . furthermore , budgets have many limitations such as : when the manager implement budgets in automatically way the employees will leave the work because of low of involvement. If the managers put budgets in indiscriminately top down, employees cannot realize the purposes for budgeted costs, and will not be adhered to them. Budgets result in realizing the cause of inequity . budget create competition for resources. A powerful system of budget result in reduce creativity and innovation, making it impossible to obtain cash for new ideas. The issue of implementing the goals can be negatively affected by interfering sides of budgets system. In line with GAAP , the effective budgeting make the achieving of goals as difficult but not impossible . therefore , the strategic managers who realize budgets and how to use them own powerful control tool for fulfilling departmental and divisional goals. Inaccuracy is limitation of budgets. Budgeting rely on various assumptions to expect the expenses and revenues that enable the manager to take precautions such as changing in desires in market. It provide manager with information about with the chances and risks . changes in the macroeconomic condition like inflation can increase the expenses that are greater than the expenses in budget . It consume more time and efforts. Another disadvantage of it is Rigidity as there is specific numbers and amounts can’t be changed as there is no flexibility and this lead to manipulation
Part
c
Capital budgeting is considered as the operations a company make in order to assess prospect basic projects or investments such as establishing new factory that must be analyzed before accepting or rejecting it because it need huge capital. (Horngren,2008). there are four steps that relate to the capital budgeting process in order to accept or reject to the idea of the project. The first step is Capital Project Ideas in order to generate idea of project that can said by the administration or workers or strangers . the second step is assessing every venture proposal for lucrativeness as the profitability is considered as the basis that push the finance director to accept or reject the project through calculating NPV/IRR. The third step is Prioritizing lucrative ventures according to the Firm-wide venture as the company can start specific project and delay another profitable project according to its strategy . the feedback and evolution is the fourth step , when the take decision of capital budgeting , they should monitor their performance .
References
Bhimani,
A. and Bromwich, M. (2010) Management accounting: retrospect and prospect, CIMA
Publishing,
Horngren,
C., Datar, S. and Foster, G. (2008) Management and Cost Accounting, 4th edn,
Prentice Hall,
Alkaraan,
F. and Northcott, D. (2006) ‘ Strategic
capital investment decision making: a
role for emergent analysis tools? , The British Accounting Review, vol.
38, pp. 149 – 173.