Contrôle des performances [ MGEST2101 ]

GEST2203 ' Strategic Marketing

Part 1. Framework for the implementation of a performance monitoring system
- Systemic approach of the organisation.
- Study of the environment in which it operates.
- Highlighting the strengths and weaknesses of the organisation.
- Analysis of the key information systems for monitoring, overseeing decision-making, and how suited they are to strategic objectives.
Part II. The monitoring and measurement tool
- Definition of indicators, their development, their representation.
-The role played by non-financial indicators.
- Determination of target values and the role of benchmarks (efficient frontier method).
- Components of the balanced scorecard. Cause and effect & the strategy map.
- Monitoring the management tool.
- Multiple scorecards and the connections between their indicators.
- Scorecards in the context of sustainable development.  
- The contribution of ISO standards.

On completion of this course, students will be able:  

- to understand the importance of non-financial indicators when evaluating the performance of an organisation;

- to master a tool for managing and monitoring performance, such as a balanced scorecard.

- Continuous assessment
- Written examination 

- Lectures
- Case study 

- KAPLAN R., NORTON D. (1996), The Balanced Scorecard, Translating Strategy into Action, HBS Press.
- KAPLAN R., NORTON D. (2004), The Strategy Map, Converting Intangible Assets into Tangible Outcomes, HBS Press.
- GUERRA F. (not yet released), Diagnostic des performances, Approche systémique par les tableaux de bord intégrés, De Boeck.
- KAY J. (1993), Foundations of Corporate Success, Oxford University Press.
- Reading list