Publications
Publications
- September 1996 (Revised April 1998)
- HBS Case Collection
Mobil USM&R (B): New England Sales and Distribution
By: Robert S. Kaplan
Abstract
The general manager of a local gasoline/distillate sales and distribution business unit must communicate a new strategy to the unit's 300 employees. An initial strategic planning exercise identified a high-priority list of opportunities that blended the parent division's national strategy with a customized, local strategy. But for the new strategy to be effective, the old measurement system, which stressed only sales volume and cost reduction, had to be replaced. The manager led the development of a local Balanced Scorecard (BSC), derived from the division scorecard (described in the (A) case). To communicate the critical features of the local BSC, the unit's senior managers established a Super Bowl competition in which all employees were challenged to achieve stretch targets on five BSC measures. This case describes the communication and management processes for the Super Bowl measures.
Keywords
Balanced Scorecard; Adoption; Strategic Planning; Customization and Personalization; Management Practices and Processes; Growth and Development Strategy; Measurement and Metrics; Motivation and Incentives; Performance Evaluation; Energy Industry; Mining Industry; United States
Citation
Kaplan, Robert S. "Mobil USM&R (B): New England Sales and Distribution." Harvard Business School Case 197-026, September 1996. (Revised April 1998.)
About The Author
