Mobil USM&R (D): Gasoline Marketing

Robert S. Kaplan

Case | HBS Case Collection | October 1996 (Revised April 1998)

Mobil USM&R (D): Gasoline Marketing

Abstract

Mobil US Marketing & Refining has shifted from a centralized staff-driven organization to decentralized business-units. Staff functions now must negotiate service agreements with a buyer's committee consisting of representatives from the profit-center business units. This case describes how one staff function developed its service agreement and translated the agreement into a Balanced Scorecard where the "customers" are the internal business units. Several managers question whether the Balanced Scorecard is appropriate for such an internal function.

Keywords: Balanced Scorecard; Management Teams; Human Resources; Agreements and Arrangements; Organizational Change and Adaptation; Customers; Situation or Environment; Business Units; Energy Industry; Mining Industry; United States;

Format: Print

7 pages

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Citation:

Kaplan, Robert S. "Mobil USM&R (D): Gasoline Marketing." Harvard Business School Case 197-028, October 1996. (Revised April 1998.)

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Mobil USM&R (D): Gasoline Marketing

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