某IT公司评估方法论(英文版)
本估价方法论力求提供一个可靠的现货市场价值测量标准。
Section 1 – General questions第一部分：一般问题1.This methodology seeks to provide a reliable measure of physical market value. Howwell do you think the ICIS methodology achieves this aim?本估价方法论力求提供一个可靠的现货市场价值测量标准。
您觉得安迅思估价方法论在多大程度上达到了这一目标？2.Are there alternative methodologies you would like ICIS to consider? If so, pleasedescribe these methodologies and their strengths and weaknesses as mechanismsfor measuring physical market value. Please explain their strengths and weaknesses relative to current ICIS methodology.您觉得安迅思还需要考虑其他估价方法论吗？如果您觉得需要，请描述这些估价方法论和这些估价方法论作为现货市场价值测量机制的优缺点。
请与目前的安迅思估价方法论进行比较，详细列出其他估价方法论的优缺点。
3.How well do the ICIS prices published in this report serve your business? Are thereadditional pries you would like to see?本报告中的安迅思价格在多大程度上对您的业务有帮助？您还想知道其他价格吗？4.Is there any other information that you believe would be helpful to ICIS in its reviewof this methodology? If so, please give details.您觉得还有哪些信息可以帮助安迅思审查这些估价方法论？如果有，请提供一些细节。
2024年版的企业绩效评价标准英文版
2024年版的企业绩效评价标准英文版Document Title: 2024 Edition of Corporate Performance Evaluation StandardsIn today's rapidly changing business environment, it is essential for companies to have a robust performance evaluation system in place to ensure growth and success. The following document outlines the updated standards for evaluating corporate performance in 2024.Key Performance Indicators (KPIs)- Revenue Growth: Measure the increase in revenue over a specific period to gauge the company's financial health.- Profit Margin: Evaluate the company's profitability by calculating the percentage of profit earned on each dollar of revenue.- Customer Satisfaction: Monitor and assess customer feedback to ensure high levels of satisfaction and loyalty.- Employee Engagement: Measure the level of employee commitment and motivation to drive productivity and innovation.- Market Share: Determine the company's position in the market by analyzing its share of total sales.Performance Evaluation Process1. Define Clear Objectives: Set specific and measurable goals that align with the company's overall strategy.2. Collect Data: Gather relevant data and information to assess performance against the established KPIs.3. Analyze Results: Evaluate the data to identify strengths, weaknesses, and areas for improvement.4. Implement Action Plans: Develop strategies to address any performance gaps and enhance overall performance.5. Monitor Progress: Continuously track performance metrics and make adjustments as needed to achieve desired outcomes.Performance Rating Scale- Exceptional: Exceeds expectations and consistently achieves outstanding results.- Satisfactory: Meets expectations and consistently delivers solid performance.- Needs Improvement: Falls short of expectations and requires corrective action to improve performance.- Unsatisfactory: Fails to meet expectations and demonstrates significant deficiencies in performance.Performance Review Frequency- Quarterly Reviews: Conduct regular performance evaluations every quarter to track progress and make timely adjustments.- Annual Appraisals: Hold comprehensive performance reviews annually to assess overall performance and set goals for the upcoming year.ConclusionBy implementing these updated performance evaluation standards, companies can effectively measure and enhance their corporate performance in 2024. It is crucial for organizations to adapt to changing market conditions and continuously improve to stay competitive and achieve long-term success.。
某公司IT服务能力介绍
X X X X
如季
X X X X X
X X X X 每月 X X X X X
资源殳持 评估优化
域值JIK务
备件支持 技木文档支持 设？状况网研怦估 设?frrtd W网优 &攵阵 分析与 伽防 交?4c ■|r安疾统宠史陀金玄持 毗耍时段佰守
X
X
X
—
X
X
—
X
X
—
X
X
X
X
X
—
X
X
—
—
X
服务任务定制
map.攵mw火gaun、rp
机府珂w、■事答 也
航 t他o候c畛M.wX m
nn*tettiaij 株炒、 馅父地z・
VMUJ以 Kx ：ia *X»WP«M MirKpnn：
*<
”明等・
皿中gft
桌面运营维护外包服务
桌面服务团队驻 切 客户现场以专业能力、 诱
Rt 规定的流程和方式，为 妾 客户的桌面系统提供支 持
-BCM项目管理 -熟悉和理解业务 -制定业务持续策略 -开发并执行业务持续计划 - 建立并形成BCM文化 -计划演练、维护和审计
专项和专业服务(SPS) 一数据库系统优化与数
.数据库系统优化服务
-信息收集和监控，性能诊断分析 -调优方案制定、风险评估及紧急预案准备 -系统备份、作业时间窗口的申请、实施优化 -测试优化方案的有效性
答辩过程 对后续改进提悝指导建 议J
数据中心数据中心运营管理成熟度咨询
参考D CMG-M2评价体 /
系对数据中心成熟度现 状进行评估，找出与先 / 进管理水平之差距，并
I 提供改善路雇建议
软件工程评估和管理英文讲义legacy systems7
Slide 13
Legacy data
The system may be file-based with incompatible files. The change required may be to move to a database-management system In legacy systems that use a DBMS the database management system may be obsolete and incompatible with other DBMSs used by the business
CSEM01 – Wk7 – Legacy Systems
Slide 5
Legacy system change
Systems must change in order to remain useful But changing legacy systems is expensive
Different parts implemented by different teams - no consistent programming style The system may use an obsolete programming language The system documentation is either not there or out-of-date The system structure may be corrupted by many years of maintenance Techniques to save space or increase speed at the expense of understandability may have been used File structures used may be incompatible
某公司绩效管理考评方法-英文版
be measured?
Expectations of Stakeholders
Company Performance
Business Plans are Developed by the Business Units
Strategy of the Corporation
Objectives of the corporation
COMPANY MISSION
Strategic Objectives
Business Unit Scorecard
Department Scorecard
Employee Performance
Process
Individual Goals
= What must the company be very good at doing?
= How will progress and success
be measured?
Expectations of Stakeholders
Company Performance
Organization Alignment leads to Employee Engagement
• AFYP • ROI/ROA • Surplus Growth
CUSTOMER SATISFACTION
• New sales: new customers • Additional policies: current
customers • Market share
BUSINESS PROCESSES
Project Planning, 1 wk
Orientation
and Kick-off
it行业绩效评估方法
学习与成长角度
评估指标包括员工满意度、员工培训、创 新能力等。
财务ห้องสมุดไป่ตู้度
评估指标包括收入增长、成本减少、利润 增加等。
内部业务过程角度
评估指标包括业务流程效率、产品质量、 研发周期等。
客户角度
评估指标包括客户满意度、客户留存率、 新客户获取等。
基于kpi的绩效评估
KPI
关键绩效指标（Key Performance Indicators）是衡 量组织绩效的关键参数，通过对 少数关键指标的评估，反映组织
背景介绍
该互联网公司在快速发展中，员工数量众多，为了更好地评价员工 绩效，提高公司整体运营效率，该公司建立了绩效评估体系。
评估方法
该公司的绩效评估体系采用了平衡计分卡的方法，从财务、客户、 内部业务过程、学习与成长四个方面进行评价。
实施效果
该绩效评估体系实施后，员工的工作积极性和工作效率得到了提高， 公司整体运营效率也得到了提升。
该360度反馈机制实施后，员工对于自己的工作表现有了更全面的认识
，自我管理能力也得到了提高，同时上级领导和同事之间的沟通也更加
顺畅。
THANKS
感谢观看
绩效评估的背景
• 随着IT技术的快速发展和广泛应用，越来越多的组织开始重视IT项目的建设和实施。然而，由于IT项目的复杂性和不确定性 ，项目实施过程中往往会出现各种问题，导致项目延期、超预算、质量不达标等。因此，对IT项目进行绩效评估，可以及时 发现和解决这些问题，确保项目的顺利实施。
绩效评估的挑战与机遇
分配评估资源
03
明确参与评估的人员、资金、物资等资源的分配，以确保绩效
评估的顺利实施。
设计绩效评估体系
1 2
人力资源二级英语 写作题库(有参考答案)
专业英语写作模拟题1、某外资公司计划近期内在公司内部推行全方位的绩效评估体系，包括上司评估（supervisor evaluation）、同事评估（peer evaluation）和员工自我评估（employee self-evaluation）。
假设公司人力资源总监要求你来设计制作一份员工自我评估（employee self-evaluation）的样本，请你用英文完成这项工作。
2、360度反馈（360-degree feedback）是近年来出现的一种绩效管理的新方法。
它是一种系统地收集来自于多种渠道的反馈某人绩效的数据和信息的绩效评估方法，绩效反馈的来源包括上司、同事、外部顾客、内部顾客和自己。
作为公司的人力资源管理负责人，应当熟悉这种新方法，并能够在工作实践中灵活运用。
请结合你在工作中对这种绩效评估方法的运用，用英文写一篇100字左右的讨论360度反馈的优点和缺点的文章，题目为“Advantages and disadvantages of 360-degree feedback”。
3、某外资公司是一家专门从事财务软件开发的公司，为了保护公司的商业秘密（business secrets）不被公司员工泄露，公司打算与每一位员工签订一份保密协议（Secrecy and Noncompetition Covenant），规定员工必须保守公司的商业秘密，在任职期间以及离职后，均不能向任何第三方泄露；离职后3年内，不得自己经营或帮助别人经营相同或类似业务；以及公司认为必要且正当的其他条款。
公司请你为其用英文拟订一份保密协议。
4、由于近年来的持续经济衰退，Addison Systems 公司打算在年底进行一次裁员，辞退的对象主要是公司去年招聘的临时工（temporary workers），Thomas就是即将被辞退的临时工。
根据当初公司与Thomas签订的服务协议，如果公司辞退员工的话，公司须按照每服务满两个月支付员工一个星期薪水的补偿金，Thomas已在公司工作满12个月，将得到一笔相当于6个星期薪水的补偿。
公司绩效管理考评方法英文版
= What must the company be very good at doing?
= How will progress and success be measured?
• Expectations of Stakeholders • Company Performance
Business Plans are Developed by the Business Units
Strategy of the Corporation
Objectives of the corporation
Top-down-approach: Derivation of objectives from corporate strategy
Objectives of the region
Asia
Performance Management
A Guide to Consulting
June 2000
Discussion Objectives
Provide an overview of current thinking and trends
Discuss what PM consulting is all about Review “what works and what doesn’t”
• Collecting premiums • Calculating selling price: new product • New licensing (Region & Corporate) • Establishing the Business Case for new
Cascading and Alignment Stakeholder Metrics
it治理 评估方法
it治理评估方法1.引言1.1 概述在IT领域，随着信息技术的快速发展和广泛应用，企业对于IT治理的需求也日益增加。
IT治理评估方法作为衡量和提升企业IT治理水平的关键工具，受到了越来越多的关注。
概括来说，IT治理评估方法是指通过对企业的IT治理目标、流程、制度、资源等方面进行全面评估和分析，从而得出一个科学、客观的评估结果，并提出相应的改进建议。
其目的是帮助企业了解当前IT治理的状况，发现潜在问题和风险，并提供优化和改进的方向。
在实际应用中，IT治理评估方法可以根据企业的具体情况和需求进行选择和定制，具有一定的灵活性。
评估方法通常包括对IT战略的评估、IT 组织与人员的评估、IT流程与制度的评估、IT资源与投资的评估等多个方面，从而全面把握和评估企业IT治理的综合状况。
总的来说，IT治理评估方法是一个系统性的过程，需要综合考虑企业的战略目标、组织结构、流程制度以及资源投入等因素。
通过科学、客观的评估，企业可以及时发现问题、解决问题，并持续优化和提升IT治理水平，从而更好地支持企业的战略目标实现。
1.2文章结构文章结构部分是为了给读者提供一个清晰的指引，让他们能够更好地理解文章的内容和组织。
本文将按照以下结构进行讲解：2.正文：在这一部分，我们将详细介绍it治理评估方法的要点和流程。
通过了解这些要点，读者将能够全面了解it治理评估的目的和重要性，并学习如何使用评估方法来提高组织的it治理水平。
2.1 it治理评估方法要点1：在这一小节中，我们将介绍it治理评估方法的第一个要点。
首先，我们将解释什么是it治理评估方法，以及为什么有必要进行评估。
然后，我们将详细讨论评估方法的具体步骤和流程。
最后，我们还将分享一些实际案例，以帮助读者更好地理解评估方法的应用和效果。
2.2 it治理评估方法要点2：在这一小节中，我们将介绍it治理评估方法的第二个要点。
我们将详细介绍评估方法中的关键指标和工具，包括评估问卷、指标体系和评估模型等。
华美达质量管理及评估手段(中英文双语)
23% of our guests on average experience a problem during their stay. 至少23%的客人在酒店居住期间会遭 遇问题。
Guests who have problems in other areas of the hotel often look to the Front of House staff for solutions. 客人在酒店其他地方碰到的问题，经 常会找前线的员工来帮助解决。
Soliciting Guest Feedback 2QA 恳求得到客人2QA 的反馈。
“Making The Change” 改变
2QA 的三步骤 2QA Three Distinct Phases
• Phase 1: Collecting Customer Feedback • 第1阶段：收集顾客反馈
but what can be improved.
我们并不是在问客人他是否感到满意而是有何可改进之处。
Question 2
During your stay, which hotel employee (if any) has provided you
with above average service? 当您光临酒店时，您是否觉得有员工服务特别突出。 We want to obtain feedback on outstanding performance of certain employees for recognition. 我们想收集来自对员工优质服务认可的客人反馈。
因此酒店的目标是：不仅要得到感到非常满意或非常不
满意的客人的反馈，同时还要得到位于两者之间的大部 分的客人的反馈。
ITSM量化和评估方法
量化IT服务管理的人员从人员方面量化IT服务管理，可以测评IT运维人员的胜任力，评估IT人员工作量，计算IT组织容量需求。
(1）IT运维人员胜任力测评与传统的胜任力测评方法相同，IT运维人员胜任力测评知识、技能、职业素养和行为四个方面。
同时,结合IT运维工作的特点，选取符合IT运维工作要求的评价指标。
从而，评估IT运维人员能力素质现状，用以衡量IT运维人员能力素质水平;识别IT运维人员能力素质差距，用以指导IT运维人员能力素质培养方向。
(2）IT人员工作量评估IT人员工作的量化评估，不仅关注IT人员的绩效指标，而且从IT人员工作岗位的职责、每项工作的执行动作(RACI）和发生频率（DWMSYR) 三个方面进行评估，量化IT人员工作内容和过程。
其中,岗位职责/任务，描述IT人员工作的内容;执行动作，明确IT人员工作的权力，包括负责（R— Responsible)、审批（A—Accountable)、支持（C—Consulted)、告知（I-Informed）;发生频率,定义IT人员工作的活动频率，包括每天（D—Daily)、每周（W-Weekly）、每月（M—Monthly）、每季（S—Seasonal）、每年（Y- Yearly)、按需（R—Required).（3)IT组织容量需求计算IT组织容量需求计算公式：IT人员需求量(人）=高峰期单位时间工作总量（秒) / 每位IT人员工作效率(秒/人)。
特别地，IT服务台或呼叫中心热线员的容量需求计算公式：热线员最大需求量（人)=高峰期单位时间热线工作量(秒） / 单位时间每个热线员的工作效率（秒/人）。
其中，热线电话主要分为咨询电话(On-Call)和远控电话（Remote）两大类，人员工作效率按80%有效利用率计算。
量化IT服务管理的流程从流程方面量化IT服务管理，可以评估IT服务管理流程成熟度，构建IT服务管理流程及角色KPI体系。
（1)IT服务管理流程成熟度评估参考IT服务管理最佳实践，对组织IT服务运营进行现状调研、差距分析及成熟度评估。
英文版标杆分析法[精品]
![英文版标杆分析法[精品]](https://img.taocdn.com/s3/m/3d72d1fb7f1922791688e889.png)
标杆分析法/基准化分析法(Benchmarking)1、定义基准化分析法（Benchmarkting ）就是将本企业各项活动与从事该项活动最佳者进行比较，从而提出行动方法，以弥补自身的不足。
benchmarking是将本企业经营的各方面状况和环节与竞争对手或行业内外一流的企业进行对照分析的过程，是一种评价自身企业和研究其他组织的手段，是将外部企业的持久业绩作为自身企业的内部发展目标并将外界的最佳做法移植到本企业的经营环节中去的一种方法。
实施benchmarking的公司必须不断对竞争对手或一流企业的产品、服务、经营业绩等进行评价来发现优势和不足。
总的来说，基准化分析法(Benchmarking)就是对企业所有能衡量的东西给出一个参考值，benchmarking可以是一种管理体系、学习过程，它更着重于流程的研究分析。
菲利普.科特勒解释说：“一个普通的公司和世界级的公司相比，在质量、速度和成本绩效上的差距高达10倍之多。
benchmarking是寻找在公司执行任务时如何比其他公司更出色的一门艺术。
”其实中国古代战略名著孙子兵法也有提到“知己知彼，百战不殆；不知彼而知己，一胜一负；不知彼，不知己，每战必败”。
其实这是很简单的道理。
Benchmarking法起源于Xerox公司，施乐曾是影印机的代名词，但日本公司在第二次世界大战以后，勤奋不懈地努力，在诸多方面模仿美国企业的管理、营销等操作方法。
日本竞争者介入瓜分市场，从1976年到1982年之间，占有率从80%降至13%。
施乐于1979年在美国率先执行benchmarking，总裁柯恩斯1982年赴日学习竞争对手，买进日本的复印机，并通过“逆向工程”，从外向内分析其零部件，并学习日本企业以TQC推动全面品管，从而在复印机上重新获得竞争优势。
Benchmarking法的主要作用是：（1）做竞争对手的Benchmarking，有助于确定和比较竞争对手经营战略的组成要素。
KPI 平衡计分卡和EVA绩效评估体系(中英文)
Company Performance Indicators: How to Measure the Performanceof a CompanyByProfessor H.S. ShafaBurwell Endowed Chair of Int’l ManagementOklahoma City UniversityFirst International Conference on KPIBeijing, ChinaMay 22nd, 2002Company, Strategy and Performance 公司、战略及其绩效●A Company is an Association of ProductiveAssets (including People) who cometogether to obtain Economic Advantages●Strategy is a Pattern of Asset or ResourceAllocation that enables Companies tomaintain or improve their Performance●Performance of a company can be measuredin different waysDifferent Approaches to MeasuringPerformance衡量绩效的不同方式●Firm’s Survival As a Measure of Performance (Altman’s Z-Score)●Tobin’s Q●Accounting Measures of Performance (Financial Ratios)●Multiple Stakeholders view of Performance ●Balanced Scorecard●Present Value Measures of Performance ●EVA and MVAMost Commonly Used Key Performance Indicators 最常用的关键业绩指标●Financial Indicators 财务指标●Process Indicators 过程指标●Customer Indicators 顾客指标●Learning and Growth Indicators学习与创新指标Financial Ratios represent an attempt to standardize financial information in order to facilitate meaningful comparisons over time (time series) and between firms or firm to industry (cross section).不同的公司之间或不同的时间段内使用规范的财务信息进行有意义的比较。
某咨询公司设计的绩效评估模式(英文版)
員工態度改 變
接受變 革
Why is Performance Management (工作表現管 理制度) Important to Business Performance?
Benefits to Individuals
• Better understanding on performance standards • Better development opportunities • Motivated as it is a fairer system to measure
climate
Performance Management - Current Trends (當前趨勢)
• Performance management as a core process • New approaches:
– self-appraisal 自我評核 – peer appraisal 同級同事評核 – upward appraisal 下屬對上司的評核 – 360 degree appraisal 360 度評核 • Greater employee involvement / participation • From measuring outputs measuring outputs + inputs • Greater line-management ownership • Formal, once-a-year feedback more informal, on-going communication
绩效评估IT化
组织管理专家斯皮泽尔（Dean R. Spitzer）研究了若干企业之后发现，那些应用业务绩效评估及类似技术最为成功的企业领导者，不会将数据看作最终结果，他们会对数据进行分析，从中提炼有效信息，加深对企业的了解，增进与员工的沟通，从而做出正确的企业决策。
大多数企业人士都认识到了绩效评估的重要性，然而想要积极参与其中的却少之又少。
他们知道进行绩效评估，满足相应的要求很重要，但又想少做无用功，省去不必要的麻烦。
因此在绩效评估上应用自动化系统，对他们而言是很好的选择。
领导经常说：“告诉我答案。
”他们不愿意花太多的时间和精力去分析数据，将数据转化为有效信息，并从中发现管理智慧。
值得注意的是，很多企业在计分卡、业务仪表盘上投入之多，令人吃惊，然而收效甚微。
如来自USAA公司的蒂姆曼（Tim Timmerman）指出，“技术可以帮你收集大量数据，但不能为你提供有效信息，帮你做出正确决策，来提高产品质量和服务水平，从而更好地满足顾客的需要。
”所以说华而不实的图表指示夸大了计分卡和评估表的作用，企业由此做出的反应通常是建立在对零散、表面的信息进行分析的基础之上的，而不是建立在对复杂的组织体系深刻理解的基础之上。
技术解决方案有很多巨大的商务应用价值，但未必都能实现。
这不仅取决于技术，更多地取决于人的因素。
每种绩效评估系统都有其自身的局限性。
人类进行正确判断的能力是任何技术都无法取代的。
“人的因素”起着重要的作用。
只有对评估数据进行分析，提取有效信息，增进对企业的了解，从而做出正确决策，绩效评估系统、商务智能系统、业务绩效管理、计分卡和业务仪表盘才能发挥有效作用。
人们正确、谨慎地使用工具的意愿，比任何工具都重要。
现如今的工作场所是个“大熔炉”，老员工和年轻的员工在一起工作，他们对评估和技术有着截然不同的体验和态度。
一般说来，跟老员工相比，年轻的员工（尤其是知识工作者）对技术的适应性更强，但要求也更高。
知识工作者要求了解更多信息，如果只是告诉他们“这是你的评估项目”，他们不会太感兴趣。
interbrand品牌评估法评介
Interbrand品牌评估法评介西方对品牌或品牌资产(Brand Equity)的评估有两种基本取向。
一是着眼于从消费者角度评估品牌强度，即品牌在消费者心目中处于何种地位。
比如，消费者对品牌的熟悉程度、忠诚程度、品质感知程度、消费者对品牌的联想等等。
从这一角度评估品牌，主要目的是识别品牌在哪些方面处于强势，哪些方面处于弱势，然后据此实施有效的营销策略以提高品牌的市场影响力或市场地位。
目前西方市场营销学术界主要侧重从这一角度评估品牌。
品牌评估的另一种取向则是侧重从公司或财务角度，赋予品牌以某种价值。
在公司购并、商标使用许可与特许、合资谈判、税收交纳、商标侵权诉讼索赔等许多场合都涉及或要求对品牌作价。
出于这种需要，许多资产评估公司纷纷涉足品牌评估，并发展起各种评估方法。
其中，设在英国伦敦的Interbrand公司（国内有学者译为英特品公司）可谓品牌评估的先驱，它所倡导的Interbrand方法在品牌评估实践中得到了较广泛的运用。
这一方法虽然也存在问题和局限，但鉴于它的影响力以及国内很多商标评估机构对它还不甚了解，在此作些介绍和评价，希望对推动国内品牌评估业的发展有所裨益。
一、基本思路Interbrand方法的一个基本假定是，品牌之所以有价值不全在于创造品牌所付出了成本，也不全在于有品牌产品较无品牌产品可以获得更高的溢价，而在于品牌可以使其所有者在未来获得较稳定的收益。
就短期而言，一个企业使用品牌与否对其总体收益的影响可能并不很大。
然而，就长期看，在需求的安全性方面，有品牌产品与无品牌产品，品牌影响力大的产品与品牌影响力小的产品，会存在明显的差异。
以牙膏品牌为例，“中华”、“高露洁”等知名品牌会较一些地方性品牌具有更为稳定的市场需求。
原因是今年购买这些知名品牌的消费者很可能明年还会继续选用这些品牌，而购买那些影响力较小的品牌的消费者则更有可能转换品牌。
需求稳定性较大，意味着知名品牌较不知名品牌能给企业带来更确定的未来收益。
外文翻译并购与公司绩效平衡积分卡方法
外文翻译并购与公司绩效平衡积分卡方法外文文献翻译2016 届译文：并购与公司绩效:平衡积分卡方法Mergers, Acquisitions and Corporate Performance: The Balanced Scorecard Approach Oghuvwu, M. E .1 (M.Sc) & Omoye, A.S 1 (Ph.D, ACA)AbstractThe broad objective of this paper is to evaluate the impact of mergers and acquisitions on corporate performance, using the five dimensions of financial performance, learning and growth, customer satisfaction, internal business process and environment. The study finds a significant impact of mergers and acquisitions on the financial performance, customer satisfaction and learning and growth. The study recommends the establishment of an environmental management and audit system, which will take cognizance of environmental management issues and also research and development initiatives should be planned, in other to achieve the best possible utilization of organizations internal business processes.Keywords: Mergers, Acquisitions, Balanced Scorecard, Corporate Performance1.The Concept of Mergers and Acquisitions (M&A)Mergers and acquisitions are measures firms adopt to achieve external expansion (Oh, Peter & Johnson, 2014). According to Sheidu and Yusuf (2015), in the broad sense, M&A encompasses the coming together, combination, fusion and synergy of companies, in which one drop its identity, and the other retains. Anyanwu and Agwor (2015) see mergers as a formof “strategic alliance” whereby two firms work together in pursuance of similar objectives. Similarly, Ahmed and Ahmed (2014) described mergers as an amalgamation that involves the combining of two previously independent entities subsequently into a sole entity.Ahmed and Ahmed (2014) referred to an acquisition as a situation where one company acquires successful control of the asset and management of another. In acquisitions, the combining entities may retain their legal entities, but however, control is vested in one (Omoye & Aniefor, 2016). According to Guaghan (2007), mergers and acquisitions fall into three categories: first, is the horizontal merger, which involves the combination of firms in the same area of business. Secondly, is the vertical merger, which involves the integration of firms in the same industry, but within varying business stages. Thirdly, is the Conglomerate merger, described as a combination of firms in dissimilar operations.2.Corporate PerformanceCorporate performance depends on various factors and can be studied from different aspects. Some believe that corporate performance should be measured by financial figures while for some companies corporate performance depends on customers’ loyalty or other qualitative measures (Ansari & Riasi, 2016). However, prior studies on mergers and acquisitions performance have viewed performance from two schools of thought; the accounting based measures and the stock market approach (Grigorieva & Petrunina, 2015; Ismail, Abdou & Annis, 2011 and Wang & Mioni, 2012). The accounting based approach is founded on the assumption that the objectives of M&A are to increase financial numbers. This school of thought believes that the synergistic effect of M&A is reflected in profitability measures(Anderibum & Obute, 2015; Kouser & Saba, 2011 and Olagunju &Obademi, 2012). The second school of thought which is the stock market approach is premised on the idea that performance is reflected in the increase in stock returns. It is based on stock price changes and returns of post-M&A announcement (Ismail, Abdou & Annis, 2011; Rani, Yadav & Jain, 2015 and Wang & Mioni, 2012). A broader approach is the balanced scorecard approach developed by Kaplan and Norton in 1992. The Balanced Scorecard (BSC) is a multi-dimensional performance measurement and management tool that translates an organization’s vision and strategy into action (Rigby & Bilodeau, 2013). It measures performance in four perspectives: financial, customer satisfaction, internal business process and learning and growth (Kaplan & Norton, 1996). This measurement model, however, suffers a shortcoming, such that it ignores the costs the society incurs as a result of externalities from business (Etim & Agara, 2011). There is thus the need for a dimension such as the environment that incorporates these externalities. Based on this limitation, we review performance from the financial, customer satisfaction, learning and growth, internal business process and environment subsequently.3.Mergers & Acquisitions (M&A) and Perspectives of Performance3.1Mergers & Acquisitions and Financial PerformanceThe financial performance assesses the profitability of the organization actions. It examines how an organization should appear to its shareholders to succeed financially (Kaplan & Norton, 1992). Omoye and Aniefor (2016) employed a longitudinal survey covering the period of 2007 to 2012 to assess the effect of M&A on organizations’profitability. Data for thestudy was analyzed using “McNemar” statistics. The findings from the study revealed that M&A has an influence on the profitability ratios. Another study of Rani, Yadav and Jain (2015) investigated the effect of M&A on stock returns. The study adopted the event study methodology and consequently their findings suggested significant positive abnormal returns. In their conclusion,the positive returns were attributed to the motive of the combination, which was basically strategic. In the same vein, Sabri, Ezman and Zainal (2015), examined the impact of M&A on the stock price. Their study demonstrated evidence that suggests a positive and significant impact of M&A on stock performance. They further assert that when M&A are announced this may spur efficiency.However studies such as Ahmed and Ahmed (2014); Ashfaq, Usman, Hanif and Yousa (2014) argued that M&A have no effect on corporate performance. Ashfaq et al. (2014) investigated the effects of M&A on corporate performance, using descriptive statistics and paired sampled t-test. Their study revealed that performance declined following mergers and acquisitions. They further observed that organizations tend to loss strategic focus after business combination. The study of Ahmed and Ahmed (2014) also conforms to the previous findings. They examined the impact of mergers on financial performance. The sample was drawn from selected manufacturing industries of Pakistan covering 2000-2009. Using paired sample t- test statistics, they found a negative relationship between mergers, acquisitions and firms’ performance.3.2Mergers & Acquisitions and Customer SatisfactionAccording to Kaplan and Norton (1992), the customerdimension focuses on customer sustainability and satisfaction measures. The growth in customer satisfaction has been linked with companies increased market share, which consequently resulted in improved profits and corporate image. Oberg (2014) pointed out that a major issue in post-mergers and acquisitions are the organizations’ ability to establish continued customers’ relationship and service quality. Johnson, Ernest and Samuel (2015) examined the impact of M&A on customer service quality of banks in Ghana. The study employed a descriptive and explanatory methodology, using analysis of variance and paired t- test for data analysis. The findings from their study revealed a positive impact of M&A on customer satisfaction through an improvement in organizati ons’ service quality. Similarly, Kiswani (2015) posits that M&A has a positive relationship with customer reactions. The study accentuates that the success of M&A is dependent upon the positive reactions from its customers. Another study by Ebimobowei and Ekankumo (2012) also investigated the impact of M&A on customer service using regression to analyze data collected. Their study provides evidence of an improved customer satisfaction in the post-M&A period. This is following the wide acceptance of the combination exercise by customers.Conversely, the studies of Christain and Mathias (2005) and Shukla and Gekara (2011) asserted that M&A have a negative impact on customer satisfaction. Homburg and Burcerius (2005) evaluated the effect of M&A on customer satisfaction. The result from their study showedan unfavorable impact. The findings of Shukla and Gekara (2011) also confirm this. The authors believe that M&A has resulted in management shifting profitability strategies toincreased market power, thereby raising customer prices. Oberg and Anderson (2002) previously pointed out that during M&A management focuses on the transactions alone while disregarding the effects on its customers.3.3Mergers & Acquisitions and Learning and Growth PerformanceThis performance dimension focuses on the value creation strategies of a firm through its investment in employees, in terms of research and development, increased employee satisfaction and employee productivity (Kaplan & Norton, 1992). A fundamental expectation from M&A is that the combined firm will be more efficient and its employees more productive. Kareem, Akinola and Oke (2014) conducted a study on the effects of M&A on employee research and development (R&D). Descriptive statistics was used to analyse data. The result showed a positive significant impact of M&A on employee R&D in the area training and re-training of workers. Similarly, Ernest (2012) documents that the post M&A period witnessed an increase in employee packages, which in turn reflected in a significant increase in employee productivity. A related study by Kuvuti (2013) examined the effects of mergers and acquisitions on employee efficiency. Using descriptive statistics, the findings revealed a positive relationship between mergers and acquisitions and employee productivity.Conversely, Szucs (2014) employed the difference- in-difference estimation method to single out the causal effect of M&A on Research and Development (R&D) growth, intensity, and spending. The result from the study showed a substantial decrease in R&D following M&A. The study concluded that management becomes more risk averse after M&A, and as aresult R&D practices are reduced. On employee productivity, Schuler and Jackson (2011) earlier emphasized that M&A activities while having a positive impact on the shareholders the reverse may be the case for its employees. For example, management vision may be shifted from investing in their employees through research and development to profitability. In a recent study, Abdulrahaman (2016) argued that M&A is not favorable. The study documents that M&A resulted in stress, anxiety and fear of the loss of job, hence a negative impact on employees’ productivity.3.4Mergers & Acquisitions and Internal Business Process PerformanceThe internal business process performance is based on the efficiency and effectiveness of organizations operations. It presents the organization with the means of accomplishing its objective through its enhancement in technological efficiency and innovations (Butler, Henderson & Rainborn, 2011 and Kaplan & Norton, 1992). Prior studies such as Cloodt,Hageborn and Kereneburg (2006) and Gantumor and Stephan (2007) document that the increased size of companies through M&A has a positive relationship with their technological performance which in turn improves the bottom line. Gantumor and Stephan (2007) examined the impact of M&A practices on the technological and innovation performance of firms. The study employed regression analysis to analyse its data. Their result provides evidence that M&A significantly impact organizations technical and innovation performance positively. This result is consistent with the operational synergistic effect of M&A. Another study by Cloodt, Hageborn and Kereneburg (2006) opined that the impact of M&A on technical and innovativeperformance would be dependent upon the nature of the merger. They examined the impact of M&A on the technical and innovative performance of the firm. The study found that related organizations showed a positive impact while the unrelated firms presented a negative impact.Nevertheless, the study of Ahuja and Katila (2001) had a different opinion. They document that the changes during acquisition may lead to the disruption of routine processes of the organizations, resulting in poor internal business process performance. Rezitis (2008) also had a similar view. The study examined the impact of M&A on the technical efficiency of Malaysia banks using descriptive statistics for data analysis. The result from his study showed a decl ine in the firms’ post-mergers and acquisitions technical efficiency.3.5Mergers & Acquisitions and Environmental PerformanceThe environmental performance describes the impact of the organization’s operations on the environment and society (Elkington, 1997). The measures consist of health and safety metrics, environmental programs and products and services (Ahmed, Saleh & Ibrahim, 2015 and Fauzi, Svensso & Rahman, 2010). Aktas, Bodt and Cousin (2010) studied the effect of M&A on environmental performance. Descriptive statistics and regression analysis were employed to analyze data. They found that environmental performance increased following the combination of social and environmentally friendly firms. They conclude that both entities tend to adopt the org anization’s existing social and environmental practices. Hence they perform better. Similarly, Goyal and Dheer (2013) opined that M&A creates a more efficient market and improve managerial performance thus reflecting in environmentally friendly activities.In contrast, Walley and Whitehead (1994) argued that environmental performance might be achieved only to the detriment of the firm’s financial performance, therefore viewing it as value-destroying decisions for shareholders. They maintained that an increased environmental practice would attract greater costs, which may significantly impact firm’s effici ency. Another study by Waddock and Graves (2006) found a negative relationship between M&A and environmental performance. The study employed correlation analysis, t - test of differences andWilcoxon test for data analysis. They maintained that M&A disrupt s organizations’ plans and attract huge conversion and transaction cost in the form of increased debt from takeovers.4. Conclusion and Policy ImplicationsThe broad objective of this study is to examine the impact of mergers and acquisitions on the corporate performance using a modified Balanced Scorecard (BSC). Prior studies on post- mergers and acquisitions performance have measured performance using the traditional financial performance measure. This study presents a more robust evidence and clarity of the impact of M&A on corporate performance by modifying the BSC to include a fifth dimension, which is the environment. The study concludes from the significant differences in the pre and post means of the performance dimension that M&A has a positive impact on the financial, customer and learning and growth perspective.By these findings, this study advocates considerable policy recommendations. First, given the poor performance of the environmental dimension, organization’s should implement corporate environmental strategies, such as, setting upenvironmental management and audit systems, integrating environmental issues into management decisions so as to ensure top management commitment and support to environmental practices. Also, environmental impact should be incorporated into organizations’ performance evaluation systems. Secondly, the organization’s operational effectiveness and efficiency are dependent upon the improvement of its internal business processes. Therefore it is recommended that strategies such as research and development initiatives are planned for achieving the best possible utilization of organizations technological and innovative capacities. Thirdly, management should strengthen their customer’s satisfaction and learning and growth m easures by introducing customers and employees’ friendly practices such as relationship management systems, training and development programs, support services and interaction systems. This in no small measure may reflect positively in the organization’s b ottom line (financial performance). Finally, management should develop effective strategies towards monitoring performance in the proposed performance dimensions, in other to improve the long-term profitability of the organization.并购与公司绩效:平衡积分卡方法Oghuvwu, M. E .1 (M.Sc) & Omoye, A.S 1 (Ph.D, ACA)摘要本文的主要目的是评估并购对公司绩效的影响，运用财务绩效、客户满意度、学习与成长、内部运营、环境等五个方面对并购绩效进行评估。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Service Delivery
Development & Implementation
Security
Quality Management Data Management
What must be done to ensure that the IS/IT strategy effectively supports BAS’s business? How should IS/IT be controlled?
Applications
User People IS/IT People
Systems People
Business Direction
Strategy
Business Control of IS/IT
IS/IT Strategy & Policy
IS/IT Planning, Resourcing & Budgeting
Delivery Segment
Are resources organized, monitored and controlled in a way that delivers IS/IT services in the most efficient way?
siness Direction
Business Control of IS/IT
IS/IT Strategy & Policy
IS/IT Planning, Resourcing & Budgeting
User People IS/IT People
Systems Strategy
People
The BAS project team should work to select the key topics requiring consideration, and for each topic the level of analysis necessary. The following slides describe in more detail the contents of each of the 5 segments
The strategy analysis can focus on the following: • Is there an effective business planning process that includes IS/IT issues and opportunities? Is IS/IT aligned with the business? • Is there effective control over IS/IT directions, priorities, resources and expenditure by senior management? • Does the organization have a clearly defined IS/IT strategy and is it adhered to? • Does IS/IT have an effective resource planning and budgetary process and is there an appropriate mechanism to ensure compliance?
Roles & Responsibilities
Organization
People Management
Communications Infrastructure
Technology
Delivery
Project Management
Computing Infrastructure
Architecture
• Business Direction • Business Control of IS/IT • IS/IT Strategy and Policy • IS/IT Planning and Budgeting
Are resources organized, monitored
How well does the organization manage its human resources in relation to IS/IT (skills, attitude,
The PwC Information Technology Methodology Health Check
The ITM Health Check Methodology comprises 22 topics grouped into 5 segments:
-- strategy -- delivery -- technology -- people, and -- systems
• Applications
• Information • Unsatisfied Demands
Systems
Strategy
What must be done to ensure that the IS/IT function effectively supports the business? How should the business control IS/IT? Is IS/IT aligned with the business goals?
People
Delivery
and controlled in a way that delivers IS/IT services in the most efficient way? How is the value of IS/IT services
responsiveness, process
measured and monitored? How is the
effectiveness)?
• People Management
Technology
value of IS/IT perceived?
• Roles and responsibilities
• IS/IT People
• Organization
• • Computing Infrastructure Communication Infrastructure
• Strategic Direction
• Architecture
Strategy Segment
Unsatisfied Demands Information
Applications
Technology Segment
Are technology trends identified, is the
IS/IT architecture effective and is technology chosen and acquired in the most effective manner? How responsive is
Service Delivery
Development & Implementation
Direction Security
Quality Management Data Management
Our delivery analysis can focus on the following: • Does the IS/IT organization have a clear role and are the channels of communication defined and understood? • Does the IS/IT structure enable it to fulfill its business and functional objectives? Does the IS/IT function operate effectively with the rest of the business? • Is project management an accepted discipline and are the procedures applied across the project management life cycle? • Are IS/IT services defined and delivered in an effective manner? • Are the costs of delivering IS/IT services quantified and monitored with respect to their overall business impact and is there an IS/IT value BAS eline that covers the current systems portfolio? • Is the identification, prioritization and justification process of IS/IT projects carried out? • Are there procedures for validation and acceptance of all IS/IT components? • Are the maintenance functions and costs controlled with the same level of discipline as development? • Are there adequate management processes in place to ensure delivery of quality systems and services? • Is information considered a critical corporate resource? • Is this resource developed to meet the needs of the business?