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Factors affecting the level of acceptance of the balanced scorecard model in strategic management in Vietnamese enterprises - 19


6. Internal communication: (Covin and Slevin, 1991; Jaworski and Kohli, 1993)

- In your company, is access to important financial and administrative information limited (R)?.

- How frequent and continuous is the level of internal information exchange between departments in your company?

- Is in-depth and important information shared within your company?

7. Product-Market Dynamics: (Miller, 1998; Mingfang and Simerly, 1998)

- We periodically change our company's marketing activities in response to competitors' actions (R).

- The rate of technical change in our industry causes our products to become obsolete rather than change rapidly (R)

- In our changing market customer demand is very difficult to predict (R)

- The behavior of our competitors in the market is beyond prediction. (R)

III. END

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- Would you like to discuss and ask us anything else?

- Please rest assured that the results of this conversation will be kept confidential.

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1

Quickly increase market share, ensure stable growth rate of 25 - 40%/year on average; GP: 30 - 50%, on the basis of exploiting and consolidating the current market segment, penetrating and strongly developing the high-end market with brand and product & service quality

2

Continue to restructure the entire company's operations in a professional and effective manner based on the systematization of management , quality of human resources and technology.

modern art​


3

Building a civilized and healthy working environment , creating all conditions to satisfy work needs and expectations in order to promote creativity , dedication and enthusiasm of all staff.

BSC Format



No

Scorecard and Strategy Map

Result indicators

Target figures

F in ancillary areas exactly


1.1. Sales & sales growth:

1000 billion (+30%)



Portfolio Management


Use effectively

capital

invest

1.2. Gross profit (%GP)

34%-340 billion (+51%)




1.3. Net profit (%NP)

9.6%-96 billion (+34%)


Bank Management

1.4. Return on assets (ROA)

14.0%

book

1.5. Return on equity (ROE)

29.0%


1.6. Income/ 1 share

6400 VND

Use the information provided


2.1. Number of points of sale

20000





Brand Building

market

2.2. Number of new products

61




Industrial bakery products

21



Bakery products

40


2.3 Key products for each channel

10


GT channel main products

5


MT channel main products

5


2.4. Product defect rate

<0.05%

System Improvements

2.5. Distributor satisfaction rate


Sales service

Customer satisfaction assessment

100% (90% good)


TG pays CTKM rewards from the end of the program

<30 days

Improve efficiency

TG completes the shipment for the distributor to transport by themselves.

<2h

distribution system

2.6 Point of sale support materials



AFC, Cosy, Solite display shelves & signs

3000


Fresh cake display shelf

8000

0

2.7. Effectiveness of programs on the channel



Number of customers satisfied with the program

90%


% of CT budget used effectively

95%


2.8. Number of loyal customers

1000

In te rn alp route


3.1. Number of newly established procedures and regulations

83


Related to business

10


Related to the field of production

44

Tight price management

Regarding the support system

26

wall

System improvement

Interdepartmental

3

Administration

3.2. Percentage of departments with operating regulations, organizational charts, and CV descriptions

100%


3.3. Labor exploitation efficiency

Increase 20%


3.4. Number of newly invested equipment lines

2 (cupcake & cinnamon)


3.5. Number of new systems successfully implemented

ISO 22000; 5S for office and 1 factory



3.6. Number of successful improvement projects (TQM)

1 ( Improved DA at PX2)

L earn in g & G row th


4.1. Number of training courses

8

Development & Exploitation

Number of keys for management

3

management software

Key number for business staff

5


4.2. Number of new software applied

3 (QLTS, HR QT, mail daemon, anti virus)

Quality upgrade

Building the environment

4.3. Percentage of employees trained at least once a year

70%

amount of NNL

work healthy

4.4. Percentage of employees with CV descriptions and KPIs for performance evaluation

100%


4.5. Number of programs and collective activities organized

10

Building a Q.management platform

prepare for the future

4.6. Number of employees awarded

500 people


4.7. Number of disciplined personnel

< under 150 people

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Factors affecting the level of acceptance of the balanced scorecard model in strategic management in Vietnamese enterprises - 19

Summary of strategy

Strong penetration

in-depth questions in qualitative research


STT

Full name

POSITION

I

GAMI JOINT STOCK COMPANY


1

Mr. Trinh Quoc Hien

Deputy General Director of the Company

2

Mrs. Nguyen Thi Thuy

Head of Control

3

Mr. Nguyen Xuan Ha

Deputy Director of Training Institute

II

NORTHERN KINH DO COMPANY


1

Mr. Phan Van Minh

Deputy General Director of the Company

2

Ms. Nguyen Anh Thu

Assistant to the General Director of the Company

3

Mrs. Dao Thai Binh

Company Logistics Director

SURVEY OF FACTORS AFFECTING THE LEVEL OF ACCEPTANCE OF BALANCED SCORECARD MODEL IN STRATEGIC MANAGEMENT AT VIETNAMESE ENTERPRISES

Hello Sir/Madam!

In order to promote the effective application of the balanced scorecard model in Vietnamese enterprises, the Faculty of Business Administration of the National Economics University is implementing a research project on the topic " Factors affecting the level of acceptance of the balanced scorecard model in Vietnamese enterprises ". The above project is conducted for research purposes, not for business purposes. We would like to ask you to take some time to answer the following questions. All of your answers are not right or wrong, all opinions will be useful information for the research. We hereby commit that the information you provide will be kept confidential. All of your answers will be combined with information from other enterprises for statistical processing. Therefore, the company's personal information will not appear in the research results report. In case you are interested in the research results, please leave your information in the survey form, we will send the research results to you immediately after completing the research.

The Balanced Scorecard (BSC) is a strategic management tool that translates an organization's vision and strategy into specific goals, metrics, and clear criteria through the establishment of an effective measurement system in work management. BSC metrics represent the balance between four perspectives: Financial; Customer; Internal processes; Learning and development. These four perspectives are not just a collection of independent perspectives, but a logical connection from training and development leading to better operating processes, thereby increasing customer value and ultimately improving financial performance.

Please take a moment to fill in the questionnaire and return it to us at the address provided in the enclosed envelope. If you require any further information, please contact us:

1. Tran Quoc Viet (Mr.) Tel: 091.3214184; Email: viettq50@yahoo.com.vn ; - Team leader

2. Le Huong (Ms): Tel: 01686985568; Email: huong.cnc51@gmail.com ; - Secretary

Thank you very much and best regards.

Please answer the following questions by checking the box corresponding to your choice (questions marked with an asterisk (*) are required).

Part one : Key information, about the level of agreement with the following statements:

Answer by checking the box corresponding to your choice .Completely disagree with the statement: Select box number 1 Completely agree with the statement: Select box number 5

Agree with different levels please select boxes 2,3,4 respectively

Totally disagree (1)

Disagree

(2)

Normal

/neutral (3)

Agree (4)

Totally agree

(5)

Q1: Level of acceptance of the BSC model in strategic management at your company: (*)

1

Senior management at the company is aware of BSC

1

2

3

4

5

2

The company has experimented with applying the BSC model to strategic management in recent years.

1

2

3

4

5

3

The company is using the BSC model in strategic management.

1

2

3

4

5

Number of years applied?:................................years

Q2: Level of senior leadership involvement at your company: (*)

1

Heavily involved in the process of introducing strategic management systems throughout the company

1

2

3

4

5

2

Understand that using metrics and benchmarks to build and implement strategy is essential to corporate success

1

2

3

4

5

3

Be fully informed and supported in efforts to improve the company's strategic management system

1

2

3

4

5

Q3: Level of centralization in your company: (*)

1

My company is highly centralized in terms of power and decision making.

1

2

3

4

5

2

My company has a high level of decentralization and decision making ®

1

2

3

4

5

Q4: Level of systematization in your company: (*)

1

Emphasize the application of a uniform and inclusive management style

1

2

3

4

5

2

Emphasize the importance of following the given procedures

1

2

3

4

5

3

Tightly control processes with detailed control systems

1

2

3

4

5

4

Emphasize that each employee works in accordance with their function

1

2

3

4

5

Q5: The level of influence of the finance department in your company: (*)

1

The finance department has more power in the organization than other departments such as marketing, production, human resources, etc.

1

2

3

4

5

2

Management accounting has an important position, sometimes even surpassing it.

1

2

3

4

5



Answer by checking the box corresponding to your choice .Completely disagree with the statement: Select box number 1 Completely agree with the statement: Select box number 5

Agree with different levels please select boxes 2,3,4 respectively

Totally disagree (1)

Disagree

(2)

Normal

/neutral (3)

Agree (4)

Totally agree

(5)


outstanding and highly regarded in the company






Q6: The level of internal communication in your company:

1

Access to administrative and financial information is limited ®

1

2

3

4

5

2

Internal communication between departments within the company is regular and continuous.

1

2

3

4

5

3

Communication between departments within the company is good, including sharing important information.

1

2

3

4

5

Q7: Level of dynamism and response to changes in the market and products at your company: (*)

1

The company periodically changes its marketing activities in response to competitors' actions.

1

2

3

4

5

2

The rate of technological change in the industry makes our products rapidly obsolete ®

1

2

3

4

5

3

It is difficult to predict changes in customer demand in the company's market ®

1

2

3

4

5

4

Competitor changes are almost unpredictable in a company's market.

1

2

3

4

5

Q8: The level of BSC application in your company: (*)

1

Your company's leadership is aware of BSC and is applying BSC ideas in corporate governance.

1

2

3

4

5

2

Your company is applying BSC widely in all areas of operation, in all departments and down to each employee.

1

2

3

4

5

3

Your company is using information technology systems and software to effectively support the application of the BSC model.

1

2

3

4

5

Part Two : Additional Information

1. At what levels is BSC applied in your company? (*)

CorporationMember companiesDepartments

To each staff member

Other comments:………………………………………………………………………

………………………………………………………………………………..………………

………………………………………………………………………………………………

………………………………………………………………


2. The evaluation of key performance indicators according to the BSC model at your company is carried out periodically:

At each time (Online)DailyWeekly

MonthlyQuarterlySix-monthlyYearly

Other:…..………………………………………………………………………….

………………………………………………………………………………………………

………………………………………………………………………………………………

……………………………………………………………………

3. What is the level of application of information technology in BSC implementation at your company?

Total (80% – 100%)Fairly high (60% – 79%)

Medium level (40% - 59%)Low level (20% - 39%)

Very low level (1% - 19%)

Other comments :

….…………………………………………………….……………………

….………………………………………………………………………………………………

……………………………………………………………………………….………..……

…………………………………………………………………….

4. Which of the following difficulties and obstacles is the biggest that your company encountered when implementing the BSC model in strategic management: (*)

No clear strategy

Lack of leadership sponsorship and support

The company's demand for BSC application is not high yet.

Lack of support from participants

Scope and characteristics of the company's business lines

Missing necessary data

Lack of resources

Could you list other difficulties in addition to those listed above:

.….…………………………………………………….…………………………….

………………………………….………………………………………………………………

…………………..…………………………………………………………………………………………………………

………………………………………………………………..……


5. Regarding the use of consultants in BSC implementation:

My company has used consulting ( If you choose this answer, please answer questions 6 and 7 next)

My company implemented it itself.

The company intends to use consultants to implement

6. Please evaluate the effectiveness of the consultancy in implementing BSC application.

Very effectiveQuite effectiveAverage

IneffectiveVery ineffective Please give further explanations:

………………………………………………………………………………………………

………………………………………………………………………………………………

………………………………………………………………………………………………

7. How long does it take for the consulting unit to implement BSC at your company?

Under 3 monthsFrom 3 – 6 monthsfrom 6 – 9 months

From 9 – 12 monthsFrom 12 months to 18 monthsOver 18 months


Part three : General information

Please provide some information about your company:

1. Main business type of the company: (*)

ProductionTradeServicesOther:………………….

2. Company ownership form: (*)

State-owned companyPrivate enterpriseLimited liability company

Joint stock companyJoint venture companyOther: ……………………..

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