Linking strategies to actions: integrated performance measurement systems for competitive advantage
International competition has changed the nature of the US manufacturing environment. Manufacturing firms must now strategically examine customers’ needs in all served market segments for competitive survival. Moreover, firms must determine those products or service attributes which are ‘order qualifiers’ — necessary for either getting into or staying in the market place — from those attributes which are ‘order winners’ — necessary for increasing market share (Hill, 1989).
KeywordsTransportation Marketing Lost Archie Colgate
Unable to display preview. Download preview PDF.
- Crawford, K.M., Cox, J.F. and Blackstone, J.H. Jr (1988) Performance Measurement Systems and the JIT Philosophy: Principles and Cases, APICS, Falls Church, VA.Google Scholar
- Davis, G.B. and Hamilton, S. (1993) Managing Information: How Information Systems Impact Organizational Strategy, Business One Irwin, Homewood, IL.Google Scholar
- Hayes, R.H. Wheelwright S.C. and Clark, K.B. (1988) Dynamic Manufacturing: Creating The Learning Organization, The Free Press, New York.Google Scholar
- Hill, T. (1989) Manufacturing Strategy: Text and Cases, Irwin, Boston, MA.Google Scholar
- Hussain, D. and Hussain, K.M. (1981) Information Processing Systems For Management, Richard D. Irwin, Homewood, IL.Google Scholar
- Johnson, H.T and Kaplan, R.S. (1987) Relevance Lost: The Rise and Fall of Management Accounting, Harvard Business School Press, Boston, MA.Google Scholar
- Lockamy, A. III and Cox, J.F. III (1994) Reengineering Performance Measurement: How to Align Systems to Improve Processes, Products, and Profits, Irwin Professional Publishing/APICS, Burr Ridge, IL.Google Scholar