Anhauser Busch Balanced Score Card

Category: Beer, Innovation, Retail
Last Updated: 01 Mar 2023
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Throughout the business environment it seems that almost every profession has some means of communicating clearly to the end user. However, for people engaged in strategic planning there has been an on-going dilemma. The finished product, the strategic plan, has not been communicated well enough to reach the end user. Strategic plans may be great to look at, full of bar charts, nice covers, well written, and professionally prepared; but they often fall short and fail to impact the people who must execute the strategic plan. The end result has been poor execution of the strategic plan throughout the entire organization; and execution is everything. Upper management creates the strategy, but execution takes place from the bottom up.

According to the Balance Scorecard Collaborative, there are four barriers to strategic implementation:

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  • Vision Barrier – No one in the organization understands the strategies of the organization.
  • People Barrier – Most people have objectives that are not linked to the strategy of the organization.
  • Resource Barrier – Time, energy, and money are not allocated to those things that are critical to the organization. For example, budgets are not linked to strategy, resulting in wasted resources.
  • Management Barrier – Management spends too little time on strategy and too much time on short-term tactical decision-making.

Implementing the Balanced Scorecard as a management tool creates clarity in the communication of strategy. By using measurements and targets, employees can relate to what must happen and the result is higher productivity that results in the achievement of company goals. This is achieved through four strategic objectives:

  • Financial – Delivering expected financial results for investors.
  • Customer – Delivering value and benefits for customers.
  • Internal Processes – The set of processes that must be in place in order to meet the requirements of customers.
  • Learning and Growth – the set of values and principles related to intangibles (employees, systems, and organization), supporting and providing the required internal processes.

The financial and customer perspectives represent the deliverables, and the internal processes and learning and growth perspectives represent those things the organization must do. Balanced Scorecards tell you the knowledge, skills and systems that your employees will need (learning and growth) to innovate and build the right strategic capabilities and efficiencies (internal processes) that deliver specific value to the market (customer) which will eventually lead to higher shareholder value (financial). – “Having Trouble with Your Strategy? Then Map It” by Robert S. Kaplan and David P. Norton - Harvard Business Review Anheuser-Busch InBev (AB InBev) is a good example of institution theory working at its best as it uses a strong mission and vision statement for adaptation in growing markets.

A solid mission statement is a vital part of any company as it states the purpose or reason for the organization’s existence, which in turn, establishes the parameters for the company’s strategic plan. Moreover, it tells society what the company is providing: service or product. As the textbook points out, “a well-conceived mission statement defines the fundamental, unique purpose that sets a company apart from other firms of its type and identifies the scope or domain of the company’s operations in terms of products/services offered and markets served” (Wheelen, et al 13). Mission statements throughout an industry can vary greatly, and the alcoholic beverage industry is no exception.

Anheuser-Busch strives to “Be the best beer company in a better world; and to “Deliver superior returns to our shareholders” (Anheuser-Busch). This mission statement clearly defines who they are, “The best beer company”, and it also identifies the scope of the company’s operations, as they would like to deliver superior returns to their shareholders. Having a narrow business statement, which very clearly states the organizations primary business, helps AB InBev in this tough economy because it keeps the firm focused on what it does the best. The vision statement is the framework for the company’s strategic planning, and it also allows a way to let potential customers become aware of what the company’s future goals are.

The vision statement often states a unique purpose that the business hopes to achieve, but it should primarily be focused on what the company wishes to become. AB InBev’s vision statement is “Through all of our products, services and relationships, we add to life’s enjoyment”. Moreover, their goal is to be the world’s beer company, their unique purpose is to enrich and entertain a global audience, and their scope of their operations is to provide superior returns to their shareholders (Anheuser-Busch). The Financial Perspective: The first aspect of the Balanced Scorecard is the financial perspective, which answers two questions: How do we appear to shareholders?

And how should we act with respect to the shareholders in order to achieve financial success? According to their annual financial report, AB InBev remains focused on three core objectives designed to enhance long-term shareholder value: Increasing domestic beer segment volume and per barrel profitability which, when combined with market share growth, will provide the basis for earnings per share growth and improvement in return on capital employed. A number of acquisitions, divestitures and joint ventures influenced Anheuser-Busch InBev’s profit and financial profile over the past couple of years. Profitability is the first objective of the financial component that is considered in AB InBev’s Balanced Scorecard.

There are several ways in which to measure the profitability of a company including Return on Equity (ROE). Return on Equity is defined as the amount of net income returned as a percentage of shareholders equity. ROE measures the rate of return on the ownership interest (shareholders' equity) of the common stock owners. It measures a firm's efficiency at generating profits from every unit of shareholders' equity and shows how well a company uses investment funds to generate earnings growth. The benefit comes from the earnings reinvested in the company at a high ROE rate, which in turn gives the company a high growth rate. ROEs between 15% and 20% are considered desirable (Woolridge, et al 2006).

AB InBev is committed to high ROE as is depicted in this statement on their Web site, “Our business is guided by strict financial discipline, enabling us to free up funds for investments in growth, while we also benchmark and measure our performance to ensure that we deliver on our commitments”. Another objective in the financial component includes revenue growth. This is manifested through, ideally, a positive percent change in revenue from year to year. This revenue increase can be initiated in many ways including increasing unit sales, which is one of the financial goals laid out in the AB InBev financial statements. Currently, AB InBev’s revenue is $36,297M, up 4. 4% from the previous year.

According to the latest AB InBev financial report, their earnings before interest and taxes (EBIT) is up 6. 5% from last year in spite of an overall decrease in North American earnings due to synergies and lower cost of sales. [pic] The first exhibit shows how the dollar amount sales of Craft Brewers, which includes Anheuser-Busch, starts to fall with the economy in 2005 and hitting a low in 2006. Slowly however, the industry is making a recovery. Robert S. Weinberg, principal of the Office of R. S. Weinberg- a research company located in St. Louis, stated in an interview that “the nature of competition in the industry has changed radically in the last two years” (a ixed forecast…) With the economy still on the rocks, and Europe’s economy on the offensive as well, many industries are having a hard time coping with the stress.

Anheuser is affected by both economies as it operates not only in the USA but in Europe as well. As previous stated, Anheuser’s strong mission statement, values and dedicated employees come into play here as it gives them a boost that other companies may be lacking. Furthermore, analyses are making predictions that although the economy remains slow, “Craft beer sales will continue to explode, with 10% growth in 2011 on a larger base, particularly large format bottles, fueled by a rash of positive press in the general media” ( Beer Business Daily). The third objective in the financial segment is debt management.

Currently, AB InBev has a net debt to normalized EBIT ratio of 2. 9. Within the past year overall debt has been decreased by $5500M in 2009, AB InBev reported debt of $45 174, and $39 704 in 2010. The Customer Perspective: The second aspect of the Balanced Scorecard addresses two questions surrounding the company’s customers: How do customers view us? And how should we approach our customers in order to realize our vision? AB InBev seeks to provide their customers with a high level of value by focusing on responsive supply as an objective and providing on-time delivery. On-time delivery means that AB InBev customers will get what they want, when they want it.

Since 1994 AB InBev has an established multi-disciplinary Production and Logistics team whose focus is to re-engineer the supply chain to better cope with the challenges of complexity. Since AB InBev is involved in two logistically distinct businesses – established high-volume products and low-volume “growth” products, with the latter accounting for over 80% of brand/package combinations and only 10% of total volume, effectively managing the supply chain is of great importance in order to provide customers with the highest level of value and service possible. Growth products represent important market opportunities, but they have greater demand variability than the established products, require greater flexibility, and impose more costs and complexity throughout the supply chain.

In order to reach the goal of on-time delivery, the team recommended a series of strategic initiatives, beginning with re-engineering of production and inventory deployment, proceeding to transportation, and culminating in order fulfillment. The growth products were assigned to fewer plants with shorter production cycles, and their inventory was predominantly deployed across 35 wholesaler support centers throughout the U. S. The resulting improvements have been dramatic:

  • 90% of low-volume items are now within 200 miles of their destination, compared to 25% previously.
  • Costs of purchasing, operations, and transportation are minimized without loss of customer service.
  • Anheuser-Busch is well positioned for future expansion in its growth segment.

An important element of the re-engineering effort was an initiative called "Transportation Advantage," which involved review and re-configuration of the transportation processes for both long haul and short-haul delivery of beer to wholesalers. The objective was to lower costs and improve service by leveraging the buying power for all brewery inbound and outbound transportation, including truck and rail, through one customer - Anheuser-Busch (John, et al). According to the report, AB InBev was able to produce the follow results in the following areas: In Brewery Operations:

  • Partial pallets into support center territories have been reduced 56%.
  • Interplant shipments have been reduced 78%. Items per brewery load have been reduced 41%.
  • Transportation costs have been reduced 15%. In Wholesaler and Support Center Operations:
  • Wholesale support center costs are 7% below expectations.
  • Transportation service is 99% on-time or early.
  • Wholesaler Out-of-Stocks have decreased 30%. By incorporating specific strategies, AB InBev was able to reach their on-time delivery goal of 99% while reaping additional benefits in terms of cost reduction and product growth positioning. The goal is to maintain this competitive advantage by continuing to monitor their supply chain, making changes where needed, and eventually reach their goal of 100% on-time delivery for their clientele.

The second area that AB InBev focuses in on in order to service their customers best is in the realm of customer satisfaction. A study referred to by the Brookston Beer Bulletin shows that AB InBev’s beer drinker satisfaction fell from its all-time high of 84 in 2009 by 2. 4% to 82, driven by a sharp decline for AB InBev products. In 2008, shortly after its acquisition by Belgian InBev, AB InBev recorded its best American Customer Satisfaction Index (ACSI) score ever and captured the industry lead. Now that gain has disappeared as the sales of the Budweiser brand fell by almost 10% during 2009 as younger drinkers have increasingly turned to microbrews and low-calorie products. Now the ratings are stalled across the beer industry with a low of 81 and a high of 83.

An article published by the Pittsburg post talks about how the modern day drinker is more “sophisticated” and more willing to try something new, “looking for different beverages that are appropriate for different occasions” (Boselovic, Len). Boselovic goes on to say, “…more importantly, the modern day drinker doesn’t want to be seen as a guzzler, a dumb guy, six-pack drinker…they want to be seen as a connoisseur”. AB InBev has responded to this latest information by invoking a Fresh Ideas Initiative, encouraging employees to think about beer in a whole different way. This led to the introduction of Beach Blond Ale in 2006 with an advertising message of its “rich golden color, pleasant hop aroma and slightly spicy malty taste”.

In subsequent years, AB InBev has continued to produce more new products including Tilt, a raspberry flavor premium malt beverage infused with caffeine, guarana and ginseng; BE, a beer that combines the drinkability and broad appeal of beer also with the combination of caffeine, ginseng and guarana; Bacardi Silver Watermelon and Budweiser Select, are all taking their place in the beer category along with such brand powerhouses as Budweiser, Bud Light and Michelob to challenge the established perception of beer and expand its market over the long run (Boselovic). By using the strategy of responding to customer demand and preferences by introducing new and exciting beverage options, AB InBev hopes to regain the lead in the ACSI Index and even surpass their previous all-time high. The third objective for AB InBev regarding their customer base pertains to market share growth. Large market-share percentages are a strong indicator that customers perceive value in a company’s product and are willing to spend their hard-earned dollars on the company’s products. Currently, AB InBev holds close to half of the American beer market.

In recent press releases, AB has revealed its plans to pursue international beer market segments including China (which is currently the fastest growing beer market and the second largest next to the United States), and Belgium. According to AB InBev’s CEO, Carlos Brito, the company may seek acquisitions to keep pace with market growth. Even as the company focuses on revenue growth on its own, it won’t rule out purchasing rivals, including in Germany, where it plans to increase its market share “significantly,” (Johnson). In pursuit of its interest to increase international beer segment profit growth, Anheuser-Busch has made significant marketing investments to build recognition of its Budweiser brands outside the United States. These investments include owning and operating breweries in China, including Harbin Brewery Group, and in the United Kingdom.

The company also has a 50% equity position in Grupo Modelo, Mexico’s largest brewer and producer of the Corona brand. AB InBev plans to expand in China where volume growth is 2-3% and implement a focus brand at mid to high teens. AB InBev plans to use a Concentration Week Initiative to promote their Budweiser brand to new and existing clientele. These promotions will be enhanced by new TV ads aimed at growing their premium and super premium brands in the healthy lifestyle community. Upon consolidation with InBev, the company employed a series of asset disposals, which included divesting during 2009 its 27% equity position in Tsingtao, the largest brewer in China and producer of the Tsingtao brand.

Asset disposal and divesting of less profitable business segments is in line with AB InBev’s goal to provide the best possible returns on shareholder equity (Johnson). The following, based on the AB InBev’s annual report information, is an explanation of the forecasted increase in market share percentage per region: North America: 4. 0% The brands Budweiser and Bud Light, with strong marketing efforts, have continued to gain market share and report good results, with Bud Light consisting of 5% of the Canadian beer market in Q310. Latin America North: 25. 5% This area will continue to reap rewards from anticipated industry performance improvement. Economic conditions are anticipated to continue to improve as AB InBev rolls out Budweiser and Budweiser Brew N° 66 into the Brazilian market in 2011.

AB InBev has been highly successful in market introductions, as shown by the innovations introduced over the last three years which alone now account for more than 10% of the Brazilian beer market. Latin America South: 8. 7% AB InBev heavily invested in Focus Brand promotion in 2009, particularly during the FIFA World Cup, the effects of which are expected to be felt in 2011 in sales volume increases in Stella Artois and Quilmes. Beer volumes in Argentina have been recovering from weak industry performance in 2009, fueled in large part by premium brand sales, which continued to grow substantially throughout 2009 as well in 2010. Western Europe: 2. 9%

Sales in this segment are anticipated to follow a trend of flat sales. The beer industry in Western Europe is in decline, though AB InBev remains a market leader. Belgium sales volume saw a 2. 2% decline in 3Q10 due to abnormally poor weather conditions. As long as weather conditions are somewhat normal in 2011, volume should increase. Budweiser Brew N° 66 and Stella Artois were launched in August and September 2010, respectively in the United Kingdom. Central & Eastern Europe: 33. 8% The Russian government has been promoting the consumption of beer in order to reduce that of vodka. The combined efforts of AB InBev and the government will increase sales in 2011.

In 3Q10, awareness for Bud was built through a range of media initiatives, including television, social media, and out-of-home ads, resulting in strong volume performance, confirming the brand’s potential in Russia. Asia Pacific: 21. 9% Planned national marketing campaigns, in addition to the recent launch of Budweiser Lime, will boost market share in the rapidly expanding China beer market. The Focus Brand portfolio volumes in the area increased 17. 5% in 3Q10 as a result of these campaigns, and AB InBev will continue to invest in the Focus Brand campaigns. While the above market share increases for 2011 can be forecasted due to industry analysis based on what has occurred in the past year, major growth rate increases cannot be sustained from year to year.

Projections for the remaining two years have been reached through calculating the average growth rate typical for the beer industry and AB Bev’s unique performance, which is roughly 12. 4% of the previous years’ growth performance. As 2011 unfolds, recalculations will need to be made incorporating current events and economic conditions. [pic] Internal Business Perspective: In the third part of the Balanced Scorecard, the question surrounding business processes is handled by answering the following: In what business processes must we be the best in order to satisfy our customers? Goals should be formulated for innovation, customer management, operational processes and integration into the environment.

AB InBev has credited its efficiency with effective communication with their retailers. The strategic plans were shared with retailers to include them in the process from beginning to end. The products and services are doing very well at AB InBev. The valuable tool of Reco has resulted in fast communication to its retailers and ensuring that its alcoholic beverages get stocked immediately to satisfy its clientele. Anheuser-Bush fosters an environment of growth and innovation. This has resulted in great success to the company. Efficiency through its distribution, sales, and marketing abilities has helped Anheuser-Busch become very successful. Distribution

Anheuser-Busch is very team oriented environment that encourages innovation and expansion. The costs of products are closely monitored and are able to be minimized through communication. A prime example is the successful introduction of Bud Light Lime. “Our goal is to provide our retailers with the products and packaging that best appeal to their shoppers,” said Bill Laufer, vice president, grocery sales for Anheuser-Busch. “With the introduction of Bud Light Lime, we worked with retailers well in advance of the launch to help them sell the product by providing them with the strategy behind the brand, packaging options, target audience, sales expectations, recommended shelf placement and marketing plans. The communication between AB InBev and its retailers is a huge success. Anhesuer’s business strategy is to closely monitor its products all the way to the finish line while providing information to its retailers on the products details. Bill Laufer points out, “Because we worked closely with retailers to support the launch of this product, we have been able to obtain a 0. 9 share in supermarkets for a product that was released at the end of August” (IRI Supermarket Data, week ending Oct. 19). Communication is very vital to the growth and continued success of AB InBev. The constant feedback has resulted in positive growth of its new products such as Bud Light lime.

The distribution has varied for Anheuser-Busch. For the years of 2008 the distribution was 6. 4%, 7% for 2009, and 8% for 2010 (www. anheuser-busch. com). The distribution costs have gone up due to the prices in materials. Cost of Sales Anheuser-Bush uses the accounting method of last in, first out method in its inventories. According to Anheuser’s Web site, “Inventories are valued at the lower of cost or market. The company uses the last-in, first-out method (LIFO) valuation approach to determine cost primarily for domestic production inventories, and uses average cost valuation primarily for international production and retail merchandise inventories. The costs are calculated differently for domestic inventories as well as international inventories. “LIFO was used for approximately 71% of total inventories at December 31, 2004, and 76% of inventories at December 31, 2003. Average cost was used for the remainder” (Anheuser-Busch). This method has proved to be quite effective at handling the companies’ finances. The cost of sales has defiantly fluctuated looking at the annual reports of 2008-2010. The costs of sales are for 2008 are 41. 1%, 46% cost of sales for 2009, and 44% cost of sales for 2010. Sales and Marketing The tool that has enabled Anheuser-Busch to become very efficient and productive with its retailers is called Reco.

According to AB InBev’s Web site, “Anheuser-Busch was recognized for its ability to develop tools to enhance the beverage business of retail customers. In selecting Anheuser-Busch, Progressive Grocer highlighted Reco, a tool the company designed to enhance its planogram management tool and improve feedback to chain customers about retailer compliance of their plans. The system has helped retailers reduce their out-of-stocks and helps to ensure they stock a consistent mix of products to meet the unique needs of their consumers. ” The tool Reco that AB InBev created has enabled the company to put its different types of alcoholic beverages on the shelves and keep them in stocked.

The program has been very successful in providing communication about the company’s plans to its retailers. The feedback from the retailers is critical to the success of the business partnership. Reco has proved to be a very productive tool for keeping items in stock and meeting the demands of its thirsty consumers. This has definitely helped in the sales and marketing department. Sales and marketing for the years of 2007 is 14. 8%, 2008 is 14. 9%, 2009 1is 4%, and 2010 is13%. There has been 1% percent of a dip. (Anheuser-Busch). The Learning & Growth Perspective: The next question to be answered is how can AB foster change and growth potentials in order to achieve business goals?

For AB to grow and learn they need to harness their intangible assets such as technology, human capital and the potential of AB’s corporate culture. Since 1852 Budweiser has invested in their human and technological as well as additional financial resources to build a strong company. At AB InBev’s 2007 Green Week Doug Muhleman, group vice president of Brewing Operations and Technology, announced “AB has been involved in conservation, education, research and preservation efforts for more than 100 years…” (Employees Help…). The ability to foster change and growth comes from within; AB InBev has continually evolved despite being within the mature industry of beer. One of AB’s aims is to become the “Best Beer Company in a Better World. To achieve this AB must use innovation, creativity, brilliance, employee job level satisfaction, and corporate citizenship to excel within their industry. AB’s Technological Tools The process of making beer has not changed much over the last hundred years, but AB continues to find other means of innovation.

A great deal of innovation has been achieved through conservation and by AB setting an example of how a large corporation can improve its processes to make a positive impact on their surroundings. AB has become a technological leader by continuously exploring new emerging technology to improve efficiencies and conserve natural resources. In 2009 AB US breweries recycled 99. percent of solid waste by reducing and reusing almost all materials generated during the brewing and packaging of their beers. AB uses Bio-Energy Recovery systems (BERS) to convert brewery wastewater into renewable fuel, providing 8% of their US operation fuel needs (Employees Help…). Water is a main ingredient in beer, so water conservation is crucial to sustain this vital ingredient in AB’s brewing and agricultural processes. Since 2000 AB’s US breweries have reduced their water use by almost 37% believing, “you need great water to make great beer”. Since 2005 AB/In-bev have been actively working on reducing the amount of energy needed to create a liter of beer and at the same reducing the amount of CO2 emissions.

Program like Voyager Plant Optimization (VPO) have created a standardized way to operate breweries and continuously improve performance. Per their website (www. ab-inbev. com) “The implementation of VPO has brought measurable process achievements, including an increase in brewing capacity; an improvement in packaging efficiency, a reduction in changeover times, and improved energy use” (AB-InBev). AB uses a “healthy innovation pipeline” to continuously improve their technological know-how. AB’s Employees With approximately 114,000 people working across 23 countries AB knows employees are a “key ingredient” in their corporation (Anheuser-Busch).

They seek employee input by promoting an atmosphere where ideas are valued and accepted. One of AB’s core values is “building a high performing and diverse workforce,” this may be why employees are known to stay for years and even decades. AB understands that the talent of people that they hire and the teams they organize reflect on the company as a whole and provide a truly sustainable competitive advantage. Anheuser-Bush Training and development group (ABTDG) support their employees at every stage of their careers by providing extensive training and education. One of their tools is The Global Management Trainee Program (GMT) to recruit new talent.

This 10 month program provides a systematic overview of AB /InBev Corporation to develop insight into every aspect of the business. The program includes local and global business exposure where upon completion GMT trainees are assigned an entry-level management job. To help their people succeed they provide clear expectations to ensure commitment and motivation with good leadership. The company aims to “get the right people into the right roles at the right time” (AB-InBev). Welcoming people with vision, commitment and drive; celebrating diversity and having a no tolerance policy toward discrimination. CEO Carlos Brito CEO of AB InBev summarizes the company’s view with a statement directed towards their employees, It’s up to you to achieve your own success, but we provide the framework for you to unleash your full potential. Together, we can fulfill our dream to be the best beer company in a better world. ” AB’s corporate culture AB is a global citizen; meaning how the rest of the world perceives its actions is a message to all of its shareholders. AB’s more than $450 million in charitable donations since 1997 demonstrates that they are interested in more than just the bottom line. The Anheuser-Busch Foundation’s first philanthropic effort was first seen in 1906 to support the San Francisco earthquake. They continue their support today by donating water following natural and other disasters.

AB also supports Employee’s commitment to non-profits through gift matching and employee volunteer grant programs. The foundation’s focus has been on education, economic development and environmental conservation primarily where the company is located and where employees work and live. Selling four of the world’s top selling beers, AB recognizes their obligation to promote responsible drinking with ads such as “Budweiser Means Moderation” dating back to the early 1900s (Anheuser-Busch). They have invested more than $830 million in national campaigns to prevent underage drinking and drunk driving. AB is well aware that it is their culture that defines the company giving them a competitive advantage that cannot be duplicated.

It’s about how a dream can motivate people to work in the same direction and how a good cultural fit results in improved performance. This is the first of ten principles AB uses to reflect the mission of the company. AB emphasizes that they are a company of Owners because “Owners take results personal” (Dream, people…). With clear measures of accountably managers are expected to lead by example showing employees that “we do what we say. ” AB has a zero-complacency policy, recognizing a job well done, but always looking for the next challenge to stretch their expertise. Costs are managed tightly to allow needed finances to support growth. By working as a lean company AB can shift money to new products for consumers.

This collection of beliefs has a powerful positive influence on employees helping the company reach their strategic goals. Balanced Scorecard Overview: Anheuser-Busch InBev continues to use all of their resources, not just financial, to align their business activities. Working to improve communications, monitor performance processes, technology, and innovation while investing in relationships with customers, suppliers, and employees. They refuse to take short cuts and are constantly seeking bigger and better ways to improve their products and services. In 2010 Patrick O’Riodan, Global Director of Innovation at AB InBev, spoke about lessons for innovators.

His highlights summarized the basic strategy of using tangible and intangible assets to achieve business objectives. This in-turn helps the company create a balance scorecard. First, explain objectives in simple terms, this makes goals clear and measurable. Second, have defined strategies, AB uses renovations to strengthen existing products and innovations for developing new ones. Third, have clearly defined processes, AB uses both front-end and back-end process for defining business growth strategies.

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Anhauser Busch Balanced Score Card. (2017, Feb 14). Retrieved from

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