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Authors: Gilbert Probst (GSEM / Executive Programs); Jan Dominik Gunkel (WHU Otto Beisheim School of Management)
Published in: 2003

Abstract

This is a Japanese version. Porsche was able to regain its position as one of the world's most successful sports car manufacturers after a long crisis had been overcome. In order to maintain this top position and to stay ahead of competitors, it was crucial for the small and independent company not to stagnate, but to continuously improve every single element of its business. Striving to find new ways to secure its future, decisions were taken in 2000 to implement a balanced scorecard in the international dealer network to turn it into a learning organisation. Knowledge had to be collected from dealerships around the world and turned into a profit for the entire enterprise. The management instrument, here called Porsche Key Performance Indicators, was designed with the assistance of an experienced automotive IT consultancy as well as all levels of the distribution network. In addition, ways had to be found to ensure that it would be used efficiently. By following the idea of the balanced scorecard from the initial decision to its design phase and implementation, this case focuses on its use as a source of corporate learning rather than as a controlling tool.
Location:
Industry:
Size:
10,000 employees
Other setting(s):
2002

About

Abstract

This is a Japanese version. Porsche was able to regain its position as one of the world's most successful sports car manufacturers after a long crisis had been overcome. In order to maintain this top position and to stay ahead of competitors, it was crucial for the small and independent company not to stagnate, but to continuously improve every single element of its business. Striving to find new ways to secure its future, decisions were taken in 2000 to implement a balanced scorecard in the international dealer network to turn it into a learning organisation. Knowledge had to be collected from dealerships around the world and turned into a profit for the entire enterprise. The management instrument, here called Porsche Key Performance Indicators, was designed with the assistance of an experienced automotive IT consultancy as well as all levels of the distribution network. In addition, ways had to be found to ensure that it would be used efficiently. By following the idea of the balanced scorecard from the initial decision to its design phase and implementation, this case focuses on its use as a source of corporate learning rather than as a controlling tool.

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Location:
Industry:
Size:
10,000 employees
Other setting(s):
2002

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