Strategic Management and Firm Performance Chapter Two © 2006 by Nelson, a division of Thomson Canada Limited. 2-1 Accounting Measures & Firm Performance $$$ Accounting Measures are Popular in Analysis + Easily available for publicly traded firms + Stock exchanges stress quality accounting data . as a tool for investor decisions Broad support for use as a performance measure + + May provide insights into economic rates of return However, they - May have a built in short-term bias - Are subject to manipulation by managers - Undervalue intangible assets © 2006 by Nelson, a division of Thomson Canada Limited. 2-2 +s Market - Based Measures & Firm Performance + Strategy researchers have increasingly relied on market-based measures of firm performance. This increased use may partially be a response to the criticisms of accounting-based measures. + These measures may more accurately reflect econ. performance than accounting based measures. . . . Useful for assessing econ. value of a given strategy or choosing between strategies that could be implemented. + Market-based measures focus on the present value of future streams of income, (e.g., expected value of future cash flows) not past performance. © 2006 by Nelson, a division of Thomson Canada Limited. 2-3 Market - Based Measures & Firm Performance ! Although the four measures have limitations, they provide insight into the ability of a firm to achieve above-average returns, average returns or belowaverage returns. ! Correlations between the accounting measures & market measures are only 0.15 to 0.30. This suggests that market measures tell us something different about performance than accounting measures. © 2006 by Nelson, a division of Thomson Canada Limited. 2-4 The Balanced Scorecard • Brings financial measures of previous performance together with measures of the drivers of future performance. • The Balanced Scorecard translates a business units mission into tangible objectives and measures. © 2006 by Nelson, a division of Thomson Canada Limited. 2-5 The Balanced Scorecard © 2006 by Nelson, a division of Thomson Canada Limited. 2-6