Robert S. Kaplan, Norman Klein
Harvard Business School (195210-PDF-ENG)
February 17, 1995
Chemical Bank’s private client division faces declining margins and increased competition in the loan, deposit collection and processing business. You would like to implement a new strategy to become a preferred financial services provider for target groups of clients. The division is adapting the balanced scorecard to clarify and communicate the new strategy and identify key drivers of strategic success. The case describes the development of strategic goals and measures for four perspectives: financial, customer, internal and learning growth, as well as the process of implementing the new measurement and management system.
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