Mobil USM&R (B): New England Sales and Distribution

Case Solution

Robert S. Kaplan
Harvard Business School ()

The CEO of a local gasoline / distillate sales and distribution company must convey a new strategy to the division’s 300 employees. An initial strategic planning exercise identified a list of high-priority opportunities that combined the national strategy of the parent area with a tailored local strategy. However, for the new strategy to take effect, the old measurement system, which only targeted sales volume and cost reduction, had to be replaced. The manager led the development of a local balanced scorecard (BSC) derived from the divisional scorecard (described in case (A)). To communicate critical characteristics of the local BSC, senior unit managers organized a Super Bowl competition asking all employees to meet strict goals in five BSC activities. This case describes the communication and management processes of the Super Bowl measures.

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