The CEO of Fortune Motors, the biggest Mitsubishi car dealer in Taiwan, must contemplate his vision for the survival of the firm. Fortune Motors' revenue in 2003 had fallen below 50,000 components for the first time in 10 years, and market share had been dropping for several years.
The CEO had a strategy to enter the company of funding used-car purchases. He percieved that the "balanced scorecard" would be an useful tool to help him implement this change. The first step was to construct a corporate scorecard.
Procter & Gamble Brazil A 2 12 Turnarounds, Spanish Version Case Study Solution
PUBLICATION DATE: August 20, 2008 PRODUCT #: 908M60-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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