Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Mobil USM&R(A): Linking the Balanced Scorecard

Harvard Business School
by

Emir Kasseyev

on 11 April 2011

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Mobil USM&R(A): Linking the Balanced Scorecard

Mobil USM&R(A): Linking the Balanced Scorecard Harvard Business School Mobil Corporation Fairfax, Virginia operates more than 100 countries
18,9% increase in revenue
2,8% return-on-capital-employed, 1995
19,1% average annual return to shareholders exceed index S&P500 more than 2% points Exploration & Producing (the "upstream" business)
Marketing & Refining (the "downstream" business)
Chemical
Mining & Minerals
Real Estate
Early 1990's flat demand for gasoline and other petroleum
increased competition
limited capital to invest in a highly capital-intense business "...You didn't need an MBA to know we were in trouble" Climate Survey 1993 internal reporting requirements
administrative processes
top-down policies McCool initiated major studies of business processes and organizational effectivness To make the most of its existing assets and focus more intensively on customers Reorganization of USM&R, 1994 17 Natural Business Units
14 Service Companies sales and distribution units integrated refining, sales and distribution units specialized products and proces units Reasons for Reorganization "get staff costs under control"
"learn to focus on the customer"
"get everyone in the organization thinking" newly developed strategy on customer segmentation
- Road Warriors (16%)
- True Blues (16%)
- Generation F3 (27%)
- Homebodies (21%)
- Price Shoppers (20%) Goals of Reorganization USM&R decided to focus on 59% of gasoline buyers (first three segments)
upgrade all service stations
redesign and reorient Mobil's C-stores
USM&R Balanced Scorecard Results USM&R's income per barrel = $1.02
Global operating return from refining, marketing and transportation operation = 10.1% per dollar McCool concluded:
"In 3 to 4 years, we have come... to a company that ranks #1 in its peer group, and generates hundereds of millions of dollars of positive cash flow" Thank you for your attention!!!
Full transcript