Balanced scorecard in a retail transport branch company

Abstract

The growing need for change and innovation in the economic world has meant that organizations are increasingly looking for ways to achieve better performance and market prominence. The focus of this research is the Balanced Scorecard-BSC, a strategic management tool that allows the company to measure and increase its performance through indicators. The objective is to propose to a TRR retail carrier carrier a Balanced Scorecard model, elaborated according to its organizational structure. The methodology fits as descriptive, case study and the approach method was deductive and qualitative. The theoretical foundation discussed: strategic planning, business strategy, Porter's model, BSC and its four perspectives, strategic maps and TRR. Data collection was performed through meetings with those responsible for the company, through which information was provided that provided the creation of the proposed model. Given the creation of the BSC model it was found that the necessary procedures do not differ from the procedures dictated by the creators Kaplan and Norton, it is necessary to develop the premise of the creation of the mission, vision and values, and later the business strategy and the indicators under the focus on the four perspectives of this model.