Coors Brewery Company’s Balanced Scorecard Project Essay

The main vision and mission of the Coors Brewery Company lies in returning to the basis of carrying out successful business, identifying target consumers, and introducing efficient distribution, promotion and pricing strategies. The company’s goals also seek to address the consumer needs while increasing sales and gaining profits. Hence, the main strategy of the company is confined to development of advanced supply chain management through such fields as research and development, engineering, and purchasing. However, such an approach excludes the evaluation of employees’ work and fails to approach the efficient human resource management. Therefore, because the company chooses a person-centered approach, BSC project could be developed successfully as soon as employees’ environment is properly estimated. Another problem of Coors consists in introducing new brands of beers, which contradicts the company’s traditional commitment to one brand only. Later penetration to the international market hampers the development of domestic sales. All these inconsistencies should be eliminated to integrate new strategies and gain profitability. In order to expand internationally, the company should develop efficient corporate culture that can meet the requirements of a multi-cultural environment.

With regard to the list of frequently asked questions, the BSC benchmarking targets should be related to several correction measures. To begin with, the company should introduce new training programs and innovation strategies that can reorganize the company’s procedures and allow its managers to quickly adjust to fast-changing demands of consumers. Second, usability of new shipment terms should also undergo testing procedures to define whether they contribute to productivity. Third, understanding the importance of subsequent stages implemented to the process provides new dimensions for development. However, the quality assurance manager Ken Rider should be more concerned with prioritization of specific tasks that should be accomplished before the next step is achieved. Continuous improvement, therefore, is possible only when consistent approach is chosen. Finally, rewarding system introduced by BSC should also be reevaluated to assess the degree to which employees can enhance their motivation. Therefore, main target of BSC relates to the development of performance measurement schemes. All these approaches and objectives should be rearranged to define which ones are to be completed at first. Shifts in production should also be corrected with regard to employees’ skills and experience.

In order to ensure successful implementation of BSC, Coors’s managers should consider the following FAQs:

1. How should the company implement expansion policy to compete at an international market?
2. What challenges will employee face when consumer base is expanded to various countries?
3. How do managers perform their testing procedures on the quality of the exported beer?
4. What training should the staff undergo to effectively use innovative technology?
5. What possible challenges will managers face while introducing new techniques and approaches to the production and supply chain processes?
6. How can efficient training programs contribute to the reduction of cost and waste during the manufacturing process?

In order to assess the performance measurement, the BSC should, first of all, focus on customer’s expectations that can stabilize the supply chain management and foster the development of change management strategies. As soon as the employees enter the training programs, the company can easily integrate new techniques and cycles contributing to flexibility and reliability of the project. Decision making process is also among the most crucial conditions that ensure the company’s successful transition to a supply chain management.