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dc.contributor.authorHaspeslagh, Philippe
dc.contributor.authorSlagmulder, Regine
dc.contributor.authorBloemhof, M.
dc.date.accessioned2017-12-02T14:24:44Z
dc.date.available2017-12-02T14:24:44Z
dc.date.issued2004
dc.identifier.urihttp://hdl.handle.net/20.500.12127/2678
dc.description.abstractThe case describes the strategic planning process and performance management system implemented at DSM, a global chemical company. In particular, it describes how the company's value based business steering system is designed to create alignment between strategy formulation and execution through strategic value contracts. The case illustrates the performance management process in action at one of the business groups. It highlights managers' dilemma between continuing to pursue the current business strategy which is in line with corporate strategy, versus responding to the financial pressures exerted by the new value based management approach which would require a radical change in strategy. The case allows students to discuss the various elements of DSM's value based management (VBM)-inspired strategy and performance management processes, and how they impact one of the business groups' efforts to improve performance. The class can analyse the strengths and weaknesses of the company's approach to aligning its strategic planning and financial management processes by introducing strategic value contracts. Finally, the case shows how DSM distinguishes between performance indicators to monitor strategy implementation, and value drivers to measure economic value creation.
dc.language.isoen
dc.subjectManagement Accounting & Control
dc.titleStrategy and performance management at DSM
dc.identifier.tcc304-067-1
vlerick.casepublishertcc
vlerick.knowledgedomainAccounting & Finance
vlerick.knowledgedomainStrategy
vlerick.typecaseCase
vlerick.vlerickdepartmentEGS
vlerick.vlerickdepartmentA&F
dc.identifier.vperid140383
dc.identifier.vperid43769
dc.identifier.vperid39319
dc.identifier.vpubid2994


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