平衡计分卡（Balanced Score Card）作为目前最出色的公司绩效评价体系之 一，在 20 世纪 90 年代于美国被提出之后，在各发达国家得到迅速的推广应用。主 要以公司战略目标为客观依据，将战略目标细分为四大维度，财务维度、客户维度、 内部流程维度和学习与成长维度。这四个维度之间并不是相互独立的，而是存在着 因果联系，最终的目标都是为了实现公司的财务指标。虽然平衡计分卡在众多的国 际大公司中得到成功的应用，例如，美孚石油公司和可口可乐，但在我国的应用并 不十分广泛，没用太多成熟的案例可供参考，因此大多数公司对平衡计分卡仍处于 探索阶段，不敢轻易尝试。 随着市场经济的迅猛发展和社会需求的多样化，证券行业的战略目标逐渐趋向 于以客户为中心，为客户创造价值，因此证券公司需要引进平衡计分卡这种全面有 效的绩效评价体系来实现战略目标。本文主要从四大方面进行论述，第一部分，主 要阐述了平衡计分卡的相关理论知识，为之后证券公司引进平衡计分卡做理论支 持；第二部分，介绍了 ZX 证券沈阳营业部的具体情况，其应用平衡计分卡的现状 以及目前存在的问题；第三部分，分析了 ZX 证券沈阳营业部引进平衡计分卡的必 要性和可行性，明确了公司今年的战略目标，制定了战略地图，并重新设计了平衡 计分卡的相应指标。另外确定了各项指标的权重，使得设计出的平衡计分卡更具科 学性和有效性；第四部分，主要分析了 ZX 证券沈阳营业部在实施平衡计分卡过程 中应该注意的主要问题。 关键词，平衡计分卡 战略目标 管理会计 证券公司VIII ABSTRACT The Balanced Score Card (BSC) is one of the most outstanding company performance evaluation systems at present. After proposed in 1990s, it was rapidly applied in the developed countries. A normal BSC takes the company’s strategy as the objective basis and the strategic goal will be subdivided into four dimensions: the financial dimension, the customer dimension, internal operation dimension and the learning and growth dimension. Moreover, these four dimensions are not independent of each other. A causal connection, on the contrary, is linked to achieve the company's financial goals. Although the BSC system are successfully applied in many large international corporations such as Mobil Oil Corp and Coca-Cola, this application is not very extensive in China and still sticks at the initial stage. Facing the rapid development of market economy and the diversified demand of the society, the strategic goals of the securities industry transformed as customer oriented and creating value for customers. In the situation, the BSC performance evaluation system should be adapted and accepted to the securities companies to achieve its strategic goal comprehensively and effectively. This paper mainly elaborated the related theory knowledge of the BSC from the following four aspects. At first, a brief introduction of the BSC is concluded as the theory support for later use. The second introduces the case of ZX Securities Shenyang branch and its current situation and problems of applying the BSC system. An analysis about the feasibility and necessity of utilizing BSC of ZX Securities Shenyang branch is presented in the third part, which clears the strategic goals of the company of the presence year and therefore developed a strategy blueprint for the company. And then redesign the index of the four aspects. The new system determined the weight of each index more scientifically and efficiently. In the last part, the author lists the problems, which ZX Securities Shenyang branch should pay attention to when implementing the BSC system. Key Words: The Balanced Score Card Strategic Target Management Accounting Securities CompanyIX 目 录 摘要.....................................................................................................................................I ABSTRACT....................................................................................................................... VIII 绪论.................................................................................................................................... 1 0.1 研究背景及研究意义 .......................................................................................... 1 0.1.1 研究背景...................................................................................................... 1 0.1.2 研究意义...................................................................................................... 1 0.2 相关文献综述 ...................................................................................................... 2 0.2.1 国外.............................................................................................................. 2 0.2.2 国内.............................................................................................................. 3 0.3 研究内容及研究方法 .......................................................................................... 4 0.3.1 研究方法...................................................................................................... 4 0.3.2 研究内容...................................................................................................... 5 0.3.3 结构框架图.................................................................................................. 6 1 平衡计分卡（BSC）的相关理论............................................................................... 7 1.1 平衡计分卡的基本内容 ...................................................................................... 7 1.1.1 平衡计分卡的定义...................................................................................... 7 1.1.2 四大维度...................................................................................................... 7 1.2 平衡计分卡的特点 .............................................................................................. 9 1.2.1 以公司战略目标为导向.............................................................................. 9 1.2.2 过程管理与目标管理相结合.................................................................... 10 1.2.3 短期目标与长期目标并重........................................................................ 10 1.2.4 关注学习与成长能力发展........................................................................ 10 1.2.5 具有很强的战略适应性............................................................................ 11 1.3 应用流程 ............................................................................................................ 11 1.3.1 前期准备.................................................................................................... 11 1.3.2 明确公司使命和愿景................................................................................ 11 1.3.3 基于内外部环境确定公司发展战略........................................................ 12X 1.3.4 绘制战略地图............................................................................................ 13 1.3.5 实施平衡计分卡 并进行实时反馈.......................................................... 14 2 ZX 证券沈阳营业部平衡计分卡绩效评价方案分析.............................................. 15 2.1 公司简介 ............................................................................................................ 15 2.1.1 ZX 证券简介............................................................................................... 15 2.1.2 ZX 证券沈阳营业部概况........................................................................... 16 2.1.3 ZX 证券沈阳营业部的组织结构............................................................... 16 2.2 绩效评价方案现状 ............................................................................................ 16 2.2.1 缺少理论支持............................................................................................ 17 2.2.2 缺乏对非财务指标的重视........................................................................ 17 2.2.3 外部环境因素仍需进一步完善................................................................ 17 2.3 存在的问题 ........................................................................................................ 17 2.3.1 难以根据考评结果完善绩效评价指标.................................................... 17 2.3.2 评价指标制定的权重没有依据................................................................ 17 2.3.3 过程控制监管较难.................................................................................... 19 2.3.4 高管缺乏对平衡计分卡的深入了解和掌握............................................ 19 3 ZX 证券沈阳营业部平衡计分卡绩效评价方案的优化.......................................... 20 3.1 必要性和可行性分析 ........................................................................................ 20 3.1.1 必要性........................................................................................................ 20 3.1.2 可行性........................................................................................................ 21 3.2 实施步骤 ............................................................................................................ 22 3.2.1 明确战略目标............................................................................................ 22 3.2.2 对 ZX 证券沈阳营业部进行 SWOT 分析 ............................................... 23 3.2.3 构建战略地图............................................................................................ 27 3.3 设计指标 ............................................................................................................ 29 3.3.1 财务维度指标设计.................................................................................... 29 3.3.2 客户维度指标设计.................................................................................... 29 3.3.3 内部流程维度指标设计............................................................................ 30 3.3.4 学习与成长维度指标设计........................................................................ 30XI 3.3.5 平衡计分卡因果关系链............................................................................ 32 3.3.6 平衡计分卡指标权重设置........................................................................ 33 4 实施过程中需要注意的问题 .................................................................................... 36 4.1 主指标的设定应以公司战略为客观标准 ........................................................ 36 4.2 明确各指标之间的逻辑关系 ............................................................................ 36 4.3 及时跟踪实施过程并修正 ................................................................................ 37 4.4 良好的沟通和系统的培训 ................................................................................ 37