Sử dụng chiến lược này đã được chứng minh để tạo ra tốc độ tăng trưởng cao cho nhiều dòng trưởng thành của doanh nghiệp. Nó có vẻ là survival/growth32 chiến lược chỉ dành cho điện thoại trưởng thành của doanh nghiệp và cho các ngành công nghiệp truyền thống. Đa dạng hóa vào cung cấp các dịch vụ, chẳng hạn như dịch vụ khách hàng, tài chính, bảo trì, đào tạo, và tư vấn, cung cấp khu vực tăng trưởng lợi nhuận cao nhất. | 48 INTELLECTUAL CAPITAL MANAGEMENT credible or not is a question that requires more research before it can be answered. Still assessing divisions on the same measurement criteria or through use of the same indicators is not something that Skandia gives priority to in its measurement system which it sees as a big experiment. The Navigator Do Not Plan Navigate The leading feature of Skandia s Navigator is its flexibility. The companies that comprise the Skandia Corporation maybe even departments in these companies are not required to adopt a set form or number of measures. They are not even required to report on the same indicators from year to year because the Navigator is primarily seen as a navigation tool and not one that provides detailed implementation guidelines. Despite its pioneering work and leadership in measuring IC Skandia still believes in the value of learning through taking an experimental approach. Nevertheless the Navigator is adopted widely across Skandia and has been incorporated in the MIS system of Skandia under the Dolphin system. Skandia applies the BSC idea to the Navigator by applying measures to monitor critical business success factors under each of five focuses financial human process customer and renewal. Under the Navigator model the measuring entity whether the organization or individual business units or departments asks the question What are the critical factors that enable us to achieve success under each of the focus areas Then a number of indicators designed to reflect both present and future performance under these factors are chosen. Edvinsson explains43 that the measuring entity may also have a different starting point by asking What are the key success factors for the measuring entity in general The entity then asks What are the indicators that are needed to monitor present and future performance for the chosen success factors Once these are determined as many measures as necessary are chosen to monitor them. Finally these .
