Case A: BSC Development

Tri$-$Cities Community Bank $($TCCB$)$ is located in the Midwest US and has a total of $10$ branches grouped into two divisions, the southern division $($SD$)$ and the northern division $($ND$).$ Each division consists of five branches; each branch employs a branch president, branch vice$-$president$/$chief loan officer, customer service representatives, loan representatives, mortgage loan originators, head tellers, tellers, and administrative assistants. All branches are located within a $60-$mile radius.

TCCB has enjoyed strong financial success over the past few years but continues to look for ways to improve its performance. The strategic direction of the bank is reviewed annually at a meeting of top bank officials and outside consultants. The purpose of the meeting is to outline the vision and mission of the bank and to ensure all top managers understand and agree on the direction of the organization. In $2004,$ TCCB management adopted the master strategy of balancing profits with growth to ensure the bank remains an independent entity existing to provide quality service and products to an increasingly diverse customer base.

Chris Billings recently was promoted from marketing director to SD president. The promotion came just as Chris finished her evening Masters of Business Administration degree in December $2006.$ As part of her graduate studies, she was introduced to the balanced scorecard $($BSC$),$ a performance measurement system that directs decision$-$