- Not connected
- |
- Login
You consult a document to analyse its content and determine whether it is useful for your teaching purposes. You order a document to use it in class. Note that the use of certain cases is subject to charges. These cases are easily identified by our business partners’ logos. When you want to use one of these cases in an educational context, you are redirected to the trading partner with which you will carry out the transaction.
Grandeur et misère de la mesure de la performance : les difficultés d’un cadre intermédiaire dans la mise en œuvre d’un nouvel indicateur (A et B)
Triumphs and Tribulations of a Middle Manager Implementing a New Performance Measure (A and B)
Case 9 40 2021 013A-B
Case published in the International Journal of Case Studies in Management, Vol. 19, No. 4
Languages
:
- French,
- English
- Indicateurs de performance,
- Théorie de l'agence
- Performance indicators,
- Agency theory
Year of production
:
2021
Registration date
:
2021-11-05
Teaching notes included
:
Yes
Case document count
:
2
De facture inusitée – une bande dessinée –, ce cas en deux parties suit Richard, directeur régional pour le Québec, chez l’enseigne canadienne de vêtements Frippe, dans l’implantation d’un nouvel indicateur. Mary, la PDG qui a pris les rênes de l’entreprise il y a quatre ans, a depuis rapatrié la production au Canada. Elle souhaite désormais améliorer l’expérience client à l’aide d’un nouvel indicateur de performance : le « taux de conversion ». Dubitatif, Richard laisse le temps filer sans trop s’y intéresser, mais devra rendre des comptes à Mary en fin d’année financière.
Presented in the form of a comic book, this two-part case follows the efforts (or lack thereof) of Richard, the Quebec regional manager of Frippe, a cross-Canada chain of fashion boutiques, to implement a new performance indicator. Four years earlier, Mary, the founder’s daughter, had taken over the reins of the company and repatriated production to Canada. Her next goal was to improve the customer experience with the help of a new performance indicator: the conversion rate. Richard was not fully on board with the idea and paid little attention to its implementation, but, at the end of the fiscal year, he had to submit a progress report to Mary.
Primary domain
:
Management
Secondary domain
:
Economics
Sectors
:
- Consumer goods
Type
:
Traditional case (Decision-making case)
Type of data used in the production of the case
:
Factual data that is not public but masked/anonymised
Event location
:
Canada
Year of start of the event
:
Not available
Year the event ended
:
Not available
Business size
:
Small- and medium-sized
Volet management : discerner des indicateurs de performance permettant le contrôle ; reconnaître la cohérence entre la stratégie d’entreprise et l’évaluation de la performance ; cerner le rôle du gestionnaire en matière de contrôle et dans la mise en œuvre d’un changement.
Volet microéconomie : repérer un problème d’agence ; comprendre les effets des régimes incitatifs sur les comportements.
Management: identify performance measures facilitating control; recognize the consistency between corporate strategy and performance evaluation; identify the role of managers in terms of control and change implementation.
Microeconomics: identify an agency problem; understand the impact of incentive plans on behaviour.
Indicateurs de performance
Performance indicators