Controlo Estratégico na Farmácia Comunitária com base no Balanced Scorecard: Um Estudo de Caso

• Autor(a) principal: Santos, Daniela
• Data de Publicação: 2019
• Outros Autores: Rodrigues, José Azevedo, Portela, Sofia
• Tipo de documento: Artigo
• Idioma: por
• Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
• Texto Completo: https://doi.org/10.25756/rpf.v11i1.211

Introduction: In the last 10 years, pharmaceutical companies have been affected by numerous changes, not only political, but also economic and social. Therefore, it has become essential to have a strict management and a planned strategy. The balanced scorecard introduced in 1992 by Kaplan and Norton and improved in 1996 has helped companies to organize their strategy by aligning it and communicating clearly and objectively to all segments. In view of the success over the years in several companies, that have applied this instrument in their management, this article demonstrates how to build a strategic map and a balanced scorecard applied to the reality of community pharmacies. Methods: The methodology used was based on a quantitative analysis of pharmacy databases, as well as internal organizational analysis through semi-structured interviews and face-to-face inquiries (Servperf) to pharmacy clients.Conclusion: It is concluded that it is possible to construct a simple and comprehensive strategic map of the priority objectives of the pharmacy and to propose the balanced scorecard of these same objectives, organized and perceived throughout the company in order to state the measures, goals and initiatives to be achieved.