| dc.description.abstract | The objective of this paper is to analyze managers' perceptions about the use of strategic planning tools in a network of pharmacies. A questionnaire was applied, which brought some information about managers' use of the BSC in decision making, within the perspectives involving the financial, customer and internal processes sectors, and the learning and growth part. We interviewed 13 employees with a managerial position, being distributed among ten pharmacy managers, a human resources manager, a marketing manager, and a product manager. The indicators evaluated by the company and fed monthly are: Daily billing, Monthly billing, Margin, Gross profit, Net profit, Average Ticket, Employee Billing, Market Share (number of stores and cities in which the company is present), Research Number of Customers served per day and per month, No Conformities, Gross Revenue per Employee, Percentage Logistic Cost of Gross Revenue, Turnover, Number of Items, Amount destined for commercial actions, Percentage of Notinha Amiga customers, Frequency and Feedback Effectiveness, Organizational Climate Survey, Percentage Trained, Customer Survey through Totem. This research has brought interesting notes, such as the lack of understanding on the part of some managers regarding the understanding of these indicators, doubts that compromise the maximization of this resource and training suggestions, to familiarize them with this instrument. For this reason, he focused on explaining the aforementioned concepts, and how this information may influence the planning and execution of McFarma Comércio de Medicamentos LTDA's strategies, in the short, medium and long term, describing its Swot Analysis, based on the model of strategic management provided by the Balanced Scorecard. | |
