text:
Former Presidents Act
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The Former Presidents Act (known also as FPA; 3 U.S.C. § 102) is a 1958 U.S. federal law that provides several lifetime benefits to former presidents of the United States who have not been removed from office.[1]
Contents
[hide]
1 History
2 Current status
2.1 Pension
2.2 Transition
2.3 Staff and office
2.4 Medical insurance
2.5 Secret Service protection
3 See also
4 Notes
5 External links
History[edit]
Before 1958, the U.S. federal government provided no pension or other retirement benefits to former United States presidents. Andrew Carnegie offered to endow a US$25,000 annual pension for former Chief Executives in 1912, but congressmen questioned the propriety of such a private pension. That prompted legislation to provide benefits to former presidents.[1]
When the Former Presidents Act took effect, there were two living former presidents: Herbert Hoover and Harry S. Truman. Dwight D. Eisenhower was the first president to fall under the act upon leaving office.
The original act provided for lifetime Secret Service protection for former presidents. In 1997, it was reduced to 10 years for presidents taking office after 1997. The 1997 amendment was reverted by the Former Presidents Protection Act of 2012 (Pub.L. 112–257).[2] All living former presidents and their spouses are now entitled to receive lifetime Secret Service protection.[3]
Current status[edit]
By law, former presidents are entitled to a pension, staff and office expenses, medical care or health insurance, and Secret Service protection.
Pension[edit]
The Secretary of the Treasury pays a taxable pension to the president. Former presidents receive a pension equal to the pay that the head of an executive department (Executive Level I) would be paid, as of 2015[update] $203,700 per year.[4] The pension begins immediately after a president's departure from office.[5] A former president's spouse may also be paid a lifetime annual pension of $20,000 if they relinquish any other statutory pension.[1]
Transition[edit]
Washington Transition funding for the expenses of leaving office is available for seven months. It covers office space, staff compensation, communications services, and printing and postage associated with the transition.[1]
Staff and office[edit]
Private office staff and related funding is provided by the Administrator of the General Services Administration. Persons employed under this subsection are selected by and responsible only to the former president for the performance of their duties. Each former president fixes basic rates of compensation for persons employed for him, not exceeding an annualized total of $150,000 for the first 30 months and $96,000 thereafter.[1]
Medical insurance[edit]
Former presidents are entitled to medical treatment in military hospitals; they pay for this at interagency rates set by the Office of Management and Budget. Two-term presidents may buy health insurance under the Federal Employees Health Benefits Program; a GSA legal opinion ruled Jimmy Carter and George H. W. Bush ineligible.[1][6]
Secret Service protection[edit]
Former presidents were entitled from 1965 to 1996 to lifetime Secret Service protection, for themselves, spouses, and children under 16. A 1994 statute, (Pub.L. 103–329), limited post-presidential protection to ten years for presidents inaugurated after January 1, 1997.[7] Under this statute, Bill Clinton would still be entitled to lifetime protection, and all subsequent presidents would have been entitled to ten years' protection.[8] On January 10, 2013, President Barack Obama signed the Former Presidents Protection Act of 2012, reinstating lifetime Secret Service protection for his predecessor George W. Bush, himself, and all subsequent presidents.[9]
Richard Nixon relinquished his Secret Service protection in 1985, the only president to do so.[10]
See also[edit]
Presidential Townhouse
Notes[edit]
^ Jump up to: a b c d e f Smith, Stephanie (2008-03-18). "Former Presidents: Federal Pension and Retirement Benefits" (PDF). Congressional Research Service. U.S. Senate. Retrieved 2010-04-04.
Jump up ^ Public Law 112-257 Jan. 10, 2013
Jump up ^ Ann Compton (10 January 2013). "Lifetime Secret Service Protection Restored for Presidents Bush and Obama". ABC News. Retrieved 1 May 2013.
Jump up ^ "Rates of Basic Pay for the Executive Schedule (EX)" (PDF). Office of Personal Management. Retrieved 1 August 2015.
Jump up ^ Brandon, Emily (January 16, 2009). "President Bush Will Get a $196,700 Pension". US News and World Report. Retrieved 2012-11-08. Former presidents currently receive a pension that is equal to pay for the head of an executive department.
Jump up ^ Brandon, Emily (2009-01-16). "President Bush Will Get a $196,700 Pension". Washington, D.C.: U.S. News & World Report. Retrieved 2009-04-09. Bush’s payouts will grow to $203,600 next year and $210,700 in 2011
Jump up ^ "United States Secret Service: History". U.S. Department of Treasury. Archived from the original on March 14, 2009. Retrieved 2009-04-09. 1965 Congress authorized protection of former presidents and their spouses during their lifetime and minor children until age 16....1997 Congress passed legislation in 1994 stating that presidents elected to office after January 1, 1997, will receive Secret Service protection for 10 years after leaving office. Individuals elected to office prior to January 1, 1997, will continue to receive lifetime protection. (Public Law 103-329)
Jump up ^ Ginsberg, Wendy (2008-08-22). "Former Presidents: Pensions, Office Allowances, and Other Federal Benefit" (PDF). Congressional Research Service. U.S. Department of State. Retrieved 2009-04-09.
Jump up ^ "Obama signs bill granting lifetime Secret Service protection to former presidents and spouses". Washington Post. Associated Press. 10 January 2013. Retrieved 12 January 2013.
Jump up ^ Sharkey, Nancy (1985-07-28). "Follow-Up On The News; Nixon Guards". The New York Times. Retrieved 2008-11-18. His sole reason was to save money for the government, according to his assistant, John Taylor....Mr. Nixon's wife, Pat, dropped Secret Service protection last year. The others on the agency's permanent-protection rolls are former Presidents Gerald R. Ford and Jimmy Carter, and President Lyndon B. Johnson's widow, Lady Bird.
External links[edit]
National Archives: Former Presidents Act
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text:
Balanced scorecard
From Wikipedia, the free encyclopedia
Jump to: navigation, search
Strategy
Major dimensions[hide]
Strategy • Strategic management
Military strategy • Strategic thinking
Strategic planning • Game theory
Strategic studies
Major thinkers[hide]
Michael Porter • Rita Gunther McGrath
Bruce Henderson • Gary Hamel
Candace A. Yano • C. K. Prahalad
Jim Collins • Liddell Hart
Carl von Clausewitz • Sun Tzu
Sarah C. Paine • Adrian Slywotzky
Sharon Oster • Chris Zook
Henry Mintzberg • Clay Christensen
Concepts[hide]
Business model
Competitive advantage • Experience curve
Value chain • Portfolio theory
Core competency • Generic strategies
Uberisation
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Frameworks and tools[hide]
SWOT • Five forces
Balanced scorecard
PEST analysis • Growth–share matrix
v
t
e
The balanced scorecard is a strategy performance management tool – a semi-standard structured report, supported by design methods and automation tools, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions.[1]
The phrase 'balanced scorecard' primarily refers to a performance management report used by a management team, and typically this team is focused on managing the implementation of a strategy or operational activities - in a recent survey[1] 62% of respondents reported using Balanced Scorecard for strategy implementation management, 48% for operational management. Balanced Scorecard is also used by individuals to track personal performance, but this is less common - only 17% of respondents in the survey using Balanced Scorecard in this way, however it is clear from the same survey that a larger proportion (about 30%) use corporate Balanced Scorecard elements to inform personal goal setting and incentive calculations.
The critical characteristics that define a balanced scorecard are:[2]
its focus on the strategic agenda of the organization concerned
the selection of a small number of data items to monitor
a mix of financial and non-financial data items.
Contents
[hide]
1 Use
2 History
3 Characteristics
4 Design
4.1 First Generation
4.2 Second generation
4.3 Third generation
5 Popularity
6 Variants
7 Criticism
8 Software tools
9 See also
10 References
Use[edit]
Balanced scorecard is an example of a closed-loop controller or cybernetic control applied to the management of the implementation of a strategy.[3] Closed-loop or cybernetic control is where actual performance is measured, the measured value is compared to a reference value and based on the difference between the two corrective interventions are made as required. Such control requires three things to be effective:
a choice of data to measure,
the setting of a reference value for the data,
the ability to make a corrective intervention.[3]
Within the strategy management context, all three of these characteristic closed-loop control elements need to be derived from the organisation's strategy and also need to reflect the ability of the observer to both monitor performance and subsequently intervene – both of which may be constrained.[4] Balanced Scorecard was initially proposed as a general purpose performance management system.[5] Subsequently, it was promoted specifically as an approach to strategic performance management.[6] Balanced scorecard has more recently become a key component of structured approaches corporate strategic management.[7]
Two of the ideas that underpin modern balanced scorecard designs concern making it easier to select which data to observe, and ensuring that the choice of data is consistent with the ability of the observer to intervene.[8]
History[edit]
Organizations have used systems consisting of a mix of financial and non-financial measures to track progress for quite some time.[9] One such system was created by Art Schneiderman in 1987 at Analog Devices, a mid-sized semi-conductor company; the Analog Devices Balanced Scorecard.[5] Schneiderman's design was similar to what is now recognised as a "First Generation" Balanced Scorecard design.[8]
In 1990 Art Schneiderman participated in an unrelated research study led by Robert S. Kaplan in conjunction with US management consultancy Nolan-Norton,[10] and during this study described his work on performance measurement.[5] Subsequently, Kaplan and David P. Norton included anonymous details of this balanced scorecard design in a 1992 article.[6] Kaplan and Norton's article wasn't the only paper on the topic published in early 1992[11] but the 1992 Kaplan and Norton paper was a popular success, and was quickly followed by a second in 1993.[12] In 1996, the two authors published a book The Balanced Scorecard.[13] These articles and the first book spread knowledge of the concept of balanced scorecard widely, and has led to Kaplan and Norton being seen as the creators of the concept.
While the "corporate scorecard" terminology was coined by Art Schneiderman, the roots of performance management as an activity run deep in management literature and practice. Management historians such as Alfred Chandler suggest the origins of performance management can be seen in the emergence of the complex organisation – most notably during the 19th Century in the USA.[14] More recent influences may include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the tableau de bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.[9] The tool also draws strongly on the ideas of the 'resource based view of the firm'[15] proposed by Edith Penrose. However it should be noted that none of these influences is explicitly linked to original descriptions of balanced scorecard by Schneiderman, Maisel, or Kaplan & Norton.
Kaplan and Norton's first book[13] remains their most popular. The book reflects the earliest incarnations of balanced scorecards – effectively restating the concept as described in the second Harvard Business Review article.[12] Their second book, The Strategy Focused Organization,[16] echoed work by others (particularly a book published the year before by Olve et al. in Scandinavia[17]) on the value of visually documenting the links between measures by proposing the "Strategic Linkage Model" or strategy map.
As the title of Kaplan and Norton's second book[16] highlights, even by 2000 the focus of attention among thought-leaders was moving from the design of Balanced Scorecards themselves, towards the use of Balanced Scorecard as a focal point within a more comprehensive strategic management system. Subsequent writing on Balanced Scorecard by Kaplan & Norton has focused on uses of Balanced Scorecard rather than its design (e.g. "The Execution Premium" in 2008[18]), however many others have continued to refine the device itself (e.g. Abernethy et al.[19]).
Characteristics[edit]
The characteristics of the balanced scorecard and its derivatives is the presentation of a mixture of financial and non-financial measures each compared to a 'target' value within a single concise report. The report is not meant to be a replacement for traditional financial or operational reports but a succinct summary that captures the information most relevant to those reading it. It is the method by which this 'most relevant' information is determined (i.e., the design processes used to select the content) that most differentiates the various versions of the tool in circulation. The balanced scorecard indirectly also provides a useful insight into an organisation's strategy – by requiring general strategic statements (e.g. mission, vision) to be precipitated into more specific/tangible forms.[20]
The first versions of balanced scorecard asserted that relevance should derive from the corporate strategy, and proposed design methods that focused on choosing measures and targets associated with the main activities required to implement the strategy. As the initial audience for this were the readers of the Harvard Business Review, the proposal was translated into a form that made sense to a typical reader of that journal – managers of US commercial businesses. Accordingly, initial designs were encouraged to measure three categories of non-financial measure in addition to financial outputs – those of "customer," "internal business processes" and "learning and growth." These categories were not so relevant to public sector or non-profit organisations,[21] or units within complex organizations (which might have high degrees of internal specialization), and much of the early literature on balanced scorecard focused on suggestions of alternative 'perspectives' that might have more relevance to these groups(e.g. Butler et al. (1997),[22] Ahn (2001),[23] Elefalke (2001),[24] Brignall (2002),[25] Irwin (2002),[26] Radnor et al. (2003)[27]).
Modern balanced scorecards have evolved since the initial ideas proposed in the late 1980s and early 1990s, and the modern performance management tools including Balanced Scorecard are significantly improved – being more flexible (to suit a wider range of organisational types) and more effective (as design methods have evolved to make them easier to design, and use).[28]
Design[edit]
Design of a balanced scorecard is about the identification of a small number of financial and non-financial measures and attaching targets to them, so that when they are reviewed it is possible to determine whether current performance 'meets expectations'. By alerting managers to areas where performance deviates from expectations, they can be encouraged to focus their attention on these areas, and hopefully as a result trigger improved performance within the part of the organization they lead.[3]
The original thinking behind a balanced scorecard was for it to be focused on information relating to the implementation of a strategy, and over time there has been a blurring of the boundaries between conventional strategic planning and control activities and those required to design a balanced scorecard. This is illustrated well by the four steps required to design a balanced scorecard included in Kaplan & Norton's writing on the subject in the late 1990s:
Translating the vision into operational goals;
Communicating the vision and link it to individual performance;
Business planning; index setting
Feedback and learning, and adjusting the strategy accordingly.
These steps go far beyond the simple task of identifying a small number of financial and non-financial measures, but illustrate the requirement for whatever design process is used to fit within broader thinking about how the resulting balanced scorecard will integrate with the wider business management process.
Although it helps focus managers' attention on strategic issues and the management of the implementation of strategy, it is important to remember that the balanced scorecard itself has no role in the formation of strategy.[8] In fact, balanced scorecards can co-exist with strategic planning systems and other tools.[9]
First Generation[edit]
The first generation of balanced scorecard designs used a "four perspective" approach to identify what measures to use to track the implementation of strategy. `The original four "perspectives" proposed[6] were:
Financial: encourages the identification of a few relevant high-level financial measures. In particular, designers were encouraged to choose measures that helped inform the answer to the question "How do we look to shareholders?" Examples: cash flow, sales growth, operating income, return on equity.[29]
Customer: encourages the identification of measures that answer the question "What is important to our customers and stakeholders?" Examples: percent of sales from new products, on time delivery, share of important customers’ purchases, ranking by important customers.
Internal business processes: encourages the identification of measures that answer the question "What must we excel at?"Examples: cycle time, unit cost, yield, new product introductions.
Learning and growth: encourages the identification of measures that answer the question "How can we continue to improve, create value and innovate?". Examples: time to develop new generation of products, life cycle to product maturity, time to market versus competition.
The idea was that managers used these perspective headings to prompt the selection of a small number of measures that informed on that aspect of the organisation's strategic performance.[6] The perspective headings show that Kaplan and Norton were thinking about the needs of non-divisional commercial organisations in their initial design. These categories were not so relevant to public sector or non-profit organisations,[21] or units within complex organizations (which might have high degrees of internal specialization), and much of the early literature on balanced scorecard focused on suggestions of alternative 'perspectives' that might have more relevance to these groups(e.g. Butler et al. (1997),[22] Ahn (2001),[23] Elefalke (2001),[24] Brignall (2002),[25] Irwin (2002),[26] Radnor et al. (2003)[27]).
These suggestions were notably triggered by a recognition that different but equivalent headings would yield alternative sets of measures, and this represents the major design challenge faced with this type of balanced scorecard design: justifying the choice of measures made. "Of all the measures you could have chosen, why did you choose these?" These issues contribute to dis-satisfaction with early Balanced Scorecard designs, since if users are not confident that the measures within the Balanced Scorecard are well chosen, they will have less confidence in the information it provides.[30]
Although less common, these early-style balanced scorecards are still designed and used today.[1]
In short, first generation balanced scorecards are hard to design in a way that builds confidence that they are well designed. Because of this, many are abandoned soon after completion.[9]
Second generation[edit]
In the mid-1990s, an improved design method emerged.[17] In the new method, measures are selected based on a set of "strategic objectives" plotted on a "strategic linkage model" or "strategy map". With this modified approach, the strategic objectives are distributed across the four measurement perspectives, so as to "connect the dots" to form a visual presentation of strategy and measures.[31]
In this modified version of balanced scorecard design, managers select a few strategic objectives within each of the perspectives, and then define the cause-effect chain among these objectives by drawing links between them to create a "strategic linkage model". A balanced scorecard of strategic performance measures is then derived directly by selecting one or two measures for each strategic objective.[8] This type of approach provides greater contextual justification for the measures chosen, and is generally easier for managers to work through. This style of balanced scorecard has been commonly used since 1996 or so: it is significantly different in approach to the methods originally proposed, and so can be thought of as representing the "2nd generation" of design approach adopted for balanced scorecard since its introduction.
Third generation[edit]
Main article: Third-generation balanced scorecard
In the late 1990s, the design approach had evolved yet again. One problem with the "second generation" design approach described above was that the plotting of causal links amongst twenty or so medium-term strategic goals was still a relatively abstract activity. In practice it ignored the fact that opportunities to intervene, to influence strategic goals are, and need to be, anchored in current and real management activity. Secondly, the need to "roll forward" and test the impact of these goals necessitated the creation of an additional design instrument: the Vision or Destination Statement. This device was a statement of what "strategic success", or the "strategic end-state", looked like. It was quickly realized that if a Destination Statement was created at the beginning of the design process, then it was easier to select strategic activity and outcome objectives to respond to it. Measures and targets could then be selected to track the achievement of these objectives. Design methods that incorporate a Destination Statement or equivalent (e.g. the results-based management method proposed by the UN in 2002) represent a tangibly different design approach to those that went before, and have been proposed as representing a "third generation" design method for balanced scorecards.[8]
Design methods for balanced scorecards continue to evolve and adapt to reflect the deficiencies in the currently used methods, and the particular needs of communities of interest (e.g. NGO's and government departments have found the third generation methods embedded in results-based management more useful than first or second generation design methods).[32]
This generation refined the second generation of balanced scorecards to give more relevance and functionality to strategic objectives. The major difference is the incorporation of Destination Statements. Other key components are strategic objectives, strategic linkage model and perspectives, measures and initiatives.[8]
Popularity[edit]
In 1997, Kurtzman[33] found that 64 percent of the companies questioned were measuring performance from a number of perspectives in a similar way to the balanced scorecard. Balanced scorecards have been implemented by government agencies, military units, business units and corporations as a whole, non-profit organizations, and schools.
Balanced scorecard has been widely adopted, and consistently has been found to be the most popular performance management framework in a widely respected annual survey (e.g. see results from 2003[34] and 2013[35]).
Theorists have argued from the earliest days of discussion of Balanced Scorecard usage that much of the benefit of the balanced scorecard comes from the design process itself.[9][36] Indeed, it is argued that many failures in the early days of balanced scorecard could be attributed to this problem, in that early balanced scorecards were often designed remotely by consultants[36] - it is suggested that by not being involved in the design, the relevant managers who were to use the device did not trust, and so failed to engage with and use the devices.[28][8]
Variants[edit]
Since the balanced scorecard was popularized in the early 1990s, a large number of alternatives to the original 'four box' balanced scorecard promoted by Kaplan and Norton[6] in their various articles and books have emerged. Most have very limited application, and are typically proposed either by academics as vehicles for expanding the dialogue beyond the financial bottom line – e.g. Brignall (2002)[25] or consultants as an attempt at differentiation to promote sales of books and / or consultancy (e.g. Neely et al. (2002),[37] Bourne (2002),[38] Niven (2002)[39]).
Many of the structural variations proposed are broadly similar, and a research paper published in 2004[8] attempted to identify a pattern in these variations – noting three distinct types of variation. The variations appeared to be part of an evolution of the balanced scorecard concept, and so the paper refers to these distinct types as "generations". Broadly, the original 'measures in four boxes' type design (as initially proposed by Kaplan & Norton[6]) constitutes the 1st generation balanced scorecard design; balanced scorecard designs that include a 'strategy map' or 'strategic linkage model' (e.g. the Performance Prism,[37] later Kaplan & Norton designs[18] the Performance Driver model of Olve, Roy & Wetter (English translation 1999,[17] 1st published in Swedish 1997)) constitute the 2nd Generation of Balanced Scorecard design; and designs that augment the strategy map / strategic linkage model with a separate document describing the long-term outcomes sought from the strategy (the "destination statement" idea) comprise the 3rd generation balanced scorecard design.
Variants that feature adaptations of the structure of balanced scorecard to suit better a particular viewpoint or agenda are numerous. Examples of the focus of such adaptations include the triple bottom line,[25] decision support,[40] public sector management,[41] and health care management.[42] The performance management elements of the UN's Results Based Management system have strong design and structural similarities to those used in the 3rd Generation Balanced Scorecard design approach.[32]
Balanced scorecard is also linked to quality management tools and activities.[43] Although there are clear areas of cross-over and association, the two sets of tools are complementary rather than duplicative.[44]
Balanced scorecard is also used to support the payments of incentives to individuals,[1] even though it was not designed for this purpose and is not particularly suited to it.[2][45]
Criticism[edit]
The balanced scorecard has attracted criticism from a variety of sources. Most have come from the academic community, who dislike the empirical nature of the framework: Kaplan and Norton notoriously failed to include any citation of earlier articles in their initial papers on the topic.[6][12] Some of this criticism focuses on technical flaws in the methods and design of the original balanced scorecard proposed by Kaplan and Norton.[28][36][46] Other academics have simply focused on the lack of citation support.[47]
A second kind of criticism is that the balanced scorecard does not provide a bottom line score or a unified view with clear recommendations: it is simply a list of metrics (e.g. Jensen 2001[48]). These critics usually include in their criticism suggestions about how the 'unanswered' question postulated could be answered, but typically the unanswered question relate to things outside the scope of balanced scorecard itself (such as developing strategies) (e.g. Brignall[25])
A third kind of criticism is that the model fails to fully reflect the needs of stakeholders – putting bias on financial stakeholders over others. Early forms of Balanced Scorecard proposed by Kaplan & Norton[6][12] focused on the needs of commercial organisations in the USA – where this focus on investment return was appropriate. This focus was maintained through subsequent revisions.[49] Even now over 20 years after they were first proposed, the four most common perspectives in Balanced Scorecard designs mirror the four proposed in the original Kaplan & Norton paper.[1] However, as noted earlier in this article, there have been many studies that suggest other perspectives might better reflect the priorities of organisations – particularly but not exclusively relating to the needs of organisations in the public and Non Governmental sectors.[50] For instance, the balanced scorecard does not address important aspects of nonprofit strategy such as social dimensions, human resource elements, political issues and the distinctive nature of competition and collaboration in nonprofit settings.[51][21] More modern design approaches such as 3rd Generation Balanced Scorecard, the Public Sector Scorecard[21] and the UN's Results Based Management methods explicitly consider the interests of wider stakeholder groups, and perhaps address this issue in its entirety.[32]
There are few empirical studies linking the use of balanced scorecards to better decision making or improved financial performance of companies, but some work has been done in these areas.[52] Broadcast surveys of usage have difficulties in this respect, due to the wide variations in definition of 'what a balanced scorecard is' noted above (making it hard to work out in a survey if you are comparing like with like).[1] Single organization case studies suffer from the 'lack of a control' issue common to any study of organizational change – what the organization would have achieved if the change had not been made isn't known, so it is difficult to attribute changes observed over time to a single intervention (such as introducing a balanced scorecard). However, such studies as have been done have typically found balanced scorecard to be useful.[9][28]
Consideration has been given to the effect of organisation size on Balanced Scorecard effectiveness:
For large organisations this work has focused on how to translate aggregate corporate strategies into performance management tools relevant to individual teams / units within the organisation.[53]
In SMEs Balanced Scorecard has been found to be effective, but it has been noted that focus is required on balancing design complexity and relevance with the availability of resource to do the design work.[54] Others have argued that the Balanced Scorecard is unsuitable for SMEs for a variety of reasons, including the belief that SMEs lack a long-term strategic focus (Hvolby and Thorstenson (2000), McAdam (2000)), that changes in an SME’s strategy are too frequent,[55] and that SMEs have limited knowledge about performance measurement in general (Rantanen and Holtari 2000) and therefore do not recognise the benefits that might accrue from use of the tool (McAdam 2000; Bourne 2001), but it is also important to note that none of these studies attempts to theorise the reasons behind their negative findings.
Software tools[edit]
It is important to recognize that the balanced scorecard by definition is not a complex thing – typically no more than about 20 measures spread across a mix of financial and non-financial topics, and easily reported manually (on paper, or using simple office software).[49]
The processes of collecting, reporting, and distributing balanced scorecard information can be labor-intensive and prone to procedural problems (for example, getting all relevant people to return the information required by the required date). The simplest mechanism to use is to delegate these activities to an individual, and many Balanced Scorecards are reported via ad-hoc methods based around email, phone calls and office software.[1]
In more complex organizations, where there are multiple balanced scorecards to report and/or a need for co-ordination of results between balanced scorecards (for example, if one level of reports relies on information collected and reported at a lower level) the use of individual reporters is problematic. Where these conditions apply, organizations use balanced scorecard reporting software to automate the production and distribution of these reports.[1]
Recent surveys have consistently found that roughly one third of organizations use generic office software to report their balanced scorecard, one third used software developed specifically for their own use, and one third used one of the many commercial packages available.[1][56]
See also[edit]
Wikimedia Commons has media related to Balanced Scorecard.
Balanced scorecard SWOT
Digital dashboard, also known as business dashboard, enterprise dashboard or executive dashboard
Key performance indicators
Marketing strategy
Performance management
Strategic control
Strategic management
Strategy map
References[edit]
^ Jump up to: a b c d e f g h i "2GC Balanced Scorecard Usage Survey". 2GC Active Management. Retrieved 11 July 2017.
^ Jump up to: a b FAQ Answer: What is the Balanced Scorecard? (PDF), 2GC Active Management, archived from the original on 20 June 2014, retrieved 11 July 2017
^ Jump up to: a b c Muralidharan, Raman (2004). "A framework for designing strategy content controls". International Journal of Productivity and Performance Management. 53 (7): 590–601. doi:10.1108/17410400410561213.
Jump up ^ Ouchi, W. G. (1977). "The relationship between organisational structure and organisational control". Administrative Science Quarterly. 2 (1): 95–113. doi:10.2307/2391748. JSTOR 2391748.
^ Jump up to: a b c Schneiderman, Arthur M. (2006). "Analog Devices: 1986–1992, The First Balanced Scorecard". Arthur M. Schneiderman. Archived from the original on 25 December 2013. Retrieved 28 May 2014.
^ Jump up to: a b c d e f g h Kaplan, Robert S; Norton, D. P. (1992). "The Balanced Scorecard – Measures That Drive Performance". Harvard Business Review (January–February): 71–79.
Jump up ^ Legace, Martha (2008). "Strategy Execution and the Balanced Scorecard". Harvard Business School Working Knowledge (August). Retrieved 11 July 2017.
^ Jump up to: a b c d e f g h Lawrie, Gavin J G; Cobbold, I (2004). "3rd Generation Balanced Scorecard: Evolution of an effective strategic control tool" (PDF). International Journal of Productivity and Performance Management. 53 (7): 611–623. doi:10.1108/17410400410561231. Archived from the original on 1 May 2014. Retrieved 11 July 2017.
^ Jump up to: a b c d e f Epstein, Marc; Manzoni, J (1997). "The balanced scorecard and tableau de bord: Translating strategy into action". Management Accounting. 79 (2): 28–36.
Jump up ^ http://www.nolannorton.com/
Jump up ^ Maisel, L. S. (1992). "Performance measurement: the Balanced Scorecard approach". Journal of Cost Management. 6 (2): 47–52.
^ Jump up to: a b c d Kaplan, Robert S; Norton, D. P. (1993). "Putting the Balanced Scorecard to Work". Harvard Business Review.
^ Jump up to: a b Kaplan, Robert S; Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Boston, MA.: Harvard Business School Press. ISBN 978-0-87584-651-4.
Jump up ^ Chandler, Alfred D. (1962). Strategy and Structure: Chapters in the History of the American Enterprise. Boston, MA.: The MIT Press. ISBN 978-1-61427-508-4.
Jump up ^ Penrose, Edith (1959). The Theory of the Growth of the Firm. New York: John Wiley and Sons. ISBN 978-0-19-828977-7.
^ Jump up to: a b Kaplan, Robert S.; Norton, D. P. (1 October 2000). The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Boston, MA: Harvard Business School Press. ISBN 978-1-57851-250-8.
^ Jump up to: a b c Olve, Nils-Göran; Roy, J.; Wetter, M. (25 Feb 1999). Performance Drivers: A practical guide to using the Balanced Scorecard. New York: John Wiley and Sons. ISBN 978-0-471-98623-2.
^ Jump up to: a b Kaplan, Robert S.; Norton, D. P. (1 July 2008). The Execution Premium: Linking Strategy to Operations. Boston, MA.: Harvard Business School Press. ISBN 978-1-4221-2116-0.
Jump up ^ Abernethy, Margret A; Horne, M.; Lillis, A.M.; Malina, M.A.; Selto, F.H. (2005). "A multi-method approach to building causal performance maps from expert knowledge". Management accounting research. 16 (2): 135–155. doi:10.1016/j.mar.2005.03.003.
Jump up ^ Shulver, Michael J; Antarkar, N (2001). "The Balanced Scorecard as a Communication Protocol for Managing Across Intra-Organizational Borders". Proceedings from the 12th Annual Conference of the Production and Operations Management Society, Orlando, Florida, USA.
^ Jump up to: a b c d Moulin, Max (2017). "Improving and evaluating performance with the Public Sector Scorecard". International Journal of Productivity and Performance Management. 66 (4): 442–458. doi:10.1108/IJPPM-06-2015-0092.
^ Jump up to: a b Butler, A.; Letza S. R.; Neale B. (1997). "Linking the Balanced Scorecard to Strategy". Long Range Planning. 30 (2): 242–253. doi:10.1016/s0024-6301(96)00116-1.
^ Jump up to: a b Ahn, H (2001). "Applying the Balanced Scorecard Concept: An Experience Report". Long Range Planning. 34 (4): 441–461. doi:10.1016/s0024-6301(01)00057-7.
^ Jump up to: a b Elefalke, K (2001). "The Balanced Scorecard of the Swedish Police Service: 7000 officers in total quality management project". Total Quality Management. 12 (7): 958–966. doi:10.1080/09544120120096106.
^ Jump up to: a b c d e Brignal, S. (2002). "The UnBalanced Scorecard: a Social and Environmental Critique". Proceedings, Third International Conference on Performance Measurement and Management (PMA2002).
^ Jump up to: a b Irwin, D (2002). "Strategy Mapping in the Public Sector". International Journal of Strategic Management. 35 (6): 563–672.
^ Jump up to: a b Radnor, Z; Lovell, W. (2003). "Defining, justifying and implementing the Balanced Scorecard in the National Health Service". International Journal of Medical Marketing. 3 (3): 174–188. doi:10.1057/palgrave.jmm.5040117.
^ Jump up to: a b c d Malina, M. A.; Selto, F. H. (2001). "Communicating and Controlling Strategy: An Empirical Study of the Effectiveness of the Balanced Scorecard". Journal of Management Accounting Research. 13: 47–90. doi:10.2308/jmar.2001.13.1.47.
Jump up ^ Simons, Robert L. (1 December 1994). Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal: How Managers Use Control Systems to Drive Strategic Renewal. Boston, MA.: Harvard Business School Press. ISBN 978-0-87584-559-3.
Jump up ^ Kellermans, Walter J.; Floyd F. W.; Veiga S. W.; Matherne C. (2013). "Strategic Alignment: A missing link in the relationship between strategic consensus and organisational performance". Strategic Organization. 11 (3): 304–328. doi:10.1177/1476127013481155.
Jump up ^ Kaplan, Robert S.; Norton D. P. (1996). "Linking the Balanced Scorecard to Strategy". California Management Review. 39 (1): 53–79. doi:10.2307/41165876.
^ Jump up to: a b c Lawrie, Gavin J. G.; Kalff D.; Andersen H. (2005). "Balanced Scorecard and Results- Based Management – Convergent Performance Management Systems". Proceedings of 3rd Annual Conference on Performance Measurement and Management Control, the European Institute for Advanced Studies in Management (EIASM), Nice, France. Retrieved 11 July 2017.
Jump up ^ Kurtzman, Joel (17 February 1997). "Is your company off course? Now you can find out why". Fortune. pp. 128–130.
Jump up ^ Rigby, D.; Bilodeau B. (2003). "Bain and Company's Management Tools and Trends Survey 2003" (PDF). Bain & Company. Retrieved 11 July 2017.
Jump up ^ Rigby, D.; Bilodeau B. (2013). "Bain and Company's Management Tools and Trends Survey 2013". Bain & Company. Archived from the original on 7 April 2014. Retrieved 28 May 2014.
^ Jump up to: a b c Schneiderman, Arthur M. (1999). "Why Balanced Scorecards fail". Journal of Strategic Performance Measurement (January).
^ Jump up to: a b Neely, Andy; Adams C.; Kennerley M. (27 May 2002). The Performance Prism: The Scorecard for Measuring and Managing Business Success: The Scorecard for Measuring and Managing Stakeholder Relationships. London: Prentice Hall. ISBN 978-0-273-65334-9.
Jump up ^ Bourne, Mike; Bourne P. (29 November 2002). Balanced Scorecard in a Week. London: Hodder & Stoughton. ISBN 978-0-340-84945-3.
Jump up ^ Niven, Paul R. (18 April 2002). Balanced Scorecard Step-by-step: Maximizing Performance and Maintaining Results. New York: John Wiley & Sons. ISBN 978-0-471-07872-2.
Jump up ^ Ioppolo, Giuseppe; Saija, Giuseppe; Salomone, Roberta (July 2012). "Developing a Territory Balanced Scorecard approach to manage projects for local development: Two case studies". Land Use Policy. 29 (3): 629–640. doi:10.1016/j.landusepol.2011.10.005. Retrieved 30 June 2014.
Jump up ^ Northcott, Deryl; Taulapapa, Tuivaiti Ma'amora (2012). "sing the balanced scorecard to manage performance in public sector organizations". The International Journal of Public Sector Management. 25 (3): 166–191. doi:10.1108/09513551211224234.
Jump up ^ Moullin, Max; Soady, John; Skinner, John; Price, Charles; Cullen, John; Gilligan, Christine (2007). "Using the Public Sector Scorecard in Public Health". Journal of Health Care Quality Assurance. 20 (4): 281–289. doi:10.1108/09526860710754352.
Jump up ^ Gardiner, P. D.; Simmons, J. E. L. (2003). "Performance measurement tools: The balanced scorecard and the EFQM excellence model". Measuring Business Excellence. 7 (1): 14–29. doi:10.1108/13683040310466690.
Jump up ^ Andersen, Henrik V.; Lawrie, Gavin; Savič, Nenad (2004). "Effective quality management through third-generation balanced scorecard". International Journal of Productivity and Performance Management. 53 (7): 634–645. doi:10.1108/17410400410561259. Retrieved 11 July 2017.
Jump up ^ "How do I link corporate and individual performance management systems?" (PDF). 2GC Active Management. Archived from the original on 1 May 2014. Retrieved 11 July 2017.
Jump up ^ Lingle, J. H.; Schiemann W. A. (1996). "From balanced scorecard to strategic gauges: Is measurement worth it?". Management Review. 85 (3): 56.
Jump up ^ Norreklit, Hanne (2000). "The balance on the balanced scorecard – a critical analysis of some of its assumptions". Management Accounting Research. 11 (1): 65–88. doi:10.1006/mare.1999.0121.
Jump up ^ Jensen, M. C. (2001). "Value maximisation, stakeholder theory, and the corporate objective function". European Financial Management. 7 (3): 297–318. doi:10.1111/1468-036x.00158.
^ Jump up to: a b Adams, C.; Neely A.; Kennerley M. (2007). Performance measurement frameworks: a review. Cambridge, UK.: Cambridge University Press.
Jump up ^ Andersen, Henrik V.; Lawrie, Gavin (2002). "Examining Opportunities for Improving Public Sector Governance Through Better Strategic Management". Proceedings, Third International Conference on Performance Measurement and Management (PMA 2002),. Retrieved 11 July 2017.
Jump up ^ Kong, E. (2010). "Analysing BSC and IC's usefulness in non-profit organisations". Journal of Intellectual Capital. 11 (3): 284–303.
Jump up ^ Ittner, C.D.; Larcker, D.F.; Randall, T. (2003). "Performance implications of strategic performance measurement in financial services firms". Accounting Organizations and Society. 28 (7): 715–741.
Jump up ^ Lawrie, Gavin V.; Abdullah, N.A.; Bragg, Christopher; Varlet, Guillaume (2016). "Multi-level strategic alignment within a complex organisation". Journal of Modelling in Management. 11 (4): 889–910. doi:10.1108/JM2-11-2014-0085. Retrieved 11 July 2017.
Jump up ^ Lawrie, Gavin; Andersen, Henrik V. (2006). "Balanced Scorecard implementation in SMEs: reflection in literature and practice". Proceedings of the Fourth SMESME Conference. Retrieved 11 July 2017.
Jump up ^ Rompho, N. (2011). "Why the Balanced Scorecard Fails in SMEs: A Case Study". International Journal of Business and Management. 6 (11): 39–46.
Jump up ^ "Balanced Scorecard Surveys (2012–2016)". Intrafocus.
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Prem Ratan Dhan Payo
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Prem Ratan Dhan Payo
Theatrical release poster
Hindi
प्रेम रतन धन पायो
Directed by
Sooraj R. Barjatya
Produced by
Ajit Kumar Barjatya
Kamal Kumar Barjatya
Rajkumar Barjatya
Screenplay by
Sooraj R. Barjatya
Story by
Sooraj R. Barjatya
Based on
The Prisoner of Zenda
by Wells Root and Donald Ogden Stewart[1][2]
Starring
Salman Khan
Sonam Kapoor
Neil Nitin Mukesh
Anupam Kher
Music by
Songs:
Himesh Reshammiya
Score:
Sanjoy Chowdhury
Himesh Reshammiya
Cinematography
V. Manikandan
Edited by
Sanjay Sankla
Production
company
Rajshri Productions
Distributed by
Fox Star Studios
Release date
12 November 2015 (2015-11-12)
Running time
164 minutes[3]
Country
India
Language
Hindi
Budget
₹180 crore[4]
Box office
est. ₹432 crore[5]
Prem Ratan Dhan Payo (English: Found a Treasure Called Love) is a 2015 Indian romantic drama film,[6] written and directed by Sooraj Barjatya, produced by Rajshri Productions and distributed by Fox Star Studios. It stars Salman Khan and Sonam Kapoor in lead roles.[7] This is the fourth collaboration between Barjatya and Khan after their previous films Maine Pyar Kiya, Hum Aapke Hain Koun..!, and Hum Saath Saath Hain.
The cinematography of the movie was done by V. Manikandan and was edited by Sanjay Sankla. The soundtrack was composed by Himesh Reshammiya, and the background music done by Sanjoy Chowdhury. The film was released in India and Pakistan on 12 November 2015.[8] It emerged as a commercial success and ranks among the highest-grossing Bollywood films, with a gross of ₹432 crore (US$66 million) worldwide.[5] The movie was reported to be inspired by the South Korean movie Masquerade [9] which itself was loosely based on the novel The Prisoner of Zenda by Anthony Hope.[10]
The film was also released in Telugu and Tamil versions as Prema Leela and Meymarandhen Paaraayo respectively.[11][12]
Contents
[hide]
1 Plot
2 Cast
3 Critical reception
4 Box office
4.1 India
4.2 Overseas
5 Music
5.1 Personnel
5.2 Critical response
6 Awards
7 Game
8 See also
9 References
10 External links
Plot[edit]
Yuvraj Vijay Singh (Salman Khan) is the very rich crown prince of Pritampur, who is soon to be crowned as king (honorific, as there are no official kings and kingdoms in modern India). He is engaged to Maithili (Sonam Kapoor) a princess from the royal family of a neighboring kingdom. However, due to his stiff and stubborn nature Vijay faces many problems with Maithili as well as with his brother and sisters.[vague] His rich half sisters Rajkumari Chandrika (Swara Bhaskar) and Rajkumari Radhika (Aashika Bhatia) live in a separate rented bungalow outside the royal palace with Chandrika working as an accounts head in a municipal school and have filed case against Vijay for a share in the royal property, because they felt their mother (Lata Sabharwal)(a poet and later mistress to the late King) was wronged by the Queen (Karuna Pandey)when she disgraced her in the presence of all of the King's children. Furthermore, Radhika's and Maithili earlier who were best friends during school times, their friendship is shattered owing her engagement with Vijay. Similarly, his half brother Yuvraj Ajay Singh (Neil Nitin Mukesh) vows vengeance and has been wanting to kill him and take the crown for himself. He enlists the help of his manager Chirag Singh (Armaan Kohli) and Vijay's secretary Sameera(Samaira Rao), Chirag is misguiding Ajay at every step while betraying him at his back. Yuvraj Vijay barely escapes an assassination plan coordinated by Yuvraj Ajay and Chirag to kill him but gets badly injured. He's hidden in a secret chamber maintained by two doctors.
Meanwhile, Vijay's lookalike Prem Dilwale (Salman Khan), a love guru, perky, lively and carefree stage actor who falls in love with Princess Maithili, reaches Pritampur to meet her along with his friend Kanhaiya (Deepak Dobriyal). At a bus stop, the Security Head of Pritampur Palace, Sanjay (Deepraj Rana), notices him by chance, and takes him to Diwan Sahib (Anupam Kher). Upon witnessing the striking resemblance between Prem and Yuvraj Vijay, Diwan asks Prem to take Yuvraj Vijay's place while Yuvraj recovers from coma. Prem acts as Yuvraj Vijay but with his simple and caring nature, he impresses Maithili who earlier wanted to break up with Vijay and falls in love with Prem unknowingly. Prem also attempts to reconcile with his sisters by bringing them back to the royal palace; he prepares legal documents handing over all of the royal family's properties to them. His half-sisters are so moved by this gesture that, with a little push from Maithili, they eventually have a change of heart and decline to deprive prince of his fortune and reconcile with him as his sisters.
Meanwhile, Yuvraj Ajay and Chirag find out that Prem is only playing the part of the prince, and thus they kidnap the real Yuvraj Vijay. Chirag decides to double cross Ajay, as he frees Vijay and feeds him false information to pit him against Ajay and Prem. Vijay and Ajay get involved in a sword fight when Prem and Kanhaiya intervene and clear the confusion. Chirag tries to shoot them down but falls to his death. Ajay regrets his deeds, and Vijay reconciles with him. Maithili is shocked to know the truth about Prem not being Yuvraj Vijay, after Prem has left to return to his home. At the end, the royal family reaches Prem's house to reunite Prem and Maithili, they get happily married along with Kanhaiyya and Sameera.
Cast[edit]
Salman Khan in a dual role as Prem Dilwale and Yuvraj Vijay Singh, the namesake Prince of Pritampur
Sonam Kapoor as Rajkumari Maithili Devi
Anupam Kher as Diwan Sahab/Bapu
Neil Nitin Mukesh as Yuvraj Ajay Singh, Vijay's step-brother
Armaan Kohli as Chirag Singh, C.E.O of The Pritampur Empire Properties
Swara Bhaskar as Rajkumari Chandrika, Vijay's step-sister
Aashika Bhatia as Rajkumari Radhika, Vijay's step-sister
Deepraj Rana as Sanjay, head of security of the Royal Palace
Deepak Dobriyal as Kanhaiya, Prem's friend
Samaira Rao as Sameera
Sanjay Mishra as Chaubey Ji, head of the drama troupe
S M Zaheer as Doctor 1
Micky Makhijja as Doctor 2
Manoj Joshi as Mr. Bhandari, advocate of the Pritampur estate
Lata Sabharwal as Mother of Radhika and Chandrika, poet of Royal Family
Karuna Pandey as Maharani and mother of Ajay and stepmother of Vijay
Suhasini Mulay as Grand Mother of Rajkumari Maithili
Namrata Thapa as NGO worker
Sameer Dharmadhikari as King of Pritampur (cameo)
Bikramjeet Kanwarpal as Estate agent
Critical reception[edit]
This article contains too many or too-lengthy quotations for an encyclopedic entry. Please help improve the article by presenting facts as a neutrally-worded summary with appropriate citations. Consider transferring direct quotations to Wikiquote. (November 2015)
Taran Adarsh of Bollywood Hungama gave the film 4.5/5 stating that "On the whole, PRDP is the perfect Diwali entertainer for the entire family. The film will win abundant love [prem], while its investors will reap a harvest [dhan], making it a memorable Diwali for all concerned." [13] Srijana Mitra Das of Times of India rated the film with 3.5/5 stars stating that PRDP is Salman Khan's triumph and he " simply blows the top off the theatres with a double role that makes you laugh, gasp, sigh – and cry." She also appreciated the performance of Sonam Kapoor, Deepak Dobriyal, Aashika and Swara Bhaskar.[14] Sonia Chopra of Sify gave 3/5 stars rating saying that the film has its faults, but with actor Salman Khan's dual role, the movie is sure to hit the right spots with the family audience.[15] Rajeev Masand of CNN-IBN gave the film a rating of 3/5 stars saying that the director employed the same successful formula he had tried in his previous films, but now "the tropes have gotten rusty, the emotions seldom feel genuine, and the writing is strictly surface level". He concluded that the film's only saving grace is the presence of Salman Khan who is in good form.[16]
Shubhra Gupta of Indian Express gave the film a low rating of 1.5/5 stars, calling it a re-imagining of Ramayan and its million stories, criticizing it as "an out-dated, overblown rehash of the director's previous films",[17] while Rohit Vats of Hindustan Times gave the film only 2/5 stars, calling it "as a film straight out of the '80s" rehashing the director's same formula, but appreciated music director Himesh Reshammiya and lead actor Salman Khan as "quite likeable and his comic timing has gotten better".[18] Anna MM Vetticad of First Post thrashed the film as "half-baked, lifeless, low-IQ film with its juvenile humour and family politics that resembles circumstances in the cheapest saas-bahu soaps now running on Hindi fiction TV." and "lacks even the few qualities that made his earlier ventures bearable ".[19] Sukanya Verma of Rediff.com rated the film a 2.5/5 stars stating, " PRDP sticks to its beliefs on sibling affection, family values and coy courtship and takes a lengthy route to assert so. Yet it is not the predictability but the lop-sided sentimentality of the director's narrative that hurts PRDP's intentions the most." She criticized the director for recycling "men versus women sporting contests, midnight kitchen rendezvous and the pristine aura of Prem", but appreciated the performance of Salman Khan even though it never matched his previous Bajrangi Bhaijaan act.[20]
Box office[edit]
India[edit]
Prem Ratan Dhan Payo collected ₹40.35 crore (US$6.2 million) net on its opening day and became highest opener of the year by beating the record previously held by Bajrangi Bhaijaan.It is also the second film in Hindi cinema to gross over ₹40 crore (US$6.1 million) in a single day after Happy New Year.[21] The gross collections of the film was ₹55.03 crore (US$8.4 million) on the first day, which is highest in India.[22] On its second day the film saw a 25% drop in its business as it collected ₹31.05 crore (US$4.8 million) nett which is the highest non-holiday second day ever .[23] The film collected ₹30.07 crore (US$4.6 million) nett on its third day which is also the highest non-holiday third day ever to take its three-day total to ₹101.47 crore (US$16 million) nett. The film becomes fourth Hindi movie to gross more than ₹100 crore (US$15 million) in flat three days.[24] On its fourth day the film collected ₹28.30 crore (US$4.3 million) nett to take its extended opening weekend total to ₹129.77 crore (US$20 million) nett which is the highest four-day total for a Hindi movie beating the previous records of Bajrangi Bhaijaan and Dhoom 3.[25] The film drops on its fifth day as it collected ₹13.62 crore (US$2.1 million) nett.[26] On its sixth day the film collected ₹12.04 crore (US$1.8 million) nett to take its six-day total to ₹155.43 crore (US$24 million) and becomes second highest grosser of the year by beating the lifetime collection of Tanu Weds Manu Returns.[27] The film collected ₹10.02 crore (US$1.5 million) on its seventh day to take its seven-day total to ₹165.45 crore (US$25 million) nett and beat the first week records of Kick and Chennai Express.[28] The film collected ₹172.82 crore (US$26 million) nett in its extended first week which is the fourth highest first week collection of all time.[29] The film grossed ₹58.67 crore (US$9.0 million) in Mumbai circuit alone from its first week and become second highest first week grosser in that circuit after PK.[30]
The film collected ₹5.50 crore (US$840,000), ₹6.70 crore (US$1.0 million) nett on its second Friday and Saturday respectively. On its second Sunday the film collected ₹8.20 crore (US$1.3 million) nett to take its total to ₹193.22 crore (US$30 million) nett after second weekend.[31] The film collected a total of ₹201.52 crore (US$31 million) on its second Wednesday and thus becomes only second movie of the year to collect over ₹200 crore (US$31 million) nett after Bajrangi Bhaijaan another Salman Khan starer.[32] With this total the film made 100% profit for the producers.[33] The film grossed ₹30.71 crore (US$4.7 million) in its second week to take its two-weeks total to ₹203.53 crore (US$31 million) and beats the lifetime collection of Happy New Year.[34]
The film collected ₹3.10 crore (US$470,000) nett in its third weekend to take its total to ₹206.63 crore (US$32 million) nett.[35]
Overseas[edit]
The film grossed $1.6 million(10.62 crores) on its opening day at overseas.[36] The two days total of the film was $3.87 million(25.58 crores).[37] The film grossed $8.9 million(59 crores) in its first four days from International Markets.[38] After its second weekend the film grossed $13.04 million(86.57 crores) at International Markets.[39] It has beaten the lifetime international business record of "Baahubali: The Beginning" in 11 days.[40]"Prem Ratan Dhan Payo" has managed to retain maximum number of cinema halls that it was holding in its opening week, but its business has dropped by over 75% in the key international markets.
In its second weekend, "Prem Ratan Dhan Payo" has grossed $438,662 from 283 screens in the US, US$163,382 from 24 screens in Canada, £2,16,899 from 103 screens in the UK, A$1,18,146 from 30 screens in Australia, NZ$99,180 from 27 screens in New Zealand, MYR29,788 from 16 screens in Malaysia and €3,650 from 21 in Germany."Prem Ratan Dhan Payo" has collected a total of $13.04 million (Rs 86.57 crore) at the overseas box office in 11 days.[40] The film grossed $14.10 million(94 crores) after its third weekend.[41]
Music[edit]
Prem Ratan Dhan Payo
Soundtrack album by Himesh Reshammiya
Released
10 October 2015 (2015-10-10)
Recorded
HR Musik Studio
Genre
Feature film soundtrack
Length
39:12 (Audio Jukebox)[42]
Language
Hindi
Label
T-Series
Himesh Reshammiya chronology
All Is Well
(2015)All Is Well2015 Prem Ratan Dhan Payo
(2015) Sanam Teri Kasam
(2016)Sanam Teri Kasam2016
Singles from Prem Ratan Dhan Payo
"Prem Leela"
Released: 7 October 2015[43]
Personnel[edit]
Suhas Parab – producer[44][45]
Subhash Parab – producer
Priyesh Vakil – producer
Vivek Verma – producer
Salman Shaikh – engineer
Sakar Apte – engineer
Anudutt Shamain – engineer
Salman Shaikh – mastering
Vivek Verma – Guitar
The music rights of the film were sold to T-Series for a record amount of ₹17 crore (US$2.6 million) satellite rights were sold to star network for ₹50 crore (US$7.7 million), making it the most expensive music rights deal in the Bollywood film industry at the time.[46] The full music album of Prem Ratan Dhan Payo was released on 10 October 2015.[47]
Sanjoy Chowdhury composed the original background score, while Reshammiya was credited for the themes based on his songs.
All lyrics written by Irshad Kamil; all music composed by Himesh Reshammiya.
No.
Title
Singer(s)
Length
1. "Prem Leela" Aman Trikha, Vineet Singh 03:41
2. "Prem Ratan Dhan Payo" Palak Muchhal 05:19
3. "Jalte Diye" Anweshaa, Harshdeep Kaur, Vineet Singh, Shabab Sabri 05:36
4. "Aaj Unse Milna Hai" Shaan 04:03
5. "Jab Tum Chaho" Palak Muchhal, Mohammed Irfan, Darshan Raval (Playback Singer) 05:07
6. "Halo Re" Aman Trikha 03:18
7. "Tod Tadaiyya" Neeraj Shridhar, Neeti Mohan 04:24
8. "Bachpan Kahan?" Himesh Reshammiya 04:02
9. "Murli Ki Taanon Si" Shaan 01:29
10. "Aaj Unse Kehna Hai" Aishwarya Majumdar, Palak Muchhal, Shaan 02:08
Total length: 39:31
Critical response[edit]
Critic Aelina Kapoor of Rediff.com gave the album 3.5 stars out of 5, saying that "the music of 'Prem Ratan Dhan Payo' is well done, has a strong traditional flavour, have a paarivaarik feel and is exactly what the filmmaker ordered."[48] Joginder Tuteja of Bollywood Hungama gave the album a score 4.5 out of 5 and stated that Himesh Reshammiya has delivered his "best ever in his musical career" and "the soundtrack exceeds the massive expectations one had from it." He described the album as brilliant, and praised the lyrics by Irshad Kamil.[49]
Kasmin Fernandes of The Times of India gave the album 4/5 and complimented that "music of the film is pleasant and is reminiscent of jubilant songs from the 1990s." She however, adored the lyrics by Irshad Kamil.[50] Critic R. M. Vijayakar in his review for India-West assigned a score of 3.5 out of 5 to the soundtrack. He summarised that "the score deserves "hosannas" for its courage and conviction in delivering deep and rich Indian melody, good poetry and thematic veracity against today's depraved trends." He also pointed that the album is a pure one, without any "crass words, western beats, rap, and multiple music makers!"[51]
In his critical review for The New Indian Express, Vipin Nair awards the album a score of 6.5 out of 10. He stated that the album might "be a hit with the people who love 90s Bollywood melodies." However, he also pointed that it is a bit dated.[52] Surabhi Redkar for Koimoi.com assigned the album a low rating of 2 stars out of 5 stating the soundtrack "may be better with visuals."[53]
Awards[edit]
BIG Star Entertainment Awards[54]
Year
Category
Nomineee
Result
2015 Most Entertaining Actor of the Year Salman Khan Won
Most Entertaining Actor – Female in a Romantic role Sonam Kapoor Won
Most Entertaining Film Of The Year Rajshri Production Won
Most Entertaining Music Himesh Reshammiya Won
Most Entertaining Song (Prem Ratan Dhan Payo) Himesh Reshammiya Nominated
Most Entertaining Singer (Female) Palak Mucchal (Prem Ratan Dhan Payo) Won
Best Choreography (Prem Ratan Dhan Payo) Radhika Rao/Vinay Sapru Nominated
Stardust Awards
Year
Category
Nomineee
Result
2016 Best Music Director Himesh Reshammiya Nominated
Best Singer Female Palak Muchhal (Prem Ratan Dhan Payo) Won
Star Guild Awards
Year
Category
Nomineee
Result
2016 Best Singer Female Palak Muchhal (Prem Ratan Dhan Payo) Won
Filmfare Awards
Year
Category
Nomineee
Result
2016 Best Singer Female Palak Muchhal (Prem Ratan Dhan Payo) Nominated
Zee Cine Awards
Year
Category
Nomineee
Result
2016 Best Song Of The Year Himesh Reshammiya (Prem Ratan Dhan Payo) Won
Game[edit]
An official game titled "Prem Game", based on this film has been released by Hungama Digital Services, for Android mobile phone users.[55]
See also[edit]
Bollywood 100 Crore Club
List of highest-grossing Indian films
References[edit]
Jump up ^ Nayandeep Rakshit (24 October 2015). "Prem Ratan Dhan Payo = The Prisoner of Zenda?". Daily News and Analysis.
Jump up ^ "Prem Ratan Dhan Payo: Lesser known facts". The Times of India. October 2015.
Jump up ^ "PREM RATAN DHAN PAYO (12A)". British Board of Film Classification. 6 November 2015. Retrieved 10 November 2015.
Jump up ^ "Highest Budget Movies All Time". Box Office India. Archived from the original on 25 November 2015.
^ Jump up to: a b "Worldwide box office collection". International Business Times.
Jump up ^ Sooraj Barjatya And Salman Khan's Next Finally Has A Name – Prem Ratan Dhan Payo. Indiatimes.com (13 March 2014). Retrieved on 31 July 2015.
Jump up ^ "PREM RATAN DHAN PAYO Movie Review: PREM RATAN DHAN PAYO is like a well wrapped sweet box with cheap halwa inside". Glamsham. Retrieved 12 November 2015.
Jump up ^ "Salman Khan's 'Prem Ratan Dhan Payo' to release in Pakistan". The Indian Express. Retrieved 5 November 2015.
Jump up ^ "Food to lingo, India goes on a K-trip - Times of India".
Jump up ^ "Prem Ratan Dhan Payo = The Prisoner of Zenda? - Latest News & Updates at Daily News & Analysis". 24 October 2015.
Jump up ^ Prema Leela – Official Trailer (Telugu) – Salman Khan & Sonam Kapoor – Sooraj Barjatya – Diwali 2015. YouTube. 23 October 2015.
Jump up ^ Meymarandhen Paaraayo Official Trailer – Salman Khan & Sonam Kapoor – Sooraj Barjatya – Diwali 2015. YouTube. 23 October 2015.
Jump up ^ Adarsh, Taran (12 November 2015). "Prem Ratan Dhan Payo". bollywoodhungama. Retrieved 13 November 2015.
Jump up ^ "'Prem Ratan Dhan Payo' Review". timesofindia. 12 November 2015. Retrieved 14 November 2015.
Jump up ^ "'Prem Ratan Dhan Payo' review: Salman is real 'ratan' in this tradition-soaked romance". Sify. 12 November 2015. Retrieved 14 November 2015.
Jump up ^ "'Prem Ratan Dhan Payo' review: Salman Khan is the sole draw of this film". ibnlive. 12 November 2015. Retrieved 14 November 2015.
Jump up ^ Gupta, Shubhra (13 November 2015). "'Prem Ratan Dhan Payo' review: Nothing is a fit in this Salman Khan, Sonam Kapoor film". Indian Express. Retrieved 13 November 2015.
Jump up ^ Vats, Rohit (13 November 2015). "Prem Ratan Dhan Payo review: Family saga Rajshri style". Hindustan Times. Retrieved 13 November 2015.
Jump up ^ Vetticad, Anna (13 November 2015). "Prem Ratan Dhan Payo review:Double dose of Salman adds nothing to this regressive, low-IQ Rajshri film". firstpost. Retrieved 13 November 2015.
Jump up ^ "Review: Prem works. Rest is just rah-rah!". Rediff. 12 November 2015. Retrieved 14 November 2015.
Jump up ^ "Salman Khan Beats Himself, Prem Ratan Dhan Payo Becomes The Highest Opener Of The Year! - Koimoi". 13 November 2015.
Jump up ^ "Top Openings India - All Films All Languages".
Jump up ^ "KoiMoi – Prem Ratan Dhan Payo Does A Massive Business On Day 2 – Headed For 100 Cr Today!". koimoi.com.
Jump up ^ "KoiMoi – PRDP 4th Fastest Entrant Into 100 Cr Club Post HNY, Dhoom 3 & Bajrangi Bhaijaan". koimoi.com.
Jump up ^ "KoiMoi – Salman's PRDP Breaks 4 Day Record Of Bajrangi Bhaijaan, Aamir's Dhoom 3, PK & Shah Rukh's HNY". koimoi.com.
Jump up ^ "'Prem Ratan Dhan Payo' 5-day box office collection: Gross income crosses Rs 200 crore mark at domestic BO". International Business Times, India Edition. 17 November 2015.
Jump up ^ "'Prem Ratan Dhan Payo' 6-day box office collection: Salman's film beats 'Tanu Weds Manu Returns' lifetime earnings record". International Business Times, India Edition. 18 November 2015.
Jump up ^ "KoiMoi – Box Office – Prem Ratan Dhan Payo Crosses Week One Of Kick & Chennai Express". koimoi.com.
Jump up ^ "'Prem Ratan Dhan Payo' 8-day box office collection: 'PRDP' records 4th best first week; becomes 12th highest grosser". International Business Times, India Edition. 20 November 2015.
Jump up ^ "Top First Week Mumbai Grossers - PRDP Second - Box Office India". www.boxofficeindia.com.
Jump up ^ "'Prem Ratan Dhan Payo' 2nd weekend box office collection: 'PRDP' fails to beat 'Bajrangi Bhaijaan' record". International Business Times, India Edition. 23 November 2015.
Jump up ^ "Prem Ratan Dhan Payo (PRDP) box office collection crosses Rs 200-cr mark in India in 14 days". International Business Times, India Edition. 26 November 2015.
Jump up ^ "KoiMoi – Prem Ratan Dhan Payo Makes 100% Profit At India Box Office". koimoi.com.
Jump up ^ "'Prem Ratan Dhan Payo' 15 box office collection: 'PRDP' beats 'Happy New Year' 2-week record". International Business Times, India Edition. 27 November 2015.
Jump up ^ "Prem Ratan Dhan Payo : 3rd Weekend Box Office Collections - Koimoi". 30 November 2015.
Jump up ^ "KoiMoi – Prem Ratan Dhan Payo : Day 1 Overseas Box Office Collections". koimoi.com.
Jump up ^ "KoiMoi – Prem Ratan Dhan Payo Overseas Box Office Collections". koimoi.com.
Jump up ^ "KoiMoi – 'Prem Ratan Dhan Payo' Inches Closer To The 60 Crore Mark In Overseas Circuits". koimoi.com.
Jump up ^ "'Prem Ratan Dhan Payo' overseas box office collection: 'PRDP' beats 'Baahubali' lifetime record". International Business Times, India Edition. 24 November 2015.
^ Jump up to: a b "'Prem Ratan Dhan Payo' overseas box office collection: 'PRDP' beats 'Baahubali' lifetime record". International Business Times, India Edition. 24 November 2015.
Jump up ^ "PRDP Races Ahead Of Jab Tak Hain Jaan In Koimoi Overseas Box Office Top 10 - Koimoi". 30 November 2015.
Jump up ^ "Prem Ratan Dhan Payo Full Audio Songs JUKEBOX | Salman Khan, Sonam Kapoor | T-Series". T-Series. 10 October 2015. Retrieved 8 February 2017 – via YouTube.
Jump up ^ "Out Now : Prem Ratan Dhan Payo's New Song, Prem Leela". Koimoi.com. Retrieved 7 October 2015.
Jump up ^ https://www.youtube.com/watch?v=kOfUfc4fROs
Jump up ^ https://www.youtube.com/watch?v=SfEk5W3zH98
Jump up ^ "KoiMoi – Prem Ratan Dhan Payo Creates A Record; Cracks The Biggest Music Deal!". koimoi.com.
Jump up ^ "Prem Ratan Dhan Payo (Original Motion Picture Soundtrack)". Himesh Reshammiya. 19 October 2015. Retrieved 8 February 2017 – via iTunes.
Jump up ^ "Review: Prem Ratan Dhan Payo has good music". Rediff. 24 October 2015.
Jump up ^ Bollywood Hungama (12 October 2015). "Prem Ratan Dhan Payo". bollywoodhungama.com.
Jump up ^ "Music Review: Prem Ratan Dhan Payo". The Times of India.
Jump up ^ "'Prem Ratan Dhan Payo' Music Review: Passionate Creations with Rich Melodies". India West.
Jump up ^ "Prem Ratan Dhan Payo is lively though a tad dated". The New Indian Express.
Jump up ^ "Prem Ratan Dhan Payo Music Review". Koimoi.
Jump up ^ "News18.com: CNN-News18 Breaking News, Latest News India, Current News Headlines". News18.
Jump up ^ Services, Hungama Digital (12 November 2015). "Prem Game: PRDP Game" – via Google Play.
External links[edit]
Prem Ratan Dhan Payo on IMDb
Prem Ratan Dhan Payo at Bollywood Hungama
Prem Ratan Dhan Payo at Box Office Mojo
Prem Ratan Dhan Payo at Rotten Tomatoes
[show]
v
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Maine Pyar Kiya (1989)
Hum Aapke Hain Koun..! (1994)
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Vivah (2006)
Prem Ratan Dhan Payo (2015)
[show]
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Books
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Horse and buggy
From Wikipedia, the free encyclopedia
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A horse and buggy, c. 1910, Oklahoma
Horse and buggy, Naqsh-i Jahan Square, Isfahan, Iran
Harness racing buggy, c. 1910, Connecticut
A horse and buggy (in American English) or horse and carriage (in British English and American English) refers to a light, simple, two-person carriage of the late 18th, 19th and early 20th centuries, drawn usually by one or sometimes by two horses. Also called a roadster or a trap, it was made with two wheels in England and the United States, and with four wheels in the United States as well. It had a folding or falling top.
Contents
[hide]
1 History
2 Today
3 Gallery
4 Literature
5 See also
6 References
History[edit]
A Concorde buggy, first made in Concord, New Hampshire, had a body with low sides and side-spring suspension. A buggy having two seats was a double buggy. A buggy called a stanhope typically had a high seat and closed back.
The bodies of buggies were sometimes suspended on a pair of longitudinal elastic wooden bars called sidebars. A buggy whip had a small, usually tasseled tip called a snapper.
In countries such as the United States, the United Kingdom, and Canada, it was a primary mode of short-distance personal transportation, especially between 1815 and 1915. At that time, horseback riding in towns and rural areas was less common and required more specific skills than driving a buggy. Horsemanship tended to be an aristocratic skill of larger American and British landowners, North American western pioneers, the military and scouts. Buggies required at least crudely graded main roadways, where horses could go almost anywhere. The growing use of buggies for local travel expanded, along with stage lines and railroads for longer trips. In cities and towns, horse-drawn railed vehicles gave carriage to poor workers and the lower middle class. The upper middle class used buggies, as did farmers, while the rich had the more elegant 4-wheel carriages for local use. In the late 19th century, bicycles became another factor in urban personal transport.
Until mass production of the automobile brought its price within the reach of the working class, horse-drawn conveyances were the most common means of local transport in towns and nearby countryside. Buggies cost around $25 to $50, and could easily be hitched and driven by untrained men, women, or children. In the United States, hundreds of small companies produced buggies, and their wide use helped to encourage the grading and graveling of main rural roads and actual paving in towns. This provided all-weather passage within and between larger towns.
By the early 1910s, the number of automobiles had surpassed the number of buggies, but their use continued well into the 1920s in out of the way places.
During the 1930s, unemployment due to the Great Depression and high gasoline prices meant many car owners in the U.S. and Canada could no longer afford to drive. The Bennett buggy (in Canada) – or Hoover wagon (in the U.S.) – was an automobile converted to be pulled by horses.
Today[edit]
Horse and carriage in front of the Austrian Parliament, Vienna
In the 21st century, the buggy is still used as normal, everyday means of transportation by Anabaptists like the Amish, parts of the Old Order Mennonites, people of Latvia, parts of the Old Order River Brethren and parts of the German-speaking "Russian" Mennonites in Latin America but also by the Old Order German Baptist Brethren and Old Brethren German Baptists (both are conservative Schwarzenau Brethren).[1] A triangular warning sign with red border and yellow background is often attached to the rear of the buggy.
Commercial horse-and-buggy rides mainly for tourists are conducted in several places, for example in New York City's Central Park area,[2] in Vienna,[3] Brussels[4] and other European and North American sites.
Today, the term "horse and buggy" is often used in reference to the era before the advent of the automobile and other socially revolutionizing major inventions. By extension, it has come to mean clinging to outworn attitudes or ideas, and hopelessly outmoded, old-fashioned, non-modern, or obsolete.
Gallery[edit]
Typical buggy of the Holmes County Amish in Ohio
Square gray topped buggy of the Amish in Lancaster County, Pennsylvania
Yellow topped buggy of the Byler Amish in Belleville, Pennsylvania
White topped buggy of the Nebraska Amish of Pennsylvania and Ohio
Old Order Mennonite buggy in Oxford County, Ontario
Buggy of the Virginia Old Order Mennonites
Open buggy, typical for the Swiss Amish
Open buggy of the Amish in Lancaster County, Pennsylvania
Amish buggies of Berlin, Ohio
Literature[edit]
Stephen Scott: Plain Buggies: Amish, Mennonite, And Brethren Horse-Drawn Transportation, Intercourse, PA 1998.
See also[edit]
Buckeye Manufacturing Company
"A Double Buggy at Lahey Creek", short story by Henry Lawson
Driving (horse)
Equestrian use of roadways
Horse harness
Types of carriages
References[edit]
Wikisource has the text of the 1911 Encyclopædia Britannica article Buggy.
Jump up ^ Picture of the Amish buggy-Amish horse-drawn wagon, black horse buggy, spring, cab or market wagon Amish.net
Jump up ^ Horse-Drawn Carriages
Jump up ^ Through Vienna in a horse-drawn carriage at wien.info
Jump up ^ Horse-drawn carriage tours in Brussels at brusselslife.be
Retrieved from "https://en.wikipedia.org/w/index.php?title=Horse_and_buggy&oldid=835249485"
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