“…The examination of the measuring corporate performance issues is dedicated to many authors from different points of view: the relationship of the strategy and strategic orientation to the business performance (Morgan & Strong, 2003); the view of a strategic measurement performance system through strategic agenda and decision-making as a result of the process of (re)formulating strategy (Bisbe & Malagueño, 2012); the effect of strategic measurement performance system on the important attributes of the strategy formulating process (Gimbert et al, 2010); the effect of strategic performance measurement system of human resources and corporate results (Bento & White, 2014); the use of the process performance measurement (Tuček et al, 2013); the relations among customer satisfaction, customer loyalty and fi nancial performance of a commercial bank (Belás & Gabčová, 2016); the methodology for prediction and detection of the ways of solving demanding situations in managerial work, with obvious implications in performance of managers and in effi ciency of business performance management (Lajčin, Frankovský, & Štefko, 2012); the model of acquisition activity in fi nancial sector (Korauš et al, 2015); performance management and public corporate governance with regard to relationships with both external (stakeholders) and internal (politicians and management) actors (Romolini et al, 2015). Many other empirical studies realized around the world in recent years have also confi rmed the relationship between strategic planning and business performance (Rudd et al, 2008).…”