The traditional information system applied by management for the design, implementation and monitoring of the achievement of strategic objectives is based primarily on financial indicators. In the world's most advanced economies, more developed companies include a broader monitoring system which includes not only financial, but also additional indicators that enable a better understanding of the achievement of strategic goals. For this purpose, a modern balanced scorecard model has been developed. BSC combines a financial perspective, a customer perspective, an internal business process perspective and a learning and growth perspective. BSC model enables entrepreneurs to improve business operation and successfully implement the business strategy. Achieving the goals of each of mentioned perspectives depends on the goals of other perspectives. Design of BSC model starts with defining the mission, vision and strategy which includes operation plan, individual tasks and benchmarks for monitoring of the implementation. A strategic management system built on these foundations ensures the long-term sustainability and successful operation of the company. The good features of the BSC model are intelligibility, simplicity and transparency, and this system is increasingly applied in Croatian companies. The paper provides a critical overview of the advantages and limitations of the BSC model, and an analysis of a case study in which the aim is to determine the extent to which the application of a comprehensive strategy contributes to the business success of the Atlantic Group. The analysis established that the application of a balanced model of strategic planning contributes to the business success of Atlantic Group. The monetary value of the company, ie the share price of Atlantic Group on the Zagreb Stock Exchange, can be used as a synthetic performance indicator.