Professional Documents
Culture Documents
PPT 14 -1
10-2
Learning Objective
Understand how to
construct and use a
balanced scorecard.
PPT 14 -2
The Balanced Scorecard
The balanced scorecard translates an
organizations mission and strategy into a
comprehensive set of performance measures.
The balanced scorecard does not focus solely on
achieving financial objectives.
It highlights the nonfinancial objectives that an
organization must achieve in order to meet its
financial objectives.
PPT 14 -3
10-4
Financial Customers
Performance
measures
Internal Learning
business and growth
processes
PPT 14 -4
10-5
Internal Learning
Financial Customer Business &
Process Growth
PPT 14 -6
Financial Perspective
Cost Reduction
Asset Utilization
PPT 14 -7
Summary of Objectives and Measures:
Financial Perspective
Objectives Measures
Revenue Growth:
Increase the number of new products Percentage of revenue from new products
Create new applications Percentage of revenue from new
applications
Develop new customers and markets Percentage of revenue from new sources
Adopt a new pricing strategy Product and customer profitability
Cost Reduction:
Reduce unit product cost Unit product cost
Reduce unit customer cost Unit customer cost
Reduce distribution channel cost Cost per distribution channel
Asset Utilization:
Improve asset utilization Return on investment
Economic value added PPT 14 -8
Summary of Objectives and Measures:
Customer Perspective
Objectives Measures
Core:
Increase market share Market share (percentage of market)
Increase customer retention Percentage growth of business from
existing customers
Percentage of repeating customers
Increase customer acquisition Number of new customers
Increase customer satisfaction Ratings from customer surveys
Increase customer profitability Customer profitability
Performance Value:
Decrease price Price
Decrease postpurchase costs Postpurchase costs
Improve product functionality Ratings from customer surveys
Improve product quality Percentage of returns
Increase delivery reliability On-time delivery percentage
Aging schedule
Improve product image and reputation Ratings from customer surveys PPT 14 -9
Summary of Objectives and Measures:
Process Perspective
Objectives Measures
Innovation:
Increase the number of new products Number of new products vs.
planned
Increase proprietary products Percentage revenue from
proprietary products
Decrease new product development time Time to market (from start to finish)
Operations:
Increase process quality Quality costs
Output yields
Percentage of defective units
Increase process efficiency Unit cost trends
Output/input(s)
Decrease process time Cycle time and velocity
PPT 14 -10
MCE
Summary of Objectives and Measures:
Process Perspective (continued)
Objectives Measures
Postsales Service:
Increase service quality First-pass yields
Increase service efficiency Cost trends
Output/input
Decrease service time Cycle time
PPT 14 -11
Summary of Objectives and Measures:
Learning and Growth Perspective
Objectives Measures
Increase employee capabilities Employee satisfaction ratings
Employee turnover percentages
Employee productivity
(revenue/employee)
Hours of training
Strategic job coverage ratio (percentage
of critical job requirements filled)
Increase motivation and alignment Suggestions per employee
Suggestions implemented per employee
Increase information systems capabilities Percentage of processes with real-
time feedback capabilities
Percentage of customer-facing
employees with on-line access to
PPT 14 -12
customer and product information
Features of a Good
Balanced Scorecard
PPT 14 -13
10-14
PPT 14 -17
Evaluating Strategy
Strategic Analysis of Operating Income 3 parts:
Growth Component measures the change in
operating income attributable solely to the
change in the quantity of output sold between
the current and prior periods
Price-Recovery Component measures the
change in operating income attributable solely
to changes in prices of inputs and outputs
between the current and prior periods
Productivity Component measures the change
in costs attributable to a change in the quantity
of inputs between the current and prior periods
PPT 14 -18
10-19
PPT 14 -20
10-21
Profit
Financial
Contribution per car
Internal
Business Number of Time to
options available install option
Processes
Profit
Profit
Number of Time to
options available install option
Profit Results
Contribution
Contribution per car Increases
Profit Profits
If number Increase
of cars sold Contribution per car Contribution
Increases
and contribution
per car increase, Cars Sold
Number of cars sold Increases
profits
increase. Results
Customer satisfaction
with options
Number of Time to
options available install option
PPT 14 -26