Balance Score Card Perspectives

709 Words3 Pages
Balanced Scorecard Perspectives 1. Internal Business Process Strategic Objectives | Performance Measures | Improve manufacturing quality | Percentage of defective product units | On-time delivery by suppliers | Percentage of on-time deliveries by suppliers | Minimize invoice error rate | Percentage of error-free invoices | Introduce new products | Product cost per unit | Increase proprietary products | Number of patents | 2. Customer Strategic Objectives | Performance Measures | Acquire new customers | Number of new customers | Retain customers | Percentage of customers retained | Develop profitable customers | Customer profitability | | | | | | | 3. Learning and Growth Strategic Objectives | Performance Measures | Increase information system capabilities | Percentage of processes with real-time feedback | Enhance employee skills | Average job-related training hours per employee | | | | | | | 4. Financial Strategic Objectives | Performance Measures | Increase in shareholder value | Earnings per share | Increase profit generated by each salesperson | Profit per sales person | | | | | | | a. No. Although Lee’s actual performance exceeded his target performance in terms of the objectives from the ‘internal business process’ perspective and ‘learning and growth’ perspective, these improvements, mostly internal, did not lead to his target profitability based on the balanced scorecard provided in the question. b. The balanced scorecard used market-share to measure Lee’s objective from customer perspective. Although market share is one of the critical measures for this matter but not the only one. I do not think it gives enough and all-around information in order to evaluate the company’s improvements of its performance related to customers. Customer profitability is one
Open Document