balance score card
Balance Scorecard
Juan Sanchez-TorresUniversity of Phoenix
MGT/52108-25-2014Dr. Carmen Bonilla-Quiales DBABalanced Scorecard
Aspect of Company Performance Factors to be Considered Organizational Goal Actual Performance Gaps
Financial Quarterly Profit ResultsReturn on Capital Employed $5,000$4,000 $6,000$1,500 The quarterly profit results exceed the projection by $1,000 ($6,000 versus $5,000) in contrast the return on capital was lower by $2,500 ($4,000 versus $1,500).
Customer Customer Satisfaction RateCustomer Recommendation Rate (rate of new business generated by recommendations from existing customers) 95%80% 95%100% The customer satisfaction rate remained the same on 95%, while the customer recommendation rate exceeds by 20% the projection (80% versus 100%).
Internal Processes Duplicate Activities Across Functions (percent of the activities completed that are duplicated in another function)Process Bottlenecks (percent of the process that becomes bottlenecked in an average run cycle) 25%15% 20%15% The duplicate activities across functions decrease to 20% (25% versus 20%), in contrast, the process bottlenecks remain the same on 15%
PeopleInnovationGrowth Assets Employee TurnoverEmployee Job Satisfaction 25%90% 0%50% The employee turnover was lower than expected on 0% (25% versus 0%), on the other hand, the employee job satisfaction was lower by 40% than expected projection (90% versus 50%).
Balance Score
Financial. The quarterly profits exceeded the expectation of the firm by $1,000 ($6,000 versus $5,000) in contrast the return on capital was lower by $2,500 ($4,000 versus $1,500). The return on capital measure the efficiency and profitability of the organization which to need rapid intervention. The managers should reassess the operations and logistics to improve the efficiency of the production line. Also, review the fixed expenses for possible saving on energy and utilities. Because the internal process score improved the fixed and variable costs
Juan Sanchez-TorresUniversity of Phoenix
MGT/52108-25-2014Dr. Carmen Bonilla-Quiales DBABalanced Scorecard
Aspect of Company Performance Factors to be Considered Organizational Goal Actual Performance Gaps
Financial Quarterly Profit ResultsReturn on Capital Employed $5,000$4,000 $6,000$1,500 The quarterly profit results exceed the projection by $1,000 ($6,000 versus $5,000) in contrast the return on capital was lower by $2,500 ($4,000 versus $1,500).
Customer Customer Satisfaction RateCustomer Recommendation Rate (rate of new business generated by recommendations from existing customers) 95%80% 95%100% The customer satisfaction rate remained the same on 95%, while the customer recommendation rate exceeds by 20% the projection (80% versus 100%).
Internal Processes Duplicate Activities Across Functions (percent of the activities completed that are duplicated in another function)Process Bottlenecks (percent of the process that becomes bottlenecked in an average run cycle) 25%15% 20%15% The duplicate activities across functions decrease to 20% (25% versus 20%), in contrast, the process bottlenecks remain the same on 15%
PeopleInnovationGrowth Assets Employee TurnoverEmployee Job Satisfaction 25%90% 0%50% The employee turnover was lower than expected on 0% (25% versus 0%), on the other hand, the employee job satisfaction was lower by 40% than expected projection (90% versus 50%).
Balance Score
Financial. The quarterly profits exceeded the expectation of the firm by $1,000 ($6,000 versus $5,000) in contrast the return on capital was lower by $2,500 ($4,000 versus $1,500). The return on capital measure the efficiency and profitability of the organization which to need rapid intervention. The managers should reassess the operations and logistics to improve the efficiency of the production line. Also, review the fixed expenses for possible saving on energy and utilities. Because the internal process score improved the fixed and variable costs
References: Robbins, S. P., & Coulter, M. (2010). Management (11th ed.). Retrieved from The University of Phoenix eBook Collection database.