Balanced Scorecard

What is a Balanced
Scorecard?
The Balanced Scorecard (or balance score card) is a strategic
performance measurement model which is developed by
Robert Kaplan and David Norton. Its objective is to translate an
organization’s mission and vision into actual (operational)
actions (strategic planning).

• Set Strategic Goals.

• Define Action Plans.

• Develop KPI and Metrics.

Balanced Scorecard Model

Internal Business
Learning
Financial&Process
Growth
Customer
Process
Mission
To achieve andhow
our vision,
ToTo
achieve
succeed
satisfy ourshareholders
our financially,
vision, how
shouldVision
we sustain our
how
should
&should
we appear
we appear
customers, to our
what to
ability to change and
our customer?
business shareholders?
process must we
improve
excel at?
MISSION
Our mission at Crassula Ovata Solutions Inc. is to provide our
clients quality service with extreme boldness.

VISION

Be one of the leading BPO Company promoting career

advancement and innovative customer service.
Financial Perspective
The financial perspective is important for all shareholders
and other financial backers of an organization. It answers
the question: “How attractive must we appear to our
shareholders and financial backers?”. This is mainly a
quantitative benchmark based on figures from the past.

• Revenue

• Expenses

• ROI

• Net Income
Customer perspective
Each organization serves a specific need in the market. This is done with a
target group in mind, namely its customers. Customers determine the quality,
price, service and the acceptable margins on these products and/or services.
Organizations always try to meet customer expectations that may change at
any time. The existence of alternatives (those of the competitor) has a large
influence on customer expectation. This perspective answers the question:
“How attractive should we appear to our customers?”
• Customer Satisfaction

• Customer Retention
Internal Business Processes
From the perspective of internal processes the question should be asked what internal
processes have actually added value within the organizations and what activities need to be
carried out within these processes. Added value is mainly expressed as the performance
geared towards the customer resulting from an optimal alignment between processes,
activities and decisions. This perspective answers the question: “What must we excel at to
satisfy our customers and shareholders/ financial backers?”

• Inventory

• Quality Control

• Product Lead

Time
Learning and growth
An organization’s learning ability and innovation indicate
whether an organization is capable of continuous
improvement and/or growth in a dynamic environment.
This dynamic environment is subject to change on a daily
basis due to new legislation and regulations, economic
changes or even increasing competition. This perspective
answers the question: “How can we sustain our ability to
achieve our chosen strategy?”.
• Employee Skill
• Employee Training
• Employee Retention
• Satisfaction
Strengths of the Balance Scorecard

• Real and Complete view of business performance.

• Relevant not just for financial stakeholders.

• Encourages long term strategies.

Weakness of the Balance
Scorecard
• Needs to be updated thoroughly on a regular basis to stay relevant.

• Very difficult to balance all perspectives.

• Encourages long term strategies.