Balanced Score Cards
| Strategic Objective | Lag Indicator (KPI) | Lead Indicator (CSF) | Target | Progress | |
|---|---|---|---|---|---|
| Financial | |||||
| Revenue growth | Revenue Increase | Number of bookings, revenue per booking | 20% | ||
| Increase Cashflow (TODO, find right word) | Median cash reserve (persent of total turnover) | Median time between course delivery and payment | 30% | ||
| Increase profit | Profit ratio (profit/revenue) | Revenue, cost, investement | 10% | ||
| Broaden Revenue Mix | Revenue per course category (RPCC) (percentage of total) | Number of categories/outlines | RPCC < 10% | ||
| Customer | |||||
| Expand offering | Number of new courses sold | Number of new course/consultancy categories/outlines - categories/outlines removed | 20 | ||
| Increase enquriy conversion ration | Enquiries converted into bookings | Number of enquries, rejection rate | |||
| Internal | |||||
| Decrease reply time | Median time between an enquiry and the reply | Available time of a Training Coordinator per day, Information about the trainer availability | |||
| Learning | |||||
| Have certification trainers inhouse | Number of trainers working exclusivly for NobleProg to Number of delivered certification programs ratio | Trainers working exclusivly for NobleProg delivering certification courses | 80% | ||
| Increase Training Coordinator Productivity | Courses Organized/Person | Time spent with the system, Time spent with the client | |||
Another Example
Balanced Scorecard
- Measure the progress in implementation of the strategy
Balanced Scorecard Example
| Internal Business Process Metrics | |||||||||
| Internal Objective Type | Measures | Targets | Supporting Initiatives | Q1 | Q2 | Q3 | Q4 | Annual | Analysis |
|---|---|---|---|---|---|---|---|---|---|
| Innovation | Percentage of sales from new products | 5% of revenues will come from new products A and B. | New markets team will drive sales of new products through indirect channel. | 1% | 2% | 4% | 5% | 5% | Target achieved |
| Operations | Product quality | Defects will be reduced from 3 in every 1,000 to 1 in every 1,000 by June. | |||||||
| Post-sales service | Warranty and repair costs | Warranty costs will be reduced by 50% by the end of the year. | |||||||
Keywords
BSC
Pizza Company Example
Financial
Objective name Lagging Indicator Leading Indicator Target Maintain current profit NET PROFIT Pizza sold, unit cost the as year increase by inflation rate
