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Examples

The Balanced Scorecard (BSC) is a modern management tool which enables to monitor financial and operational aspects of company performance. This mean that, measures such as customer satisfaction, effectiveness of business processes and overall quality create a complete picture of how the company is likely to perform in the future. 

The Balanced Scorecard is based on analysing the company performance from four different perspectives. These are: innovation and knowledge; business processes; customer perspectives and the financial perspective.

Below we give some practical and simple examples of measures for each area.

FINANCIAL

Classic approach to monitor company’s financial performance is to measure Gross Profit Margin (GPM%) or Earnings Before Interest and Taxes (EBIT). Depending on the business model it is also prudent to measure ROI (Return on Investment) or ROCE (Return on Capital Employed).

However, if for example company strategy calls for increased market share, we should also include measures which monitor Sales Growth or business from new customers to capture this data. 

Key element for company’s stable growth is healthy cash flow. This can be measured through Cash Conversion Cycle (CCC) or at the minimum Debtor Days.

Measures such as NSV (Net Sales Value) or ROS (Return on Sales) are also very often included to complete financial perspective.

CUSTOMER

Fulfilling customer needs is at the forefront of every company strategy. Monitoring performance in this area is therefore a key to ensuring company success. KPIs which monitor order completion, level of returns and complaints as well as customer retention are the obvious choice for this perspective.

One of the most effective ways to monitor customer satisfaction is to measure DIFOT (Delivery In-Full On-Time). This could be further enhanced by adding Error-Free element. 

Most companies communicate with customers through telephone. Metrics which reflect Average Time to Answer or Ratio of Call Answered within specific time limit can provide a very clear picture how customer needs are met.

Monitoring level of new customers or sales of new products could be indirect method to assess how company is perceived by its customers and market as a whole. Metrics reflecting visits to the web site are also good way of monitoring company perception by the customers.

OPERATIONS

In order to deliver products and services to customers efficiently, company has to monitor many aspects of its operations.

Almost every internal process can be assessed in terms of quality of output, availability and effectiveness of delivery. Each of these factors on their own is very useful representation of the process, combining them into one gives a powerful and robust measure. In production environment OEE (Overall Equipment Effectiveness) is just example of such approach. Another frequently used KPI relate to number of elements per man-hour, unit cost or average unit production time.

Maintenance and IT Help Desk departments often use MTBF (Mean Time Between Failures) and MTTR (Mean Time To Repair) as a representation of their delivered service levels.

Supply Chain & Logistics are another examples where monitoring of internal and external processes can have substantial impact on company overall performance. KPIs relating to product availability, costs of delivery or inventory turnover are typical examples. Metrics relating to supplier performance DIFOT (Delivery On-Time In-Full) can have substantial impact on operational effectiveness.

Customer Services departments often consist of call centre type operation. This calls for metrics which reflect such challenges: Average Time to Answer (ATA), CAR% (Call Answer Ratio) or  FTRR (First Time Resolution Rate) are prime examples. 

KNOWLEDGE & INNOVATION

This perspective combines aspects relating to company resources such as knowledge, procedures, human capital, product development as well as ‘Company Culture’ which have significant impact on overall company performance. 

Metrics reflecting, staff turnover, hours and costs of training or time needed to fill the vacancy are the simplest to implement. 

Monitoring level and value of raised and implemented process improvements is another way of measuring intangible assets of human capital within company as well as its potential.

New product development and time taken from idea to launch can be an effective way of measuring agility of the company and its future potential.

Virtual Analyst enables implementation of any KPI within every organisational unit to support delivery of company strategy, its objectives and goals. Each module provides with clear and comprehensive view of the current performance levels helping to focus on areas which need immediate attention.

BSC module through its drill-down capability helps to quickly locate areas of under or over achievement and focus recourses where they are most needed.

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