9 and 10 7. Why are performance measures so important to the organization?8.ds bam9onoo 916 lordbs9 brs milHow can financial and productivity measures be both good and bad for tracking a firm's performance?9. Using the formula for labor productivity, describe all the ways a firm could increase labor productivity.10. Using table 2.2, list a number of performance measures you might use for a sandwich shop and thenyour university.Bros11.How could a balanced scorecard help improve a firm's performance measurements? Design one for your per- ΣB.altChaptor 2 | Corporate Strategy, Performance, and SustainabilityCSTABLE 2.2 Some Common Operations Performance Measuresnian ei mit odi 2nsso tiewo1g xsbni zidi zAPerformance categoryMeasures• Net profit margin (net income after taxes/net sales)• Current ratio (current assets/current liabilities)• Inventory turnover (cost of goods sold/average inventory value)• Total cost compared to standard or desired cost (purchase, labor, manufacturing,and transportation cost; e.g., purchasing efficiency = actual purchases/purchase goal)FinancialSingle-factor productivity (outputs/labor $; outputs/material $)Multiple-factor productivity (outputs/[labor $ + material $ + energy $])ProductivityNumber of defects per unit, or number of complaints per customer• Cost of poor quality (scrap losses + warranty costs + rework costs + return costs)Average time between product failures mueQuality1020ol amil wolls2mt sdi no (1odsl to tao Product returns per units sold; warranty claimssusDs o onimmsisb ol m Number of work centers/processes using statistical process controles doe) uguoam viivitoubog s209on Number of employees with quality trainingperunits soldNumber of quality awards receivedboucroice o suh o ue broccaPercentage of suppliers with quality certificationsof elovslCustomer service18• Order delivery time accuracy; order quantity accuracy s aid oveworlsyivito• Customer satisfaction scorecpesbet worcu• Number of customer services availableComplaint resolution timeno 15 s olesqmi se1svba ds29 m iviouborg 2v Time needed to change delivery schedules, to change a customer's order t orlNumber of stockouts per periodbordaug isdi boanmob Iedol Completeness of websiteutCSUCsu broAG to po gausnim Inos Isdolg srli ai Jnioq ni suso boog A• Number of "friends" on social websites• Call center capabilitiessuk unu couibsussm bos 1odel 1ot etzobbA wiivitouborq no tongumber of service awards receivednb cosp bcee onvignede seo1 elsnsEthics and sustainabilitygrigoer ylienoilNumber of business ethics and sustainability initiatives adoptedPercentage of purchases from small, minority, or women-owned suppliers1009.1 diiw olie no algo Percentage reduction in greenhouse gas emissions (carbon footprint)Fo ps pereLrieud tsCOU• Number of fair trade products purchased• Percentage of waste recycledg combjexaim sd oels m3 8972m vlivitoubontgoir 29ohn 2svawo Percentage of suppliers that are ISO 14000 certified im enn smo notsidivas bio vilausNumber of ethics/sustainability awards receivedduo 1o boonbongor almost $5 million in profits per hour." These profits were not necessarily the result of something Exx-1 :12

Question

9 and 10 7. Why are performance measures so important to the organization?8.ds bam9onoo 916 lordbs9 brs milHow can financial and productivity measures be both good and bad for tracking a firm's performance?9. Using the formula for labor productivity, describe all the ways a firm could increase labor productivity.10. Using table 2.2, list a number of performance measures you might use for a sandwich shop and thenyour university.Bros11.How could a balanced scorecard help improve a firm's performance measurements? Design one for your per- ΣB.altChaptor 2 | Corporate Strategy, Performance, and SustainabilityCSTABLE 2.2 Some Common Operations Performance Measuresnian ei mit odi 2nsso tiewo1g xsbni zidi zAPerformance categoryMeasures• Net profit margin (net income after taxes/net sales)• Current ratio (current assets/current liabilities)• Inventory turnover (cost of goods sold/average inventory value)• Total cost compared to standard or desired cost (purchase, labor, manufacturing,and transportation cost; e.g., purchasing efficiency = actual purchases/purchase goal)FinancialSingle-factor productivity (outputs/labor $; outputs/material $)Multiple-factor productivity (outputs/[labor $ + material $ + energy $])ProductivityNumber of defects per unit, or number of complaints per customer• Cost of poor quality (scrap losses + warranty costs + rework costs + return costs)Average time between product failures mueQuality1020ol amil wolls2mt sdi no (1odsl to tao Product returns per units sold; warranty claimssusDs o onimmsisb ol m Number of work centers/processes using statistical process controles doe) uguoam viivitoubog s209on Number of employees with quality trainingperunits soldNumber of quality awards receivedboucroice o suh o ue broccaPercentage of suppliers with quality certificationsof elovslCustomer service18• Order delivery time accuracy; order quantity accuracy s aid oveworlsyivito• Customer satisfaction scorecpesbet worcu• Number of customer services availableComplaint resolution timeno 15 s olesqmi se1svba ds29 m iviouborg 2v Time needed to change delivery schedules, to change a customer's order t orlNumber of stockouts per periodbordaug isdi boanmob Iedol Completeness of websiteutCSUCsu broAG to po gausnim Inos Isdolg srli ai Jnioq ni suso boog A• Number of &#34;friends&#34; on social websites• Call center capabilitiessuk unu couibsussm bos 1odel 1ot etzobbA wiivitouborq no tongumber of service awards receivednb cosp bcee onvignede seo1 elsnsEthics and sustainabilitygrigoer ylienoilNumber of business ethics and sustainability initiatives adoptedPercentage of purchases from small, minority, or women-owned suppliers1009.1 diiw olie no algo Percentage reduction in greenhouse gas emissions (carbon footprint)Fo ps pereLrieud tsCOU• Number of fair trade products purchased• Percentage of waste recycledg combjexaim sd oels m3 8972m vlivitoubontgoir 29ohn 2svawo Percentage of suppliers that are ISO 14000 certified im enn smo notsidivas bio vilausNumber of ethics/sustainability awards receivedduo 1o boonbongor almost $5 million in profits per hour.&#34; These profits were not necessarily the result of something Exx-1 :12

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