Carolina, the accountant for Duke Manufacturing, tells Jacob, who works in customer service for Duke, that their company's customer satisfaction rating predicts sales revenue in dollars. Carolina's comment indicates that the customer satisfaction rating is a lagging indicator O both a leading and a lagging indicator O a leading indicator a nonfinancial metric
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- USA Airlines uses the following performance measures. Classify the performance measures belowinto the most likely balanced scorecard perspective it relates to. Label your answers using C (customer),P (internal process), I (innovation and growth), or F (financial). Accidents or safety incidents per mile flownBeagle Clothiers uses a weighted score for the evaluation andselection of its suppliers of trendy fashion garments. Each sup-plier is rated on a 10-point scale (10 = highest) for four differentcriteria: price, quality, delivery, and flexibility (to accommodatechanges in quantity and timing). Because of the volatility ofthe business in which Beagle operates, flexibility is given twicethe weight of each of the other three criteria, which are equallyweighted. The table below shows the scores for three potentialsuppliers for the four performance criteria. Based on the highestweighted score, which supplier should be selected?USA Airlines uses the following performance measures. Classify the performance measures belowinto the most likely balanced scorecard perspective it relates to. Label your answers using C (customer),P (internal process), I (innovation and growth), or F (financial). Flight attendant training sessions attended
- Measure Maps Silver Lining Inc. has a balanced score card with a strategy map that shows that delivery time and the number of erroneous shippments are expected to affect the company's ability to satisfy the customer. Further, the strategy map for the balanced score scare shows that the hours from ordered to dekivered affects the online customer satisfaction rating. The following information is also available: The company's target hours from ordered to delivered is 30 . Every hour over the ordered-to-delivered target results in a 0.5% decrease in the percentage of customers who shop again. The company's target number of erroneous shipments per year is no more than 55 Every error over the erroneous shipments target results in a 0.5 point decrease in the online customer satisfaction rating and an added future finanical loss of $600. The company estimates that for every 1% decrease in the percentage of customers who stop again, future profit decreases by $3,000 and market share decrease…72 Inc. has developed a balanced scorecard with the following performance metrics: Total sales Employee turnover Market share Number of shipping errors Median training hours per employee Number of new customers Relative to the metric customer satisfaction ratings, which of these performance metrics are leading indicators and which are lagging indicators?USA Airlines uses the following performance measures. Classify the performance measures belowinto the most likely balanced scorecard perspective it relates to. Label your answers using C (customer),P (internal process), I (innovation and growth), or F (financial). Time airplane is on ground between flights
- Measure Maps Silver Lining Inc. has a balanced scorecard with a strategy map that shows that delivery time and the number of erroneous shipments are expected to affect the company’s ability to satisfy the customer. Further, the strategy map for the balanced scorecard shows that the hours from ordered to delivered affects the percentage of customers who shop again, and the number of erroneous shipments affects the online customer satisfaction rating. The following information is also available: The company’s target hours from ordered to delivered is 30. Every hour over the ordered-to-delivered target results in a 0.5% decrease in the percentage of customers who shop again. The company’s target number of erroneous shipments per year is no more than 55. Every error over the erroneous shipments target results in a 0.5 point decrease in the online customer satisfaction rating and an added future financial loss of $600. The company estimates that for every 1% decrease in the percentage of…Leading and lagging indicators 72 Inc. has developed a balanced scorecard with the following performance metrics: Relative to the metric “customer satisfaction ratings,” which of these performance metrics are leading indicators and which are lagging indicators? Total sales Employee turnover Market share Number of shipping errors Median training hours per employee Number of new customersMeasure Maps Silver Lining Inc. has a balanced scorecard with a strategy map that shows that delivery time and the number of erroneous shipments are expected to affect the company’s ability to satisfy the customer. Further, the strategy map for the balanced scorecard shows that the hours from ordered to delivered affects the percentage of customers who shop again, and the number of erroneous shipments affects the online customer satisfaction rating. The following information is also available: The company’s target hours from ordered to delivered is 20. Every hour over the ordered-to-delivered target results in a 0.5% decrease in the percentage of customers who shop again. The company’s target number of erroneous shipments per year is no more than 55. Every error over the erroneous shipments target results in a 0.5 point decrease in the online customer satisfaction rating and an added future financial loss of $800. The company estimates that for every 1% decrease in the percentage of…
- Describing the balanced scorecard and identifying key performance indicators for each perspective Consider the following key performance indicators, and classify each according to the balanced scorecard perspective it addresses. Choose from financial perspective, customer perspective, internal business perspective, or learning and growth perspective. a. Number of employee suggestions implemented b. Revenue growth c. Number of on-time deliveries d. Percentage of sales force with access to real-time inventory levels e. Customer satisfaction ratings f. Number of defects found during manufacturing g. Number of warranty claims h. Return on investment i. Variable cost per unit j. Percentage of market share k. Number of hours of employee training l. Number of new products developed m. Yield rate (number of units produced per hour) n. Average repair time o. Employee satisfaction p. Number of repeat customersThe Midwest Consulting Group (MCG) helps companies build balanced scorecards. As part of itsmarketing efforts, MCG conducts an annual balanced scorecard workshop for prospective clients. AsMCG’s newest employee, your boss has asked you to participate in this year’s workshop by explainingto attendees how a company’s strategy determines the measures that are appropriate for its balancedscorecard. Your boss has provided you with the excerpts below from the annual reports of two currentMCG clients. She has asked you to use these excerpts in your portion of the workshop.Excerpt from Applied Pharmaceuticals’ annual report:The keys to our business are consistent and timely new product introductions and manufacturingprocess integrity. The new product introduction side of the equation is a function of research andd evelopment (R&D) yield (e.g., the number of marketable drug compounds created relative to thetotal number of potential compounds pursued). We seek to optimize our R&D yield…Classify the performance measures below into the most likely balanced scorecard perspective itrelates to. Label your answers using C (customer), P (internal process), I (innovation and growth), or F(financial). Number of days of employee absencesClassify the performance measures below into the most likely balanced scorecard perspective itrelates to. Label your answers using C (customer), P (internal process), I (innovation and growth), or F(financial). Number of days of employee absences