Target Performance Performance Actual Objectives Financial Perspective Measures Operating-income changes from productivity Increase shareholder value $2,400,000 $800,000 Operating-income changes from growth $520,000 $250,000 Increase in revenue from new customer acquisition $50,000 $24,000 Customer Perspective Increase customer satisfaction Positive customer survey 70% 65% responses New customers acquired through company sponsored community events Increase customer acquisition 475 350 Internal-Business-Process Perspective Develop innovative services Research and development costs as a percentage of revenue 5% 6% Increase installation efficiency Installation time per customer 5 hours 4.5 hours Increase community involvement Number of new programs with community organizations Number of employees injured in the workplace 12 15 Decrease workplace injuries <3 Learning-and-Growth Perspective Increase employee competence Number of annual training-hours per employee 10 11 Increase leadership skills Number of leadership workshops offered 2 Increase employee safety Percent of employees who have completed safety cetification training awareness 100% 95%
Balanced scorecard, social performance. Comtex Company provides cable and Internet services in the greater Boston area. There are many competitors that provide similar services. Comtex believes that the key to financial success is to offer a quality service at the lowest cost. Comtex currently spends a significant amount of hours on installation and post-installation support. This is one area that the company has targeted for cost reduction. Comtex’s balanced scorecard for 2017 follows in the attatched:
Q.Is there a cause-and-effect linkage between the measures in the internal-business-process perspective and the customer perspective? That is, would you add other measures to the internal-business-process perspective or the customer perspective? Why or why not? Explain briefly.
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