COST ACCOUNTING
LATEST Edition
ISBN: 9781323440834
Author: Horngren
Publisher: Pearson Custom Publishing
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Chapter 12, Problem 12.34P
Balanced scorecard. Following is a random-order listing of perspectives, strategic objectives, and performance measures for the balanced scorecard.
- Perspectives
- Internal business process
- Customer
- Learning and growth
- Financial
- Strategic Objectives
- Acquire new customers
- Increase shareholder value
- Retain customers
- Improve manufacturing quality
- Develop profitable customers
- Increase proprietary products
- Increase information-system capabilities
- Enhance employee skills
- On-time delivery by suppliers
- Increase profit generated by each salesperson
- Introduce new products
- Minimize invoice-error rate
- Performance Measures
- Percentage of defective-product units
- Return on assets
- Number of patents
- Employee turnover rate
- Net income
- Customer profitability
- Percentage of processes with real-time feedback
- Return on sales
- Average job-related training-hours per employee
- Return on equity
- Percentage of on-time deliveries by suppliers
- Product cost per unit
- Profit per salesperson
- Percentage of error-free invoices
- Customer cost per unit
- Earnings per share
- Number of new customers
- Percentage of customers retained
For each perspective, select those strategic objectives from the list that best relate to it. For each strategic objective, select the most appropriate performance measure(s) from the list.
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Chapter 12 Solutions
COST ACCOUNTING
Ch. 12 - Define strategy.Ch. 12 - Describe the five key forces to consider when...Ch. 12 - Prob. 12.3QCh. 12 - What is a customer preference map, and why is it...Ch. 12 - Prob. 12.5QCh. 12 - What are four key perspectives in the balanced...Ch. 12 - What are the five types of conditions to consider...Ch. 12 - Describe three features of a good balanced...Ch. 12 - What are three important pitfalls to avoid when...Ch. 12 - Describe three key components in doing a strategic...
Ch. 12 - Why might an analyst incorporate the...Ch. 12 - How does an engineered cost differ from a...Ch. 12 - What is downsizing?Ch. 12 - What is a partial-productivity measure?Ch. 12 - Prob. 12.15QCh. 12 - Prob. 12.16ECh. 12 - Prob. 12.17ECh. 12 - Prob. 12.18ECh. 12 - Prob. 12.19ECh. 12 - Prob. 12.20ECh. 12 - Prob. 12.21ECh. 12 - Prob. 12.22ECh. 12 - Prob. 12.23ECh. 12 - Prob. 12.24ECh. 12 - Prob. 12.25ECh. 12 - Prob. 12.26ECh. 12 - Prob. 12.27ECh. 12 - Prob. 12.28ECh. 12 - Prob. 12.29ECh. 12 - Balanced scorecard and strategy. Scott Company...Ch. 12 - Prob. 12.31PCh. 12 - Prob. 12.32PCh. 12 - Prob. 12.33PCh. 12 - Balanced scorecard. Following is a random-order...Ch. 12 - Prob. 12.35PCh. 12 - Prob. 12.36PCh. 12 - Prob. 12.37PCh. 12 - Prob. 12.38PCh. 12 - Prob. 12.39PCh. 12 - Prob. 12.40PCh. 12 - Prob. 12.41P
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- Which of the following objectives would likely be associated with the learning and growth perspective of the balanced scorecard? a. Increasing post-sales service efficiency b. Increasing information system capabilities c. Decreasing product development cycle time d. Improving product image and reputationarrow_forwardA companys attempts to utilize sustainable business practices with regard to its employees, the environment, and society are known as ______________________. a balanced scorecard corporate social responsibility total quality management value chainarrow_forwardCoulson and Company is a large retail business that has a firm-wide balanced scorecard. Recently, management has discussed the need for the balanced scorecard to be more relevant to each individual department of the company. Specifically, management wants to come up with unique scorecards for its Public Relations and Inventory Management departments. For both departments, management recognizes that properly and efficiently training employees is important. For these purposes, management gathers data on the median training hours per employee and new employee performance review ratings. For the Inventory Management Department, management is focused on reducing stockouts (running out of certain inventory items) and keeping accurate inventory counts. For these purposes, the company tracks the number of back orders and discrepancies between the physical and record counts of inventory, respectively. For the Public Relations Department, management is focused on improving the publics CSR image of the company and attracting new customers. Management measures these objectives using Forbes CSR Rating of Coulson and Company and the number of new customers, respectively. a. Identify the term for Coulson and Companys plan to create unique balanced scorecards for its individual departments. b. Draw the unique balanced scorecards of each department. Identify the departments common and unique measures, and include all the elements of the balanced scorecard that you can in your drawings, given the information provided.arrow_forward
- Explain how performance measurement can help improve an organization's business sustainability efforts.arrow_forwardIn which areas of an organizations value chain can important business sustainability risks or opportunities arise? I. Research Development II. Customer Service III. Manufacturing IV. Warehousing Distribution a. I only b. II only c. III only d. II and IV e. I, II, III, and IVarrow_forward(Appendix 11A) Balanced Scorecard The following list gives a number of measures associated with the Balanced Scorecard: a. Number of new customers b. Percentage of customer complaints resolved with one contact c. Unit product cost d. Cost per distribution channel e. Suggestions per employee f. Warranty repair costs g. Consumer satisfaction (from surveys) h. Cycle time for solving a customer problem i. Strategic job coverage ratio j. On-time delivery percentage k. Percentage of revenues from new products Required: 1. Classify each performance measure as belonging to one of the following perspectives: financial, customer, internal business process, or learning and growth. 2. Suggest an additional measure for each of the four perspectives.arrow_forward
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