EBK FINANCIAL & MANAGERIAL ACCOUNTING
13th Edition
ISBN: 9780100545052
Author: WARREN
Publisher: YUZU
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Chapter 23, Problem 23.18EX
To determine
Balanced scorecard: The balanced scorecard is a framework used by managers, to focus on non-financial factors related to internal financial processes which improve the external financial performance.
Balanced scorecard perspectives:
- Customer service
- Innovation and learning
- Internal processes
- Financial performance
To identify: The given performance measures with the balanced scorecard perspectives
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The balanced scorecard for a service company
American Express Company is a major financial services company noted for its American Express® card. Some of the performance measures used by the company on its balanced scorecard are listed below.
For each measure, identify whether the measure best fits the learning and growth, internal processes, customer, or financial performance perspective of the balanced scorecard.
Performance Metric
Performance Perspective
Average card member spending
Number of Internet features
Cards in force
Number of merchant signings
Earnings growth
Number of new card launches
Hours of credit consultant training
Return on equity
Investment in information technology
Revenue growth
Number of card choices
The balanced scorecard for a service company
American Express Company is a major financial services company noted for its American Express card. Some of the performance measures used by the company on its
balanced scorecard are listed below.
a. For each measure, identify whether the measure best fits the learning and growth, internal processes, customer, or financial performance perspective of the balanced
scorecard.
Performance Measure
Average card member spending
Number of Internet features
Cards in force
Performance Perspective
Number of merchant signings
Earnings growth
Number of new card launches
Hours of credit consultant training
Return on equity
Investment in information technology
Revenue growth
Number of card choices
b. From the list of measures, select the option that would be considered lagging indicators relative to the rest of the measures listed.
Lagging indicators
Lagging indicators
Lagging indicators
Which of the following is a key performance indicator of the internal business perspective in a balanced scorecard?
A.
return on investment
B.
hours of employee training
C.
number of warranty claims received
D.
percentage of market share
Chapter 23 Solutions
EBK FINANCIAL & MANAGERIAL ACCOUNTING
Ch. 23 - Prob. 1DQCh. 23 - Differentiate between a profit center and an...Ch. 23 - Weyerhaeuser developed a system that assigns...Ch. 23 - What is the major shortcoming of using income from...Ch. 23 - In a decentralized company in which the divisions...Ch. 23 - How does using the return on investment facilitate...Ch. 23 - Why would a firm use a balanced scorecard in...Ch. 23 - Prob. 8DQCh. 23 - When is the negotiated price approach preferred...Ch. 23 - When using the negotiated price approach to...
Ch. 23 - Prob. 23.1APECh. 23 - Prob. 23.1BPECh. 23 - Service department charges The centralized...Ch. 23 - Service department charges The centralized...Ch. 23 - Income from operations for profit center Using the...Ch. 23 - Prob. 23.3BPECh. 23 - Prob. 23.4APECh. 23 - Profit margin, investment turnover, and ROI Briggs...Ch. 23 - Residual income The Consumer Division of Hernandez...Ch. 23 - Prob. 23.5BPECh. 23 - Transfer pricing The materials used by tile North...Ch. 23 - Transfer pricing The materials used by the...Ch. 23 - Budget performance reports for cost centers...Ch. 23 - Divisional income statements The following data...Ch. 23 - Service department charges and activity bases For...Ch. 23 - Prob. 23.4EXCh. 23 - Service department charges In divisional income...Ch. 23 - Service department charges and activity bases...Ch. 23 - Divisional income statements with service...Ch. 23 - Prob. 23.8EXCh. 23 - Prob. 23.9EXCh. 23 - Rate of return on investment The income from...Ch. 23 - Residual income Based on the data in Exercise...Ch. 23 - Determining missing items in return on investment...Ch. 23 - Prob. 23.13EXCh. 23 - Prob. 23.14EXCh. 23 - Prob. 23.15EXCh. 23 - Determining missing items from computations Data...Ch. 23 - Prob. 23.17EXCh. 23 - Prob. 23.18EXCh. 23 - Building a balanced scorecard Hit-n-Run Inc. owns...Ch. 23 - Decision on transfer pricing Materials used by the...Ch. 23 - Prob. 23.21EXCh. 23 - Budget performance report for a cost center...Ch. 23 - Prob. 23.2APRCh. 23 - Divisional income statements and rate of return on...Ch. 23 - Effect of proposals on divisional performance A...Ch. 23 - Prob. 23.5APRCh. 23 - Prob. 23.6APRCh. 23 - Prob. 23.1BPRCh. 23 - Prob. 23.2BPRCh. 23 - Prob. 23.3BPRCh. 23 - Prob. 23.4BPRCh. 23 - Prob. 23.5BPRCh. 23 - Prob. 23.6BPRCh. 23 - Prob. 23.1CPCh. 23 - Prob. 23.2CPCh. 23 - Evaluating divisional performance The three...Ch. 23 - Evaluating division performance over time The...Ch. 23 - Evaluating division performance Last Resort...
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