平衡计分卡培训(英文版)课件

TheBalancedScorecardMichaelL.Werner

UniversityofMiami

CoralGables,FloridaTheBalancedScorecardMichaelWhatisBusinessSuccess?Solidfinancialperformance?WhatisBusinessSuccess?SolidBalancedScorecard

RefocusesManagementFinancialperspectiveCustomerperspectiveInternalperspectiveLearningandGrowthperspectiveBalancedScorecard

RefocusesTheBalancedScorecardDevelopedin1992byRobertKaplanandDavidNortonTheBalancedScorecardDevelopeKaplanandNorton’sPremise“…exclusiverelianceonfinancialmeasuresinamanagementsystemwascausingorganizationstodothewrongthings.”KaplanandNorton’sPremise“…ePopularityEmployedbyhalfofGlobal1000(AccordingtoBain&Company)“Oneofthemostpowerfulmanagementideasever”(HarvardBusinessReview)Mostrequestedand#1insalesatHarvardBusinessPublishingPopularityEmployedbyhalfofTheBalancedScorecardOriginallydevelopedasameasurementtoolAlsohelpscompaniesmanageandimplementstrategyTheBalancedScorecardOriginalTheBalancedScorecardBasedoncorporatestrategyAbalancedplanforbusinessMorethanafinancialplan(RobertKaplanandDavidNorton)TheBalancedScorecardBasedonBasicBusinessStrategyFinancialWewillensurethatweuseourresourcesandpeopletomaintainfinancialsuccess.

CustomerWewillmeetorexceedourcustomers’currentandfutureexpectationsandrequirementswithhighqualityproducts,reasonablepricesandsuperiorservice.InternalWewillprovidehighqualityon-timeimagingproductsandservicesandprovideanefficientandeffectivemeanstodelivertheminahighqualityfashion.LearningandGrowthWewillattractandretainhighcaliberpeopleandpromoteanenvironmentthatdevelopstheirinterpersonal,businessandtechnicalskillsandknowledge.Wewillstrivetodevelopandmaintainthebestsourcingforourproducts.Wewillstrivetobeawareandonthecuttingedgeofimagingandbusinesstechnology.BasicBusinessStrategyFinanciTheTroublewithStrategyItisunlikelythatapoorstrategyistheproblemGenerally,theproblemisimplementingstrategyEvenifstrategyiscommunicated,employeesmaynotknowwhattodo.TheTroublewithStrategyItisHowcanthe

BalancedScorecardhelp?Howcanthe

BalancedScorecarFourDistinctPerspectivesFinancialperspectiveCustomerperspectiveInternalperspectiveLearningandgrowthperspectiveStrategyFourDistinctPerspectivesFinaTranslatingaMissionintoDesiredOutcomesMissionCoreValuesVisionStrategyBalancedScorecardObjectivesStrategicInitiativesStrategicOutcomesMotivatedandPrepared

WorkforceEffectiveProcessesDelightedCustomersSatisfiedShareholdersAdaptedfromKaplan,NortonTranslatingaMissionintoDesForEachPerspectiveObjectives(Goals)MeasuresTargetsInitiativesForEachPerspectiveObjectivesSimpleFormandRelationshipsSource:Kaplan,NortonSimpleFormandRelationshipsSObjectivesConcisestatementsthatarticulatewhattheorganizationhopestoaccomplishEachtiedtothecompany’sstrategyObjectivesConcisestatementstFinancialPerspectiveOverallobjective:TosucceedfinanciallyFinancialPerspectiveOveralloCustomerPerspectiveOverallobjective:ToachieveourvisionofhowthecompanyshouldappeartocustomersCustomerPerspectiveOverallobInternalPerspectiveOverallobjective:ToexcelathavingsuperiorbusinessprocessestosatisfyshareholdersandcustomersInternalPerspectiveOverallobLearningandGrowth

PerspectiveOverallobjective:Tosustaintheabilitytochangeandimprove(Employeecapabilitiesareakeyingredienttothisobjective.)LearningandGrowth

PerspectivMeasuresDescriptionsofhowsuccessinachievingobjectiveswillbemeasuredEachtiedtothecompany’sobjectivesMeasuresDescriptionsofhowsuCoreFinancialMeasuresROI/EVAProfitabilityRevenuegrowth/mixCostreductionCoreFinancialMeasuresROI/EVACoreCustomerMeasuresMarketshareCustomeracquisitionCustomerretentionCustomerprofitabilityCustomersatisfactionCoreCustomerMeasuresMarketsInternalPerspectiveMeasuresProcessqualitymeasuresTimetoprocessanorderNumberofReturnsDefectratesYieldratiosLead-timesWaste,scrap,andreworkInternalPerspectiveMeasuresCoreLearningand

GrowthMeasuresEmployeestrainedpermonthEmployeeretentionEmployeeproductivityDevelopmentandresearchmeasuresNumberoftrainingprogramsCoreLearningand

GrowthMeasTargetsLevelofperformanceorrateofimprovementdesiredforeachmeasureEachtiedtooneofthecompany’smeasuresTargetsLevelofperformanceorInitiativesShort-termprogramsandactionsthatwillhelpachievetheestablishedtargetsEachtiedtocompanyobjectivesandmeasuresInitiativesShort-termprogramsExamplesofInitiativesNewmaintenanceprogramUpgradeselectedequipmentEstablishperformancebenchmarksNewtrainingprogramEstablishfrequentpurchaseprogramExamplesofInitiativesNewmaiNext:Anexampletohelp

studentsunderstandhow

theBalancedScorecardworksNext:Anexampletohelp

studABalancedScorecard

ExampleLargecamerastore25,000squarefeet$10+millioninsalesProfitsunacceptablylowIndustrychangingduetotechnologyABalancedScorecard

ExampleLaBasicBusinessStrategyFinancialWewillensurethatweuseourresourcesandpeopletomaintainfinancialsuccess.

CustomerWewillmeetorexceedourcustomers’currentandfutureexpectationsandrequirementswithhighqualityproducts,reasonablepricesandsuperiorservice.InternalWewillprovidehighqualityon-timeimagingproductsandservicesandprovideanefficientandeffectivemeanstodelivertheminahighqualityfashion.LearningandGrowthWewillattractandretainhighcaliberpeopleandpromoteanenvironmentthatdevelopstheirinterpersonal,businessandtechnicalskillsandknowledge.Wewillstrivetodevelopandmaintainthebestsourcingforourproducts.Wewillstrivetobeawareandonthecuttingedgeofimagingandbusinesstechnology.BasicBusinessStrategyFinanciAchievethestrategy?

Howdowegetthere?WithamapAstrategymapAchievethestrategy?

HowdoStrategyMap–ObjectivesFinancialSuccessCustomersimpressedwithqualityproductsandservicesLeadingedgeproductioncapabilities

TrainedworkforceAttractnewcustomersRetaincustomersOn-timeproductsandservicesWellfunctioningfacilitiesOncuttingedgeoftechnologyBestproductsourcingFinancialCustomerInternalLearningandGrowthStrategyMap–ObjectivesFinanStrategyMap–MeasuresandTargetsOperatingincomeIncreasegrossmarginAmountofoperatingexpensesNumberofnewcustomersNo.ofreturningnewcustomersNumberofcustomercomplaintsNumberofitemsperinvoiceNumberofrejectedprintsPercentoflateordersNewproductsandservices

AmountofemployeetrainingAmountoftechnologytrainingSalesfromnewproductsourcingTBDIncreaseby20%ZeroIncreaseby30%1%0%10%Increase1Sessionpermonth1SessionpermonthIncreaseby30%FinancialCustomerInternalLearningandGrowth$100,000Increaseby5%Maintain

MeasuresTargetsStrategyMap–MeasuresandTaStrategyMap–InitiativesNewPriceComparisonReportMonthlysalespromotionsNewFrequentCustomerSalesProgramEmployeesalesandproducttrainingprogramOperatorandlabtrainingprogramDailyservicesbacklogreportNewproductsandservicesprogram

EmployeetrainingprogramTechnologytrainingprogramThreepurchasingtripsFinancialCustomerInternalLearningandGrowthStrategyMap–InitiativesNewMissionCoreValuesVisionStrategyBalancedScorecardObjectivesStrategicInitiativesStrategicOutcomesMotivatedandPrepared

WorkforceEffectiveProcessesDelightedCustomersSatisfiedShareholdersAdaptedfromKaplan,NortonTargetsMeasuresMissionCoreValuesVisionStrateEmployeeRewardsOperatingincomeReturningnewcustomersCustomercomplaintsNumberofitemsperinvoiceRejectedprintsLateordersNewproductsandservices

EmployeetrainingTechnologytrainingSalesfromnewproductsourcingIncreaseby20%ZeroIncreaseby30%1%0%10%Increase1permonth1permonthIncrease30%FinancialCustomerInternalLearningandGrowth$100,00020%ofnetincomeEmployeeRewardsReturningnewEmployeeRewards

$25,000EquallytoFiveManagers

SalesPriceComparisonReportMonthlysalespromotionsFrequentCustomerSalesProgramReturningnewcustomersCustomercomplaintsNumberofitemsperinvoiceRejectedprintsLateordersNewproductsandservices

EmployeetrainingTechnologytrainingSalesnewprod.sourcingThreepurchasingtrips1permonthFunctioningIncreaseby20%ZeroIncreaseby30%1%0%10%Increase1permonth1permonthIncrease30%3FinancialCustomerInternalLearningandGrowthMonthly10%10%05%05%10%10%00%10%05%10%10%05%10%MeasureorInitiativeTargetWeightEmployeeRewards

$25,000EqualEmployeeRewards

$25,000EquallytoFiveManagers

SalesPriceComparisonReportMonthlysalespromotionsFrequentcustomersalesprogramReturningnewcustomersCustomercomplaintsNumberofitemsperinvoiceRejectedprintsLateordersNewproductsandservices

EmployeetrainingTechnologytrainingSalesnewprod.sourcingThreepurchasingtrips$2,500002,5002,500$02,5000$2,5002,50002,500FinancialCustomerInternalLearningandGrowth$0NoYesNoNoYesYesYesYesNoYesYesNoYesMeasureorInitiativeBonusAmountGreen?10%10%05%05%10%10%00%10%5%10%10%05%10%WeightTotalNumberofmanagersAmountpermanager

$17,500

5$3,500TotalEmployeeRewards

$25,000EqualTotalBalancedScorecardEmployeeIncentives

(AssumingNetIncomeof$115,000)NetincomeBonuspercentageTotalnetincomebonusNetincomebonuspermanagerNumberofmanagersMeasuresandinitiativesbonusTotalbonuspermanagerNumberofmanagersTotalbonuses$115,00020%$23,000

5

$4,600$3,500

$8,100

5

$40,500TotalBalancedScorecardEmploNext:MovingBeyondthe

Company’sOverallScorecardNext:MovingBeyondthe

ComDepartmentalandPersonalScorecardsEachdepartmentdevelopsitsownscorecardbasedonthecompany’soverallscorecard.Eachemployeedevelopshisorherscorecardbasedonthecompany’sanddepartment’sscorecard.DepartmentalandPersonalScorDepartmentalandPersonalScorecardsScorecardsmustbecloselyalignedwithoverallcompanygoalsandobjectives.Eachobjectivemustbealigned.Eachmeasuremustbealigned.DepartmentalandPersonalScorEachPerspective

MustbeAddressedSetobjectivesforeachperspective.Setbasisformeasurementforeachobjective.Thisallowsmanagersandemployeestofocusonthesuccessofeachperspective.Italsokeepsthemfromfocusingononeperspectivewhileneglectinganother.EachPerspective

MustbeAddreImplementingthe

BalancedScorecardThepushtoimplementmustcomefromtopmanagement.Managersmustbuyin.Ittakes15to36monthsinlargeorganizations.Implementingthe

BalancedScorPossiblePitfallsoftheBalancedScorecardSeniormanagementnotcommittedOneseniormanagertriestobuildthescorecardaloneScorecardresponsibilitiesdon’tfilterdownThesolutionisoverdesigned,orscorecardtreatedasaone-timeeventThebalancedscorecardistreatedasasystemsprojectAnthonyAtkinson,RobertKaplan,S.MarkYongPossiblePitfallsoftheBalanSuggestedReadingTheBalancedScorecard,RobertS.KaplanandDavidP.Norton,HBSPressTheStrategy-FocusedOrganization,KaplanandNorton,HBSPressTheBalancedScorecardStepbyStepPaulR.Niven,JohnWiley&SonsSuggestedReadingTheBalancedSuggestedReadingJustoutthisyear:StrategyMaps:ConvertingIntangibleAssetsintoTangibleOutcomes,RobertS.KaplanandDavidP.Norton,HBSPressSuggestedReadingJustoutthisSuggestedInternetSurfingTheBalancedScorecardCollaborativeatTheBalancedScorecardInstituteatFreebasiconlinepresentationbyPaulNiven/seminars/seminar.aspx?LibraryID=6199SuggestedInternetSurfingTheSuggestedInternetSurfingFreenetconferences

arealsoavailableatTheBalancedScorecardCollaborative/education/conferences/netconferences/GenerallyonthefourthThursdayofeachmonthat11:00A.M.ET.Nextnetconference:October28,2004SuggestedInternetSurfingFreeQuestions?

Comments?Questions?

Comments?ThankYouThankYouBeyondtheScopeTheslidesthatfollowprovideadditionalinsightintothebalancedscorecard.BeyondtheScopeTheslidesthaHandlingInitiativesInventorycurrentinitiativesMapthemtoBCSObjectivesEliminatenonstrategicinitiativesAddnewinitiativesPrioritizeremaininginitiativesHandlingInitiativesInventoryFivePrinciplesofStrategy-FocusedOrganizationsPrinciple1:TranslatethestrategytooperationaltermsPrinciple2:AligntheorganizationtothestrategyPrinciple3:Makestrategyeveryone’sjobPrinciple4:MakestrategyacontinualprocessPrinciple5:MobilizeleadershipforchangeAnthonyAtkinson,RobertKaplan,S.MarkYongFivePrinciplesofStrategy-FoImplementingthe

BalancedScorecardSelectanarchitectandformataskforce.DevelopbusinessstrategiesDeterminewherebusinessunitsfitintothebigpicture.Holdmeetings,workshops,andsynthesissessions.Implementingthe

BalancedScorImplementingthe

BalancedScorecardSelectanddesignmeasures.EstablishtargetsEstablishinitiativesBuildaconsensusaroundstrategicobjectives.Implementingthe

BalancedScorTheBalancedScorecardanda

NewManagementProcessesNewmanagementprocessesmayresultfromimplementingthebalancedscorecard.TheBalancedScorecardanda

NNewManagementProcesses1.Translatingthevision2.Communicatingandlinking3.Businessplanning4.FeedbackandlearningNewManagementProcesses1.Tra1.TranslatingTheVisionTobuildaconsensusaroundtheorganization’svisionandstrategyToexpressthevisionintermsofanintegratedsetofobjectives,measuresandinitiativesMustbeagreeduponbyallseniorexecutives1.TranslatingTheVisionTobu2.CommunicatingandLinkingCommunicatesthestrategyupanddownintheorganizationLinksstrategytodepartmentalobjectivesLinksstrategytoindividualobjectivesExpandsonperformancemeasuresthatfocusonlyonfinancialperformance2.CommunicatingandLinkingCo2.CommunicatingandLinkingAwaytoensurethatalllevelsoftheorganizationunderstandthestrategyAwaytoensurethatdepartmentandindividualobjectivesarealignedwiththestrategyLinksrewardstoperformancemeasures2.CommunicatingandLinkingA3.BusinessPlanningEnablescompaniestointegratetheirbusinessandfinancialplansVariousindependentchangeprogramsdifficulttointegrateHoweverwhengoalsaresetandcoordinatedusingthebalancedscorecardmeaningfulprioritiescanbeset.Resourcesallocatedaccordingly3.BusinessPlanningEnablesco4.FeedbackandLearningExpandsonthetraditionalfinancialfocusCanmonitorresultsfromthreemoreperspectivesCanevaluatestrategyinlightofperformanceinallfourareasModifystrategytoreflectreal-timelearningasopposedtomodifyingstrategyduringtheannualstrategicplanmeeting4.FeedbackandLearningExpandNewManagementProcessesTranslatingthevisionCommunicatingandlinkingBusinessplanningFeedbackandlearningBalancedscorecardNewManagementProcessesTranslTheBalancedScorecardThebalancedscorecardismorethanaperformancemeasurementtechnique.InnovativeCEOsusedthebalancescorecardnotonlytoclarifyandcommunicatestrategy,butalsotomanagestrategy.Theyareusingthemeasurementfocusofthescorecardtoaccomplishcriticalmanagementprocesses.TheBalancedScorecardThebalaTheBalancedScorecardClarifyandtranslatevisionandstrategyCommunicateandlinkstrategicobjectivesandmeasuresPlan,settargets,andalignstrategicinitiativesEnhancestrategicfeedbackandlearningKaplan/NortonTheBalancedScorecardClarifyTheEndIfyouhavequestionsorcommentsregardingthispresentation,pleasefeelfreetocontactMikeWerneratmwerner@

orbyphoneat305-321-1139.TheEndIfyouhavequestionso演讲完毕，谢谢观看！演讲完毕，谢谢观看！TheBalancedScorecardMichaelL.Werner

UniversityofMiami

CoralGables,FloridaTheBalancedScorecardMichaelWhatisBusinessSuccess?Solidfinancialperformance?WhatisBusinessSuccess?SolidBalancedScorecard

RefocusesManagementFinancialperspectiveCustomerperspectiveInternalperspectiveLearningandGrowthperspectiveBalancedScorecard

RefocusesTheBalancedScorecardDevelopedin1992byRobertKaplanandDavidNortonTheBalancedScorecardDevelopeKaplanandNorton’sPremise“…exclusiverelianceonfinancialmeasuresinamanagementsystemwascausingorganizationstodothewrongthings.”KaplanandNorton’sPremise“…ePopularityEmployedbyhalfofGlobal1000(AccordingtoBain&Company)“Oneofthemostpowerfulmanagementideasever”(HarvardBusinessReview)Mostrequestedand#1insalesatHarvardBusinessPublishingPopularityEmployedbyhalfofTheBalancedScorecardOriginallydevelopedasameasurementtoolAlsohelpscompaniesmanageandimplementstrategyTheBalancedScorecardOriginalTheBalancedScorecardBasedoncorporatestrategyAbalancedplanforbusinessMorethanafinancialplan(RobertKaplanandDavidNorton)TheBalancedScorecardBasedonBasicBusinessStrategyFinancialWewillensurethatweuseourresourcesandpeopletomaintainfinancialsuccess.

CustomerWewillmeetorexceedourcustomers’currentandfutureexpectationsandrequirementswithhighqualityproducts,reasonablepricesandsuperiorservice.InternalWewillprovidehighqualityon-timeimagingproductsandservicesandprovideanefficientandeffectivemeanstodelivertheminahighqualityfashion.LearningandGrowthWewillattractandretainhighcaliberpeopleandpromoteanenvironmentthatdevelopstheirinterpersonal,businessandtechnicalskillsandknowledge.Wewillstrivetodevelopandmaintainthebestsourcingforourproducts.Wewillstrivetobeawareandonthecuttingedgeofimagingandbusinesstechnology.BasicBusinessStrategyFinanciTheTroublewithStrategyItisunlikelythatapoorstrategyistheproblemGenerally,theproblemisimplementingstrategyEvenifstrategyiscommunicated,employeesmaynotknowwhattodo.TheTroublewithStrategyItisHowcanthe

BalancedScorecardhelp?Howcanthe

BalancedScorecarFourDistinctPerspectivesFinancialperspectiveCustomerperspectiveInternalperspectiveLearningandgrowthperspectiveStrategyFourDistinctPerspectivesFinaTranslatingaMissionintoDesiredOutcomesMissionCoreValuesVisionStrategyBalancedScorecardObjectivesStrategicInitiativesStrategicOutcomesMotivatedandPrepared

WorkforceEffectiveProcessesDelightedCustomersSatisfiedShareholdersAdaptedfromKaplan,NortonTranslatingaMissionintoDesForEachPerspectiveObjectives(Goals)MeasuresTargetsInitiativesForEachPerspectiveObjectivesSimpleFormandRelationshipsSource:Kaplan,NortonSimpleFormandRelationshipsSObjectivesConcisestatementsthatarticulatewhattheorganizationhopestoaccomplishEachtiedtothecompany’sstrategyObjectivesConcisestatementstFinancialPerspectiveOverallobjective:TosucceedfinanciallyFinancialPerspectiveOveralloCustomerPerspectiveOverallobjective:ToachieveourvisionofhowthecompanyshouldappeartocustomersCustomerPerspectiveOverallobInternalPerspectiveOverallobjective:ToexcelathavingsuperiorbusinessprocessestosatisfyshareholdersandcustomersInternalPerspectiveOverallobLearningandGrowth

PerspectiveOverallobjective:Tosustaintheabilitytochangeandimprove(Employeecapabilitiesareakeyingredienttothisobjective.)LearningandGrowth

PerspectivMeasuresDescriptionsofhowsuccessinachievingobjectiveswillbemeasuredEachtiedtothecompany’sobjectivesMeasuresDescriptionsofhowsuCoreFinancialMeasuresROI/EVAProfitabilityRevenuegrowth/mixCostreductionCoreFinancialMeasuresROI/EVACoreCustomerMeasuresMarketshareCustomeracquisitionCustomerretentionCustomerprofitabilityCustomersatisfactionCoreCustomerMeasuresMarketsInternalPerspectiveMeasuresProcessqualitymeasuresTimetoprocessanorderNumberofReturnsDefectratesYieldratiosLead-timesWaste,scrap,andreworkInternalPerspectiveMeasuresCoreLearningand

GrowthMeasuresEmployeestrainedpermonthEmployeeretentionEmployeeproductivityDevelopmentandresearchmeasuresNumberoftrainingprogramsCoreLearningand

GrowthMeasTargetsLevelofperformanceorrateofimprovementdesiredforeachmeasureEachtiedtooneofthecompany’smeasuresTargetsLevelofperformanceorInitiativesShort-termprogramsandactionsthatwillhelpachievetheestablishedtargetsEachtiedtocompanyobjectivesandmeasuresInitiativesShort-termprogramsExamplesofInitiativesNewmaintenanceprogramUpgradeselectedequipmentEstablishperformancebenchmarksNewtrainingprogramEstablishfrequentpurchaseprogramExamplesofInitiativesNewmaiNext:Anexampletohelp

studentsunderstandhow

theBalancedScorecardworksNext:Anexampletohelp

studABalancedScorecard

ExampleLargecamerastore25,000squarefeet$10+millioninsalesProfitsunacceptablylowIndustrychangingduetotechnologyABalancedScorecard

ExampleLaBasicBusinessStrategyFinancialWewillensurethatweuseourresourcesandpeopletomaintainfinancialsuccess.

CustomerWewillmeetorexceedourcustomers’currentandfutureexpectationsandrequirementswithhighqualityproducts,reasonablepricesandsuperiorservice.InternalWewillprovidehighqualityon-timeimagingproductsandservicesandprovideanefficientandeffectivemeanstodelivertheminahighqualityfashion.LearningandGrowthWewillattractandretainhighcaliberpeopleandpromoteanenvironmentthatdevelopstheirinterpersonal,businessandtechnicalskillsandknowledge.Wewillstrivetodevelopandmaintainthebestsourcingforourproducts.Wewillstrivetobeawareandonthecuttingedgeofimagingandbusinesstechnology.BasicBusinessStrategyFinanciAchievethestrategy?

Howdowegetthere?WithamapAstrategymapAchievethestrategy?

HowdoStrategyMap–ObjectivesFinancialSuccessCustomersimpressedwithqualityproductsandservicesLeadingedgeproductioncapabilities

TrainedworkforceAttractnewcustomersRetaincustomersOn-timeproductsandservicesWellfunctioningfacilitiesOncuttingedgeoftechnologyBestproductsourcingFinancialCustomerInternalLearningandGrowthStrategyMap–ObjectivesFinanStrategyMap–MeasuresandTargetsOperatingincomeIncreasegrossmarginAmountofoperatingexpensesNumberofnewcustomersNo.ofreturningnewcustomersNumberofcustomercomplaintsNumberofitemsperinvoiceNumberofrejectedprintsPercentoflateordersNewproductsandservices

AmountofemployeetrainingAmountoftechnologytrainingSalesfromnewproductsourcingTBDIncreaseby20%ZeroIncreaseby30%1%0%10%Increase1Sessionpermonth1SessionpermonthIncreaseby30%FinancialCustomerInternalLearningandGrowth$100,000Increaseby5%Maintain

MeasuresTargetsStrategyMap–MeasuresandTaStrategyMap–InitiativesNewPriceComparisonReportMonthlysalespromotionsNewFrequentCustomerSalesProgramEmployeesalesandproducttrainingprogramOperatorandlabtrainingprogramDailyservicesbacklogreportNewproductsandservicesprogram

EmployeetrainingprogramTechnologytrainingprogramThreepurchasingtripsFinancialCustomerInternalLearningandGrowthStrategyMap–InitiativesNewMissionCoreValuesVisionStrategyBalancedScorecardObjectivesStrategicInitiativesStrategicOutcomesMotivatedandPrepared

WorkforceEffectiveProcessesDelightedCustomersSatisfiedShareholdersAdaptedfromKaplan,NortonTargetsMeasuresMissionCoreValuesVisionStrateEmployeeRewardsOperatingincomeReturningnewcustomersCustomercomplaintsNumberofitemsperinvoiceRejectedprintsLateordersNewproductsandservices

EmployeetrainingTechnologytrainingSalesfromnewproductsourcingIncreaseby20%ZeroIncreaseby30%1%0%10%Increase1permonth1permonthIncrease30%FinancialCustomerInternalLearningandGrowth$100,00020%ofnetincomeEmployeeRewardsReturningnewEmployeeRewards

$25,000EquallytoFiveManagers

SalesPriceComparisonReportMonthlysalespromotionsFrequentCustomerSalesProgramReturningnewcustomersCustomercomplaintsNumberofitemsperinvoiceRejectedprintsLateordersNewproductsandservices

EmployeetrainingTechnologytrainingSalesnewprod.sourcingThreepurchasingtrips1permonthFunctioningIncreaseby20%ZeroIncreaseby30%1%0%10%Increase1permonth1permonthIncrease30%3FinancialCustomerInternalLearningandGrowthMonthly10%10%05%05%10%10%00%10%05%10%10%05%10%MeasureorInitiativeTargetWeightEmployeeRewards

$25,000EqualEmployeeRewards

$25,000EquallytoFiveManagers

SalesPriceComparisonReportMonthlysalespromotionsFrequentcustomersalesprogramReturningnewcustomersCustomercomplaintsNumberofitemsperinvoiceRejectedprintsLateordersNewproductsandservices

EmployeetrainingTechnologytrainingSalesnewprod.sourcingThreepurchasingtrips$2,500002,5002,500$02,5000$2,5002,50002,500FinancialCustomerInternalLearningandGrowth$0NoYesNoNoYesYesYesYesNoYesYesNoYesMeasureorInitiativeBonusAmountGreen?10%10%05%05%10%10%00%10%5%10%10%05%10%WeightTotalNumberofmanagersAmountpermanager

$17,500

5$3,500TotalEmployeeRewards

$25,000EqualTotalBalancedScorecardEmployeeIncentives

(AssumingNetIncomeof$115,000)NetincomeBonuspercentageTotalnetincomebonusNetincomebonuspermanagerNumberofmanagersMeasuresandinitiativesbonusTotalbonuspermanagerNumberofmanagersTotalbonuses$115,00020%$23,000

5

$4,600$3,500

$8,100

5

$40,500TotalBalancedScorecardEmploNext:MovingBeyondthe

Company’sOverallScorecardNext:MovingBeyondthe

ComDepartmentalandPersonalScorecardsEachdepartmentdevelopsitsownscor