Balanced scorecard
Delta Air Lines, Inc. (DAL) provides passenger services throughout the United States and the world. Fifteen Delta metrics and recent initiatives are as follows
1. Using a mobile phone app that allows passengers to monitor their place in standby and first class upgrade lists
2. Improving the efficiency of aircraft maintenance
3. Increasing the number of check-in kiosks at major airports
4. Replacing less fuel-efficient aircraft with newer, more efficient aircraft
5. Reducing turnover of key employees
6. Reducing the number of cancelled flights
7. Investing in oil refinery thai produces jet fuel
8. Offering cash incentive awards to employees
9. Awarding stock options to key employees that can be used over time
10. Increasing passenger revenue per available seat mile
11. Increasing the percentage of on-time arrivals
12. Reducing the number of passenger complaints 13- Reducing the number of lost passenger bags
14. Reducing the number of safety violations
15. Increasing the passenger load percentage
Assign each item to one of the four dimensions of the balanced scorecard
1.learning and innovation
2.customer
3.internal process
4.financial
Trending nowThis is a popular solution!
Chapter 14 Solutions
Survey of Accounting (Accounting I)
- 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.arrow_forwardBalanced 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. Why do you think Comtex included balanced scorecard measures relating to employee safety and community engagement? How well is the company doing on these measures?arrow_forwardMoving to Green Computing Your organization is a leader in the development of renewable energy sources based on enhanced geothermal systems and is viewed as a champion in the fight to reduce carbon emissions. The organization employs over 25,000 people worldwide and operates three global data centers, one each in the United States, Europe, and Southeast Asia. The CEO has asked all her C level executives for input on a proposed strategy to become a leader in green computing. Critical Thinking Questions Identify two additional tactics the organization might take to accelerate its move toward green computing? Identify the pros and cons or any issues associated with your proposed tactics.arrow_forward
- 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.arrow_forwardBalanced Scorecard, Strategic Alignment Bannister Company, an electronics firm, buys circuit boards and manually inserts various electronic devices into the printed circuit board. Bannister sells its products to original equipment manufacturers. Profits for the last two years have been less than expected. Mandy Confer, owner of Bannister, was convinced that her firm needed to adopt a revenue growth and cost reduction strategy to increase overall profits. After a careful review of her firm's condition, Mandy realized that the main obstacle for increasing revenues and reducing costs was the high defect rate of her products (a 6 percent reject rate). She was certain that revenues would grow if the defect rate was reduced dramatically. Costs would also decline as there would be fewer rejects and less rework. By decreasing the defect rate, customer satisfaction would increase, causing, in turn, an increase in market share. Mandy also felt that the following actions were needed to help…arrow_forwardScorecard Measures, Strategy Translation At the end of 20x1, Mejorar Company implemented a low-cost strategy to improve its competitive position. Its objective was to become the low-cost producer in its industry. A Balanced Scorecard was developed to guide the company toward this objective. To lower costs, Mejorar undertook a number of improvement activities such as JIT production, total quality management, and activity-based management. Now, after two years of operation, the president of Mejorar wants some assessment of the achievements. To help provide this assessment, the following information on one product has been gathered: 20x1 20x3 Theoretical annual capacity* 249,600 249,600 Actual production** 208,000 234,000 Market size (in units sold) 1,300,000 1,300,000 Production hours available (40 workers) 104,000 104,000 Very satisfied customers 62,400 117,000 Actual cost per unit $340 $272 Days of inventory 14 7 Number of defective…arrow_forward
- The 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…arrow_forwardScorecard Measures, Strategy Translation At the end of 20x1, Mejorar Company implemented a low-cost strategy to improve its competitive position. Its objective was to become the low-cost producer in its industry. A Balanced Scorecard was developed to guide the company toward this objective. To lower costs, Mejorar undertook a number of improvement activities such as JIT production, total quality management, and activity-based management. Now, after two years of operation, the president of Mejorar wants some assessment of the achievements. To help provide this assessment, the following information on one product has been gathered: 20x1 20x3 Theoretical annual capacity* 249,600 249,600 Actual production** 208,000 234,000 Market size (in units sold) 1,300,000 1,300,000 Production hours available (40 workers) 104,000 104,000 Very satisfied customers 62,400 117,000 Actual cost per unit $340 $272 Days of inventory 14 7 Number of defective…arrow_forwardEye Swear Inc. has a balanced scorecard that includes the following relationships: Actual results for this year and last year are as follows: Instructions 1.Analyze these statistics to verify whether they support the expected relationships between the strategic objectives and performance metrics. 2.Identify three possible reasons for any unsupported relationship you identified in part (1). 3.Which of the three possibilities you identified in part (2) is the most likely reason for the unsupported relationship you identified in part (1)?arrow_forward
- Balanced scorecard, environmental, and social performance. WrightAir is a no-frills airline that services the Midwest. Its mission is to be the only short-haul, low-fare, high-frequency, pointto-point carrier in the Midwest. However, there are several large commercial carriers offering air transportation, and WrightAir knows that it cannot compete with them based on the services those carriers provide. WrightAir has chosen to reduce costs by not offering many inflight services, such as food and entertainment options. Instead, the company is dedicated to providing the highest quality transportation at the l owest fare. WrightAir’s balanced scorecard measures (and actual results) for 2017 follow: Q.Would you have included some measure of employee satisfaction and employee training in the l earning-and-growth perspective? Would you consider this objective critical to WrightAir for implementing its strategy? Why or why not? Explain briefly.arrow_forwardBalanced scorecard, environmental, and social performance. WrightAir is a no-frills airline that services the Midwest. Its mission is to be the only short-haul, low-fare, high-frequency, pointto-point carrier in the Midwest. However, there are several large commercial carriers offering air transportation, and WrightAir knows that it cannot compete with them based on the services those carriers provide. WrightAir has chosen to reduce costs by not offering many inflight services, such as food and entertainment options. Instead, the company is dedicated to providing the highest quality transportation at the l owest fare. WrightAir’s balanced scorecard measures (and actual results) for 2017 follow: Q.Draw a strategy map for WrightAir describing the cause-and-effect relationships among the strategic objectives described in the balanced scorecard. Identify what you believe are any (a) strong ties, (b) focal points, (c) trigger points, and (d) distinctive objectives. Comment on your…arrow_forwardBalanced scorecard, environmental, and social performance. WrightAir is a no-frills airline that services the Midwest. Its mission is to be the only short-haul, low-fare, high-frequency, pointto-point carrier in the Midwest. However, there are several large commercial carriers offering air transportation, and WrightAir knows that it cannot compete with them based on the services those carriers provide. WrightAir has chosen to reduce costs by not offering many inflight services, such as food and entertainment options. Instead, the company is dedicated to providing the highest quality transportation at the l owest fare. WrightAir’s balanced scorecard measures (and actual results) for 2017 follow: Q.What is WrightAir’s strategy? Was WrightAir successful in implementing its strategy in 2017? Explain your answerarrow_forward
- Survey of Accounting (Accounting I)AccountingISBN:9781305961883Author:Carl WarrenPublisher:Cengage LearningManagerial AccountingAccountingISBN:9781337912020Author:Carl Warren, Ph.d. Cma William B. TaylerPublisher:South-Western College PubPrinciples of Cost AccountingAccountingISBN:9781305087408Author:Edward J. Vanderbeck, Maria R. MitchellPublisher:Cengage Learning
- Financial And Managerial AccountingAccountingISBN:9781337902663Author:WARREN, Carl S.Publisher:Cengage Learning,