Actual Target Performance Performance Objectives Financial Perspective Measures Increase shareholder value Operating-income changes from productivity Operating-income changes from growth $800,000 $2,400,000 $520,000 $250,000 Increase in revenue from new customer acquisition $50,000 $24,000 Customer Perspective Positive customer survey Increase customer satisfaction 65% 70% responses New customers acquired through Increase customer acquisition company sponsored community events 475 350 Internal-Business-Process Perspective Research and development costs as a percentage of revenue Develop innovative services 5% 6% Increase installation efficiency Increase community involvement Installation time per customer Number of new programs with community organizations Number of employees injured in the workplace 5 hours 4.5 hours 12 15 Decrease workplace injuries Learning-and-Growth Perspective Increase employee competence Number of annual training-hours per employee Number of leadership workshops 10 11 Increase leadership skills offered Increase employee safety Percent of employees who have completed safety certification training awareness 100% 95% 2. 1. Was Comtex successful in implementing its strategy in 2017? Explain. 2. Do you agree with Comtex's decision to include measures of developing innovative services (research and development costs) in the internal-business-process perspective of the balanced scorecard? Explain briefly. 3. 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. 4. Why do you think Comtex included balanced scorecard measures relating to employee safety and com- munity engagement? How well is the company doing on these measures? Required

Pine Belt Billboards seeks to design a variable-pay plan that encourages teamwork and business knowledge of its employees. To ensure maximum motivation, Pine Belt wants its variable-pay plan to show a clear performance-reward link. Which of the following plans is most suitable for Pine Belt? Pine Belt Billboards seeks to design a variable-pay plan that encourages teamwork and business knowledge of its employees. To ensure maximum motivation, Pine Belt wants its variable-pay plan to show a clear performance-reward link. Which of the following plans is most suitable for Pine Belt?   Stock ownership plan   Stock options plan   Cash profit sharing plan   Gain-sharing plan

Measure Maps Silver Lining Inc. has a balanced scorecard with a strategy map that shows that delivery time and the number of erroneous shipments are expected to affect the company’s ability to satisfy the customer. Further, the strategy map for the balanced scorecard shows that the hours from ordered to delivered affects the percentage of customers who shop again, and the number of erroneous shipments affects the online customer satisfaction rating. The following information is also available: The company’s target hours from ordered to delivered is 20. Every hour over the ordered-to-delivered target results in a 0.5% decrease in the percentage of customers who shop again. The company’s target number of erroneous shipments per year is no more than 70. Every error over the erroneous shipments target results in a 0.05 point decrease in the online customer satisfaction rating and an added future financial loss of $500. The company estimates that for every 1% decrease in the percentage of…

Measure Maps Rizzo Goal Inc. produces and sells hockey equipment, often custom made for online orders. The company has the following performance metrics on its balanced scorecard: days from ordered to delivered, number of shipping errors, customer retention rate, and market share. A measure map illustrates that the days from ordered to delivered and the number of shipping errors are both expected to directly affect the customer retention rate, which affects market share. Additional internal analysis finds that: . Every shipping error over three shipping errors per month reduces the customer retention rate by 1.5%. On average, each day above three days from ordered to delivered yields a reduction in the customer retention rate of 1%. Each day before three days from order to delivery yields an increase in the customer retention rate of 1%, on average. Rizzo Goal Inc.'s current customer retention rate is 60%. The company estimates that for every 1% increase or decrease in the customer…

Question 2 (to) Slack's (1994) importance-performance matrix is a tool that suggests a four-stage process for spotting gaps between market requirements and an organization's actual performance. In stage 1, the importance scale of the performance measures is measured as related to customers. In stage 2, the performance is measured as related to competitors. A. Why is it important for organizations to improve performance for its long-term success? marks) B. Explain how stage 3 is related to the first two stages. How does an organization use this stage to locate itself on the importance-performance matrix? (martes)

Midwest Mfg. uses a balanced scorecard as part of its performance evaluation. The company wants toinclude information on its sustainability efforts in its balanced scorecard. For each of the sustainabilityitems below, indicate the most likely balanced scorecard perspective it relates to. Label your answers usingC (customer), P (internal process), I (innovation and learning), or F (financial). Patents for green products applied for

Q.Is there a cause-and-effect linkage between improvements in the measures in the internal-businessprocess perspective and the measure in 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.