For each of the balanced scorecard targets listed below, identify the matching perspective: Organizational learning and growth, Internal business processes, Customer, Financial.            -           A.           B.           C.           D.       Customer satisfaction survey improves to 4.5/5          -           A.           B.           C.           D.       Customer retention is held above 70%          -           A.           B.           C.           D.       Customer hold time average below 2 minutes          -           A.           B.           C.           D.       Percentage of on time delivery over 95%          -           A.           B.           C.           D.       Employee turnover of below 20%.          -           A.           B.           C.           D.       Average employee training hours of over 20 per year.          -           A.           B.           C.           D.       Return on investment increases by 10%.          -           A.           B.           C.           D.       Profit grows by 20%

Jalancu Juviai u The following are a number of measures associated with the Balanced Scorecard. Required: 1. Classify each performance measure as belonging to one of the following perspectives: financial, customer, internal business process, or learning and growth. 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 Consumer satisfaction (from surveys) Cycle time for solving a customer problem Strategic job coverage ratio j. On-time delivery percentage k. Percentage of revenues from new products 2. Select an additional measure that would be appropriate for each of the four perspectives. Contribution margin by product ▾ Number of complaints Number of accidents per month Hours of continuing education provided per month g. h. i. Financial Customer Customer Internal business process Financial Financial Learning and growth Learning and growth…

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…

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Assume that a company has decided to include "employee turnover" and "residual income" as performance measures within its balance scorecard. Which of the following choices reflects management's most likely expectations regarding how these measures should change over time? A) B) C) D) Employee turnover Increase Increase Decrease Decrease Multiple Choice. O O O O Choice A Choice B Choice C Choice D Residual Income Increase Decrease Increase Decrease

The table below contains performance measures companies might use as internal business process measures in their balanced scorecards. Each measure is accompanied by a + or - to indicate whether the performance measure should increase or decrease over time. Required: For each measure, place an X in one of the three columns indicating whether the measure would be adopted by a company pursuing a strategy focused on operational excellence, product leadership, or customer intimacy. Item Example Number of patents approved (+) 1. Delivery cycle time (-) 2. Number of new products designed (+) 3. Average contact hours per customer (+) 4. Non-value-added activity costs (-) 5. Percent of suppliers with long-term contracts (+) 6. Number of modular product designs (+) 7. Number of customized products co-designed with customers (+) 8. Defect-free units as a percentage of completed units (+) 9. Number of options available for customers to choose from (+) Operational Product Excellence Leadership X…

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)

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

Categorize each of the following activities as to which management responsibility it fulfills: planning, directing, or controlling. Some activities may fulfill more than one responsibility. (Select an "X" in the input field if the management responsibility is fulfilled. If the management responsibility is not fulfilled, leave the input field empty.) Question content area bottom Part 1 Activity Management Responsibility Planning Directing Controlling a. Management decides to increase sales growth by 20% next year. b. Management analyzes the impact of a recent advertising campaign by comparing budgeted sales to actual sales. c. Management reviews hourly sales reports to determine the level of staffing needed to staff the customer service desk. d. Management uses information on product costs to determine sales prices. e. To lower production costs, management moves production to China.

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 30. 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 55. 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 $600. The company estimates that for every 1% decrease in the percentage of…