Business Model and Strategic Plan Part III: Balanced Scorecard

BUS/475
February 23rd, 2015

Table of Content
I . Introduction……………………………………………………………………………3
II. The balanced scorecard………………………………………………………………..3
III. Financial perspective…………………………………………………………………3 a) Market share……………………………………………………………………...4 b) Revenues and costs……………………………………………………………….4 c) Profitability……………………………………………………………………….4
IV. Customer value perspective…………………………………………………………..5 a) Customer retention or turnover…………………………………………………...5 b) Customer satisfaction……………………………………………………………..5 c) Customer value…………………………………………………………………...5
V. Internal operations perspective………………………………………………………..6 a) Measure of process performance…………………………………………………..6 b) Productivity or productivity improvement………………………………………...6 c) Operations metrics…………………………………………………………………6
VI. Research and development perspective………………………………………………6 a) Employee turnover or retention…………………………………………………..6 b) Nature of organizational culture or climate………………………………………6 c) Level of organizational capability………………………………………………..7
VII. Conclusion…………………………………………………………………………..7
Appendix A: Financial perspective………………………………………………………8
Appendix B: Customer value perspective………………………………………………..9
Appendix C: Internal operations perspective……………………………………………10
Appendix D: Research and development perspective…………………………………...11
References………………………………………………………………………………..12

Business Model and Strategic Plan Part III: Balanced Scorecard I. Introduction: Despite the fact that a balanced scorecard is a crucial foundation in helping companies’ articulate strategic significant terms, it likewise offers a guide for the strategic execution of those objectives. These goals interface the organization's long-term