1. The primary purpose of the balanced scorecard is to set goals for a well-rounded organizational performance. While financial measures are important in analyzing performance, they do not provide any insight into non-quantifiable measures that can be equally important in performance assessment. According to Jerold Zimmerman (2014), “The balanced scorecard is designed to identify Key Performance Indicators used to focus employees towards those actions required to implement the firm’s strategy.” In other words, the purpose of the performance scorecard is to highlight the importance of a diverse set of measures in achieving the strategic goals.
Citibank's strategy in California was to build a profitable franchise by providing relationship banking combined with a high level of service to its customers. Specifically, from Frits Seeger’s point of view, the high service quality strategy and other dimensions were critical to the long-term success of the franchises. As Jerold Zimmerman (2014) writes, “The ultimate objective of for profit organizations is to generate value for the owners…value for owners results from satisfying customers, operating efficiently, and having the infrastructure necessary to accomplish all those activities.”

2. Objective performance measures are those which are directly quantifiable and are not subject to the beliefs and interpretations of the observer. According to Robert Simons’ Performance Measurement & Control Systems for Implementing Strategy, “an objective measure can be independently measured and verified.” Subjective measures on the other hand require interpretation and judgment, and while numerical scores can indirectly be attributed to them, the interpretive element means they are not necessarily absolute or indisputable.
Citibank’s Performance Evaluation Form: Performance Scorecard includes six measures: Financial,