(Guys, ref ani kay Harvard Business Review na pdf)

Balanced Scorecard Norton and Kaplan, 1992

FOUR
1.
2.
3.
4.

PERSPECTIVE:
Financial
Customer
Internal Business Process
Learning and Growth

Di siya new na concept, General Electric (Lewis,1995)

General Electric
Balanced Scorecard
1. Profitability
Financial
2. Market Share
Customer
3. Productivity
4. Product Leadership
Internal Business Process
5. Public Responsibility
6. Personnel Development
Learning and Growth
7. Employee Attitudes
8. Balance between short-range and
Essence of Balanced Scorecard
long-range objectives
Value of Intangible asset = Indirect
Knowledge and Technology seldom has a direct relationship between revenue and profit
Heskett et al 1994 development study is parallel to BSC
1. Investment in employee training lead to improvements in service quality
2. Better service quality leads to higher customer satisfaction
3. Higher customer satisfaction leads to increased customer loyalty
4. Increased customer loyalty leads to increased revenues and margin.
OBJECTIVES
Financial
- high level objective for sustained shareholder value creation
- supporting sub-objectives for revenue growth, productivity and risk management
Customer
- desired customer outcomes (acquire, satisfy and retain targeted customers)
- build the share of their spending done with the company
Internal Business
- create and deliver the differentiated value proposition
- meet the financial objectives for productivity improvements
Learning and Growth
- goals for employees, information systems, and organization alignment.