Barnes and Noble, Inc. Balanced Scorecard

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Barnes and Noble, Inc.Balanced Scorecard
Appendix 1

• Financial

Vision and Strategy To bring books and bookstores
into the mainstream of American life

• Customer Perspective

• Internal Business Perspective

• Learning and Growth

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barnesandnoble.comBalanced Scorecard

• Financial

Vision and Strategy To be a broadcast channel for
Barnes and Noble, Inc.

• Customer Perspective

• Internal Business Perspective

• Learning and Growth

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Barnes and Noble, Inc.Balanced Scorecard

• Financial
• Goals Measures
• Reduce SA Costs SA / Sales
• Increase Sales Total Retail Sales
• Increase Share Value Earnings Per Share
• Increase Profit Margin Profit / Sales

• Customer Perspective

• Internal Business Perspective

Vision and Strategy

• Learning and Growth

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barnesandnoble.com Balanced Scorecard

• Financial
• Goals Measures
• Increase Shareholder Value Earnings Per Share
• Increase ROI Profit / Assets

• Customer Perspective

Vision and Strategy

• Internal Business Perspective

• Learning and Growth

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Barnes and Noble, Inc.Balanced Scorecard

• Financial

• Customer Perspective
• Goals Measures
• Comfortable reading areas of couches or chairs
• Mail order catalogs of customers orders
• Increase market size of books purchased
• Increase sales of books sold
• Customer satisfaction average of customers
  per day
• Customer acquisition of new customers

• Internal Business Perspective

Vision and Strategy

• Learning and Growth

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barnesandnoble.com Balanced Scorecard

• Financial

Customer Perspective Goals Measures Fast and
convenient purchasing of seconds to
complete an order Books at discounted prices
average book price Distinguish itself of
days to deliver order Customer satisfaction
of successful first- time
delivery Customer acquisition of website
hits Increase market share of people
purchasing books

• Internal Business Perspective

Vision and Strategy

• Learning and Growth

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Barnes and Noble Balanced Scorecard

• Financial

Internal Business Processes Goals Measures On-ti
me delivery Days to fulfill order Efficient
returns processing of returns per hour Shorter
checkout lines Checkout time per customer

• Customer Perspective

Vision and Strategy

• Learning and Growth

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barnesandnoble.com Balanced Scorecard

• Financial

Internal Business Processes Goals Measures On-ti
me delivery Days to fulfill order Increase
inventory of books in stock Increase web
server speed Time to download webpage

• Customer Perspective

Vision and Strategy

• Learning and Growth

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Barnes and NobleBalanced Scorecard

• Learning and Growth

• Customer Perspective

• Internal Business Perspective

Vision and Strategy

• Learning and Growth
• Goals Measures
• Expand operations of new stores per year
• Increase Market Size of new customers
• Improve Employee Programs Employee turnover rate

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barnesandnoble.com Balanced Scorecard

• Learning and Growth

• Customer Perspective

• Internal Business Perspective

Vision and Strategy

• Learning and Growth
• Goals Measures
• Increase of links of alliances
• Increase network member size of new network
  members
• Stay focused on book sales of non-book related
  postings

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