The Balanced Scorecard

1
The Balanced Scorecard KPIs
You cant improve what you dont measure
(Kaplan Norton)
2

• Examples of KPIs might include
• No. of Leads per Month
• No. of Quotes/Proposals per Month
• No. of New Projects Won per Month
• No. of New Customers per Month
• No. of Repeat Customers per Month
• No. of Active Customer per Month
• New Customers/Lost Customers Ratio
• Average Customer Response Time
• Customer Satisfaction Level (survey rating)
• No. of Customer Complaints per Month
• No. of Missed Orders/Lost Orders per Month
• No. of Warranty Calls per Month
• No. of Product Returns per Month
• Total Sales per Customer per Month
• of Market Share
• No. of Customers or Sales per Staff

3

• Examples of KPIs might include
• Total Sales per Service Line per Month
• Total Net Revenue per Month
• Total Net Profit per Month
• Profitability/Sales Ratio ()
• Revenue/Expense Ratio ()
• Stock Turns per Item per Month
• Debt/Equity Ratio
• Interest Coverage
• Current Ratio
• Accounts Receivable Days
• Accounts Payable Days
• Inventory Days
• Return on Assets
• Return on Equity
• Return on Capital Employed (ROCE)
• Share Price

4

• Examples of KPIs might include
• Development of new Products/Services
• No. of New Ideas per Month
• No. of Procedures Documented.
• DIFOT
• No. of Rings before Phone Answered
• No. of Quality Defects
• Pollution/Emission Levels
• Production Costs
• Productivity Improvements
• Wastage Improvements
• Implementation of New Tools/Technology
• Knowledge/IP Management Framework
• Accident/Injury Rate Lost Time
• Community Groups/Projects Sponsored
• Compliance with Regulatory Requirements

5

• Examples of KPIs might include
• Staff Turnover Rate
• Average Length of Service for Employees
• No. of Employees Recruitment Targets
• Absenteeism/Sick Leave Levels
• No. of Training Hours per Staff
• Total Training Cost per Staff Member
• No. of Staff Cross Trained in Skills
• Performance Reviews Completed
• Staff Incentives
• No. of Cross Department Assignments
• Staff Satisfaction Level (survey)

6

• Getting Started
• Identify which metrics to include - need to
  reflect drivers behind SCA, indicators relating
  to
• Revenue Model Cause/Effect, other CSF measures
  of interest important to overall strategies.
• Set the metric, do a baseline calculation (where
  we are today) and set realistic target.
• Determine if reporting systems (Output) and
  business procedures support the gathering (Input)
  
• and presentation of this data/information.
• Need to identify the source of that information
  and ensure its accuracy, completeness and
  timeliness.
• Need to review Balanced Scorecard regularly (ie.
  monthly) to address trouble spots reset
  actions.
• Explore automated tools to assist with reporting
  progress performing analysis EIS One.