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The customer perspective within the Balanced Scorecard

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On the Customer perspective of the Balanced Scorecard you need to reflect expectations of: Partners dealer, distributor , and Customers For example, in health care industry you put here not only expectations of patients, but of physicians as well. Strategy formulation and description might be a time-consuming project even for an experienced strategist. This Strategy Scorecard Wizard will make the whole process fast and intuitive.

For now, all of the discussed ideas might sound like very complex ones. Check out the training schedule and details. Use Customer Perspective discussed in this article as a starting template for your own scorecard! Access this example scorecard online or download. Last updated on June 18, , first posted on May 20, by Aleksey Savkin. This website uses cookies to improve your experience. We'll assume you're ok with this, but you can opt-out if you wish.

Thank you for sharing! Send this to a friend Your email Recipient email Send Cancel. More in Introduction to BSC A Financial Perspective of the Balanced Scorecard There are normally no problems with defining objectives for the financial perspective of the Balanced Scorecard for profit-oriented organizations. Out of the entire population purchasing our product, market research helps us identify those clients that are beneficial to our organization.

Once a business has identified its market segments it can set up the objectives and indicators to be monitored within the Balanced Scorecard. According to Kaplan and Norton, customer perspective indicators can be divided into two categories: The customer core indicators are the ones that all companies want to use, namely: The differentiators are performance driver indicators, the ones that the company monitors in order to maximize the value of the core indicators.

The latter indicators focus on product attributes, customer relationship, the image and reputation of the company. The selection of the performance driver indicators, as opposed to the customer core indicators, is more sensitive to strategy authenticity. There is no balance scorecard that standardizes differentiators. These indicators, ultimately, focus on providing value to customers while nurturing the competitive advantage an organization has over the other.

The Balanced Scorecard is not a standardized template. Organizations have to put it to work independently. Thus, the balanced scorecard retains traditional financial measures, but, in addition, includes success metrics that allow management to view customer relationships, employee activity, supplier roles and process capabilities.

More than just a measurement system, the balanced scorecard enables organizations to clarify vision and strategy, and translate those into action. The format provides a simple, comprehensive and focused approach to measure success around both the internal business processes and external outcomes in order to continuously improve strategic performance and results.

The balanced scorecard describes specific measures and performance commitments that track progress not only to concrete, current-year business plans, but also to the strategic three-to-five-year goals of the company.

Following is the outline of a model for developing a balanced scorecard and the next level of detail for each of the four perspectives. The model was developed for a financial institution and should act as a practical example for building a balanced scorecard.

First are the places from which to derive balanced scorecard metrics for each of the four perspectives:. Consider the following three questions in regard to each of the four perspectives:. The adjacent table is just an example of the metrics in a balanced scorecard, but it does provide the most important elements for successful use of the tool. Ultimately, the value of the balanced scorecard is directly proportional to its usability and relevance in a company. Continuous improvement only occurs when an organization knows:.

Therefore, metrics must be developed based on the priorities of the strategic plan, which provide information that managers care about most and can actually take action on. Before posting, create an account!

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According to what we see daily, 'Customer' is one of the most problematic perspectives of the Balanced Scorecard framework. And it is not customer KPIs that cause strategists the most problems One needs to clearly understand: Who is the 'customer'.

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The balanced scorecard demands that managers translate their general mission statement on customer service into specific measures that reflect the factors that really matter to customers. Customers’ concerns tend to fall into four categories: time, quality, performance and service, and cost.

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In the past, the customer perspective was not the focal point of the Balanced Scorecard, as companies believed product performance and technology innovation to be the backbones of business success. Nowadays, both of these take a backseat to customer satisfaction. The Balanced Scorecard introduced customer metrics into performance management systems. Scorecards feature all manner of wonderful objectives relating to the customer value proposition and customer outcome metrics—for example, market share, .

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Customer Service Balanced Scorecard Use this example of a Customer Service Balanced Scorecard as a starting point to build your own strategy map and KPIs, align the operations of customer service with overall strategy, and measure the performance with KPIs. & Associates Balanced Scorecard for Customer Support recognizes the strains placed on the organization by including apparently contradictory outcomes – such as reduced cost and increased customer loyalty – in the same model.