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1. Yo u r C o m p a n y N a m e
BSC
Strategy Map

2. Content
2
01 A brief
02 Need for Balanced Scorecard
03 BSC - Perspectives
04 BSC Perspectives - Measurement
05 Balanced Scorecard Implementation
06 BSC Strategy Map
07 Scorecard - Departmental Level
08 BSC Execution Framework
09 Performance Dashboard

3. 3
Concept
A performance metric used in strategic management to
identify and improve various internal functions of a
business and their resulting external outcomes
Used to measure and provide feedback to organizations. Data
collection is crucial to providing quantitative results, as the
information gathered is interpreted by managers and executives,
and used to make better decisions for the organization
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4. Focuses on future
performance
Improves Organization
Performance
Increases focus on
strategy & results
Improves communication of
vision & strategy
Prioritize Projects/
Initiatives
Align organization
strategy with workers
Why BSC?
4
Need for BSC
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5. BSC - Perspectives
5
Perspective Generic Measurements
Financial Return of Capital Employed, Economic value added, Sales growth, Cash flow
Customer Customer satisfaction, retention, acquisition, profitability, market share
Internal Business Process
Includes measurements along the internal value chain for:
▪ Innovation- measures of how well the company identifies the customers’ future needs.
▪ Operations- measures of quality’, cycle time and costs.
▪ Post Sales Service- measures for warranty, repair and treatment of defects and returns.
Learning and Growth
Includes measurements for:
▪ People- employee retention, training, skills, morale.
▪ Systems- measure of availability of critical real time information needed for front line employees.
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6. BSC Perspectives - Measurement
6
Measures Targets InitiativesObjectives
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Measures Targets InitiativesObjectives
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Measures Targets InitiativesObjectives
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“To succeed financially, how should we
appear to our shareholders?”
Financial
“To satisfy our shareholders and customers,
what business processes must we excel at?”
Internal Business Process
“To achieve our vision, how will we sustain
our ability to change and improve?”
Learning and Growth
Measures Targets InitiativesObjectives
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To achieve our vision, how should we
appear to our customers?”
Customer
Vision &
Strategy
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7. Balanced Scorecard Implementation
7
Position of scorecard in company process
Implementation
Review of Target
Achievement
Financial
perspective
Internal Perspective
Learning & Growth
Perspective
Customer Perspective
Business Strategy
Specify Goals
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8. BSC Strategy Map
8
Customer Satisfaction
Improve Shareholder Value
Revenue Growth Strategy Shareholder Value ROCE Productivity Strategy
Build Franchise
New Revenue Sources
Increase
Customer Value
Customer Profitability
Improve
Cost Structure
Cost Per Unit
Improve
Asset Utilization
Asset Utilization
“Be a Good Corporate
Citizen” (Environmental
Processes)
“Achieve Operational
Excellence”
(Operational Processes)
“Increase Customer Value”
(Customer Management Processes)
“Build the Franchise”
(Innovation Processes)
Customer Value Proposition Operational excellence
ProductService Attributes
Price Quality Time Functionality
Relationship
Service Relationships
Image
Brand
Customer RetentionCustomer Acquisition
Product Leadership
Customer Intimacy
A Motivated and Prepared Workforce
Climate for ActionStrategy Competencies Strategic Technologies
Customer Value
Perspective
Internal
Perspective
Learning and
Growth Perspective
Financial
Perspective
Product Leadership
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9. Scorecard - Department Level
9
What technologies and business opportunities/challenges are emerging?
Business value
Goals Measures
Internal Process
Goals Measures
Future
Readiness
Goals Measures
User Orientation
Goals Measures
Internal efficiency
+
Customer satisfaction
=
service success
What must we
excel at?
How can we continue to improve
and create value?
How do users
see us?
What can we do meet the future
needs of users?
How do we look to
management?
Are we satisfying user
needs?
Are we working
efficiently?
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10. Scorecard - Department Level (Example)
10
Financial
Goals Measures
Maximize value at
least cost
Cost to Spend Ratio
Maximize cost Savings
Purchasing
influenced savings
Timely payments
Delinquent
payment penalties
Maximize Productivity Ratios
Internal Business
Goals Measures
Acquisition Excellence
Assessment of internal
quality systems
Accurate, timely and
effective data collection
Assessment of
management information
systems
Customer
Goals Measures
Timeliness
On time delivery as defined
by customer
Quality
Quality of product/service
as defined by customer
Service/ Partnership
Responsiveness as defined
by customer
Learning & Growth
Goals Measures
Meet present
mission goals
Self-assessment for
continuous improvement
Meet future mission goals
Self-assessment for
strategic/ tactical planning
Employee Empowerment
Goals Measures
Quality of workforce Self Assessment
Quality of work
environment
Quality of environment as
defined by workers
Executive leadership
Quality/integrity of
Leadership as defined by
workers

11. Strategy Map Balance Scorecard Actions Plan
Process: Manufacturing Excellence
Objectives Measurement Target Initiative Budget
Theme: ROCE > xx%, Volume = xx,xxx units
Long term Shareholder Value ROCE > xx%
Operating Cost & Efficiency Cost / Unit Efficiency Monthly Monitoring
Capacity Utilization % Utilization Weekly / Monthly Monitoring
Improve Productivity Grow Revenue Capability Utilization
Trial Production
Spare Parts Production
Monthly Monitoring
Brand / Image Warranty Cost Weekly / Monthly Monitoring
Offer product & services that are consistent, timely and low
cost
Low Cost Manufacturing Man-hour per Unit Weekly Monitoring
World-Class Quality Standards Defect per Unit Daily Monitoring
World-Class Delivery Timing Sales Delivery Daily Monitoring
Low cost Word class Knowledge & Skilled Partner Direct Pass Rate Daily Monitoring
High Customer Satisfaction Market Feedback Weekly Monitoring
Customer satisfaction Enhance brand
Reinforce Brand Image Sales Volume Monthly Monitoring Prod. & Sales Mtg.
Ensure operational excellence as well as being socially
responsible
Productivity Cycle Time
Hourly Monitoring
Delivery
Meet Daily Plan
VVIP Daily Monitoring
Daily Monitoring
Continuous Improvement
KAIZEN
ICC
Monthly Follow-up
Specific Programmed
Operational Excellence Process Innovation NPI Timely Introduction Weekly Follow-up
Safety & Health
Industrial Accident
Commuting Accident
Cross Audits
Defensive Driving
Alliances with SBUs Socially Responsible
Environment
Toxic Waste Disposal
ISO 9002
Facility Readiness
Certification
Strategic jobs & systems Develop the Necessary Skills R&D Development Training & Skill Build-up
Skills Info , system Information Systems Availability ALC, Procurement, Financial Set-up, Test & Validation
BSC Execution Framework
11
Financial
Perspective
Customer
Perspective
Internal
Perspective
Learning &
Growth
Perspective
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12. Performance Dashboard
12
Financial Perspective
0
20
40
60
80
100
120
140
InPercentage(%)
Actuals Target Trends
50
100
0
August
Comments
After a poor start the financials are picking
up with a general trend upwards. Need to
recognise the workforce are over utilised.
Internal Perspective
0
20
40
60
80
100
120
InPercentage(%)
Actuals Target Trends
50
100
0
August
Comments
Generally below target we are not
recruiting fast enough and existing staff
have too many roles.
Customer Perspective
0
20
40
60
80
100
120
140
InPercentage(%)
Actuals Target Trends
50
100
0
August
Comments
General trend is upwards however we are
seeing a sharp decline this month. May be
connected to over-utilisation.
For the month of Aug’19
Learning & Growth Perspective
0
20
40
60
80
100
120
InPercentage(%)
Actuals Target Trends
50
100
0
August
Comments
After a good recovery in July we are
seeing another decline in August.
Focused attention must be placed on
training programmes.

13. BSC Strategy Map Icons Slide
13

14. Additional
Slides
14

15. Our Mission
15
Our Goal
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Our Mission
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audience's attention.
Our Vision
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audience's attention.

16. 16
Meet Our Team
Name Here
Designation
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Name Here
Designation
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17. About Us
17
Preferred by Many
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your audience's attention.
Target Audiences
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your audience's attention.
Value Clients
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your audience's attention.

18. Timeline
18
2016 201920182017 2020
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19. Comparison
19
60% Male
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Female 40%
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Vs

20. Thank you
20
# street number , city , state
Address
emailadderess123@gmail.com
Email Address
# 0123456789
Contact Number