1.
BSC
Case Studies
John KYRIAZOGLOU, CICA, B.A (Hon.)
November 2016

2.
Summary
This book describes 4 examples of using the Balanced Scorecard
Framework by two private sector companies and two public
organizations.
These case studies are:
1. Case Study 1: Implementation of Strategic Controls with the
BSC model for a Bank
2. Case Study 2: Implementation of Strategic Controls with the
BSC for a Petrochemical Refinery company
3. Case Study 3: Implementation of Strategic Controls with the
BSC for a Public Energy Utility
4. Case Study 4: Implementation of Strategic Controls with the
BSC for a Public Sector Organization (Ministry)
For more examples, see: Robert S. Kaplan & David P. Norton:
The Strategy–Focused Organization, Harvard Business School
Press, 2001.

3.
Case Study 1: Implementation of Strategic Controls
with the BSC model for a Bank
This case study is based on the Balanced Scorecard Model and it
describes the strategic controls for a Banking Corporation, for the
four classical BSC perspectives, as defined by Kaplan & Norton:
Financial; Customer; Internal Process and Innovation & Learning.
FINANCIAL Perspective
Strategic Objectives Strategic Controls (Measures)
Financial performance
Stock Price
Cash Flow
Profit/Business Function
Total Profit/Total Revenue
ROI: Return on Investment
ROCE: return on capital employed
CUSTOMER Perspective
Strategic Objectives Strategic Controls (Measures)
Increase Customer Satisfaction
Customer Retain Ratio
Customer Satisfaction Survey

4.
INTERNAL PROCESS Perspective
Strategic Objectives Strategic Controls (Measures)
Innovative Products/Services
Creation
Acceptance of new
products/services
New products/service cycle time
Improve Customer understanding Time spent with the Customers
INNOVATION & LEARNING Perspective
Strategic Objectives Strategic Controls (Measures)
Strategic Information Creation Strategic Information Availability
Improve Employee Skills
Number of specialised seminars
Cost of Seminars
Strategic Skills Availability

5.
Case Study 2: Implementation of Strategic Controls
with the BSC for a Petrochemical Refinery company
This case study is based on the Balanced Scorecard Model and it
describes the strategic controls for a Petrochemical Refinery
Corporation, for the four classical BSC perspectives, as defined by
Kaplan & Norton: Financial; Customer; Internal Process; and
Innovation & Learning.
FINANCIAL PERSPECTIVE
Strategy: Financial Development
Strategic Objectives Strategic Controls (Measures)
Maximize the performance of used
capital
ROCE: return on capital employed
Improve the use of current assets Cash flow
Increase profit Net profit
CUSTOMER PERSPECTIVE
Strategy: Customer satisfaction
Strategic Objectives Strategic Controls (Measures)
Continuous customer
improvement
Market share

6.
INTERNAL PROCESS PERSPECTIVE
Strategy: Improve operations and quality
Strategic Objectives Strategic Controls (Measures)
Improve plant operational
performance
Hours of non-programmed
operational disruptions per year
Production of goods and services
according to schedule and quality
specifications
Number of orders in error per year
Improve plant working conditions Number of accidents per year
Improve the management of
warehouse materials
Materials used per product
Cost of not moved warehouse
items
Cost of not used warehouse items
INNOVATION & LEARNING PERSPECTIVE
Strategy: Ready and motivated employees
Strategic Objectives Strategic Controls (Measures)
Improve employee working
climate
Employee satisfaction survey
Improve employee skills
Number of seminars
Cost of seminars

7.
Case Study 3: Implementation of Strategic Controls with the
BSC for a Public Energy Utility
This case study is based on the Balanced Scorecard Model and it
describes the strategic controls for a Public Energy Provision
Utility listed in various Stock Exchanges, for the four classical
BSC perspectives, as defined by Kaplan & Norton: Financial;
Customer; Innovation & Learning; and Internal Process.
FINANCIAL PERSPECTIVE
Strategy: Manage costs
Strategic Objectives Strategic Controls (Measures)
Improve operational performance Total cost of fuels consumed by
unit of energy product sold
Improve used capital ROI and ROCE
CUSTOMER PERSPECTIVE
Strategy: Build customer loyalty
Strategic Objectives Strategic Controls (Measures)
Keeping and increasing customers Number of sales per month
Improve reliability Number of disruptions per month

8.
INNOVATION & LEARNING PERSPECTIVE
Strategy: Build employee commitment
Strategic Objectives Strategic Controls (Measures)
Improve security of work Number of accidents per year
Improve personnel skills % of employees who have
achieved their annual targets
Increase personnel commitment Personnel commitment on the
basis of surveys undertaken
INTERNAL PROCESS PERSPECTIVE
Strategy: Build the business
Strategic Objectives Strategic Controls (Measures)
Maintain investor confidence Net revenue

9.
Case Study 4: Implementation of Strategic Controls with the
BSC for a Public Sector Organization (Ministry)
This case study is based on the Balanced Scorecard Model and it
describes the strategic controls for a Public Organization (e.g.,
Ministry), for the four public sector BSC perspectives, as defined
by Kaplan & Norton: Results, Customer, Internal Process, and
Personnel Development.
RESULTS PERSPECTIVE
Strategy: Effective support of Government Policy
Strategic Objectives Strategic Controls (Measures)
Improve support of Government
Policy
Acceptance of recommendations
made
Number of recommendations per
year
Response time
Reduce operational cost % cost reduction per year
CUSTOMER PERSPECTIVE
Strategy: High quality services to citizens and enterprises
Strategic Objectives Strategic Controls (Measures)
Improve service
Response time, errors, complaints,
etc.
Number of procedures improved

10.
INTERNAL PROCESS PERSPECTIVE
Strategy: Improved procedures and systems
Strategic Objectives Strategic Controls (Measures)
Improve systems development
Implementations on time and budget
Systems accepted and put to
operation
Number of quality errors
Improve systems operation Operational errors
Improve communication with
‘customers’
Number of press announcements
Number of WEB interactions
Number of customer meetings held
Number of customer feedback
surveys
PERSONNEL DEVELOPMENT PERSPECTIVE
Strategy: Effective improvement of working conditions
Strategic Objectives Strategic Controls (Measures)
Objective personnel evaluation Personnel complaints resolved
Effective personnel training
Training hours, seminars, cost
% personnel satisfied with the
training taken

11.
DISCLAIMER
Any mention or reference of organizational entities, commercial
products, standard methodologies, standards, handbooks, guides,
guidelines, policies, forms, procedures, documents, processes,
models, software, tools, plans, measures, techniques, ideas,
declarative statements, etc., (collectively termed ‘objects’), within
this book, is solely done for information and educational purposes.
This mention or reference does not imply any recommendation or
endorsement by the authors and publishers of this book that these
‘objects’ are best suited or even at all relevant for the purposes of
any organization (public, private, etc.). All such organizations
should independently evaluate and assess these ‘objects’ before
determining whether to customize and use these ‘objects’ in their
unique corporate operating environment and socio-economic
context.