The Balanced Scorecard is a framework that helps organizations visualize their strategy and translate it into operational objectives across four perspectives: financial, customer, internal processes, and learning and growth. It includes both financial and non-financial metrics that cover past, present, and future periods, as well as internal and external metrics that are causes and effects. The document provides an example of how Disney used the Balanced Scorecard across the four perspectives, including objectives, metrics, and targets for each perspective. It also outlines action plans and initiatives for each perspective.

1. Balanced Scorecard
Rama P. Renspandy (2509100060)
Randa Tio Alexi (2509100082)

2. Overview
• Strategi adalah salah satu bagian vital dalam
pencapaian tujuan dari sebuah organisasi
• Implementasi strategi bukan hal yang mudah
• Diperlukan adanya visualisasi strategi
Create the
Strategy
Implement
the Strategy
Visualise the
Strategy

3. Balanced Scorecard
a framework that helps organizations
visualize its strategy and translate the
strategy into operational objectives that
drive both behavior and performance

4. Con’t
• Mencakup indikator finansial dan non-finansial
• Mencakup indikator masa lalu, masa kini, dan
masa depan
• Mencakup indikator internal dan eksternal
• Mencakup indikator penyebab (cause) dan akibat
(effect)

5. 4 Perspektif BSC
FINANCIAL/REGULATORY
To satisfy our constituents,
what financial & regulatory
objectives must
we accomplish?
CUSTOMER
To achieve our vision,
what customer needs must
we serve?
INTERNAL
To satisfy our customers and
stakeholders, in which business
processes must we excel?
LEARNING & GROWTH
To achieve our goals, how
must we learn, communicate
and grow?

6. Strategy Map Disney
FINANCIAL
PERSPECTIVE
CUSTOMER
PERSPECTIVE
INTERNAL
PERSPECTIVE
LEARNING &
GROWTH
Profitability, Operating Efficiency, Revenue
Stakeholder Satisfaction, Attract Customer,
Retaining Customer
Employee and Assets, Management
Process, Administration Systems
Technical Aspect, Human Resource,
Relationship

7. BSC Disney (1)
FINANCIAL PERSPECTIVE
OBJECTIVE MEASUREMENT TARGET (KPI)
Company Assets Increasing Company Assets
A Number of New Assets Listed
Every Year
Operating Efficiency
Improved Operating
Efficiency
Receiving ISO Certified
Annual Revenue Growing Annual Revenue
Increasing Annual Revenue
Number
New Investor More Potential Investor Increasing Investor Number

8. BSC Disney (2)
CUSTOMER PERSPECTIVE
OBJECTIVE MEASUREMENT TARGET (KPI)
Increase Stakeholder Satisfaction
Accomodating Stakeholder
Needs
Realizing All Stakeholder Needs
New Customers
Attracting Even More
Customers
A number of New Customer Every
Time
Customer Loyalty
Retaining Usual Customer
Loyalty
Static Data of Old Customer
Recorded
Improving Customer Service
Worldwide
Good CS Response
Worldwide
Achieving Good Customers
Review

9. BSC Disney (3)
INTERNAL PERSPECTIVE
OBJECTIVE MEASUREMENT TARGET (KPI)
Retaining Skillful Employee And
Assets
Re-Contract Skillful
Employee
Retaining All The Skillful
Employee
Boosting Management Process
Improvement
Performance Appraisal Increasing Development Graphic
Administration Systems Accountable Adm. Systems
Adm. Systems subReport per
week
Fast Employee Regeneration Upgrade Worker Positiion
A number of new employee per
year

10. BSC Disney (4)
LEARNING & GROWTH
OBJECTIVE MEASUREMENT TARGET (KPI)
Sustainable Technical Aspect
Eligible For Technical
Standart
Attaining ISO Certified
Sustainable Human Resource Aspect
Eligible For Minimum
Standart
Getting Job Certification
Developing Skill & Employee
Productivity
Employee Skill &
Productivity
Getting Job Certification
Healthy Relationship Strengthen Relationship All Employee Participating

11. Action Plan (1)
FINANCIAL PERSPECTIVE
INITIATIVE
Expense Money To Buy
Compromising Assets
Standardizing Every Operating
Aspect
Cutting Off Unneccessary Expenses
Promoting to A New Market
Potential Investor
CUSTOMER PERSPECTIVE
INITIATIVE
Making A Worldwide Suggestion
Box
Promoting and Giving Reward To
Customer
Make Disney Club For The
Customer
Promoting and Giving Reward To
Customer

12. Action Plan (2)
INTERNAL PERSPECTIVE
INITIATIVE
Increase The Salary and Allowance
Applying Performance Appraisal To
Employee
Making Adm. Detailed Report
Every Transaction
Recruiting And Upgrading the Old
Worker Post.
LEARNING & GROWTH
INITIATIVE
Make World Class Standart
Operational Proced.
Job Training Intercourse
Job Training Intercourse
Making Intimate Meeting/Vacation
Program

13. Action Plan (2)
INTERNAL PERSPECTIVE
INITIATIVE
Increase The Salary and Allowance
Applying Performance Appraisal To
Employee
Making Adm. Detailed Report
Every Transaction
Recruiting And Upgrading the Old
Worker Post.
LEARNING & GROWTH
INITIATIVE
Make World Class Standart
Operational Proced.
Job Training Intercourse
Job Training Intercourse
Making Intimate Meeting/Vacation
Program

14. Thank You
"You get what you measure. Measure the wrong
thing and you get the wrong behaviors"
(John H. Lingle)