BALANCED

SCORECARD
SUBMITTED TO: DR. AFSHAAN NAVEED
SUBMITTED BY: SHAZADI RAMEEN ARSHAD ASSIGNME
NAVEED ALAM KHAN
MUHAMMAD MUSA NT:04
AKBAR HUMAYUN ASGHAR
M.IZAZ QAISER
 What is the Balanced Scorecard?
The Balanced Scorecard or BSC is a system for strategic planning and management that is used by
organizations to track the execution of activities. The balanced scorecard is used to communicate desired
results, align work in accordance with those desired goals, as well as to prioritize and monitor projects
and progress to achieve strategic targets.
 History of Balanced Scorecard
As stated by the Author M.Schneiderman first balanced scorecard was used in 1987 by a company
named Analog Devices. The company produced semiconductors. The balanced scorecard evolved
between 1986 to 1992. The first balanced scorecard used by the company was as a result of their five-
year strategic planning process to cover the related (TQM) activities. Arthur was the process owner for
BSC and non-financial performance measurement. However, Robert Kaplan and David Norton are
largely attributed as the creators of the balanced scorecard, which they introduced in a 1992 article for
the Harvard Business Review.
 Putting the Balanced Scorecard to Work – 4 Key
Elements of the Balanced Scorecard
The key elements of the balanced scorecard enable an organization to implement strategy mapping,
as well as track and manage strategic activities. There are four key elements of the balanced
scorecard model.

CUSTOMER PERSPECTIVE
NANCIAL PERSPECTIVE
BSC is also useful for analyzing data Balanced scorecard is also used for
related to sales, income and checking the level of customer
expenditures to evaluate financial satisfaction in line with the price,
performance. availability and quality of the offered
products or service.

INTERNAL PROCESS LEARNING/GROWTH

PERSPECTIVE
Business processes are evaluated PERSPECTIVE
The balanced scorecard is used for
by analyzing efficiency of learning and growth analysis by
manufactured products and the looking at resources available for
operational management is training and knowledge. This
reviewed to watch out for delays, entails looking at how information
gaps, bottlenecks, waste of is used by employees to achieve a
resources, etc.. competitive advantage
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 How do I make a Balanced Scorecard?
You can create a balanced scorecard by answering some basic
questions regarding the vision of the organization, the four BSC
perspectives, link these perspectives and then share and
communicate your BSC.
1. The Vision Category 4

The first is to determine the vision of the company, as it is at the

center of BSC. The vision and goals are the first step in making a
balanced scorecard.
Lorem ipsum dolor sit amet, consectetur Category 3
2. Four Perspectives
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You can place the above mentioned four perspectives in
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diagrammatic form to create a BSC. These include; the capacity of
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the organization (growth and learning), processes (and their Category 2
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efficiency), customer satisfaction (or the lack of it) and financial data
(to evaluate financial performance.
3. Link Perspectives
You can do this by linking the four perspectives using arrows. Define Category 1

your goals and objectives, measures and targets along the way.
4. Communicate 0 1 2 3 4 5
Finally, communicate the balanced scorecard to outline the initiatives
and actions for short-term actions and long-term strategic objectives.

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 BALANCE SCORECARD-EXAMPLE
FINANCIAL CUSTOMERS INTERNAL LEARNING
BUSINESS AND GROWTH
PROCESSES

HIGH AND EVEN DELIGHTED QUALITY LEARNING AND STRATEGIC

EARNINGS CUSTOMERS EQUIPMENT DEVELOPMENT AIMS
AND PROCESS OF EMPLOYEES

% MARKET SHARE  NO. OF  EQUIPMENT SKILLS MATRIX STRATEGIC

VISITORS TURNOVER MEASURES
 VISITORS  MAINTENAN
COMMENTS CE MONITOR
 NO OF
ACCIDENTS

 REDUCE VARIES DRIVE  WELL EMPLOYEE CRITICAL

SEASONALITY SITES MAINTAINED TRAINING SUCCESS
 INCREASE MARKET KIT FACTORS
SHARE  CARS
TURNOVER

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 KPIS INDICATORS

Objectives Target Current

High Cost 4.56/5 4.52/2

Retain Customers 340 337

Fulfill Customer Needs 3/10 2.6/10

Loyalty Program 27% repeat 20% repeat

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 STRATEGY MAPPING
    Delighted customers    
Stake-holders

    Quality Equipment and    

Internal Processes

processes

Training of employees        
Learning & Growth

Investment In human capital   Investment in Investment to increase  

maintenance of kits variety of drive sites
Financial

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 STRATEGY MAPPING

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THANK YOU