We choose four perspectives in the balanced card.
financial perspective
窗体顶端
The financial perspective is the core of the Balanced Scorecard, which is the most valued perspective of the shareholders(Kaplan,1996). For business managers, it is a indicator as for “how the shareholders see us”. Enterprises have different financial goals in different life cycles, as well as specific indicators that are broken down to hit the target. In general, financial targets can be divided into aspects such as income growth, productivity gains, cost reductions, asset utilization, risk management, etc., Different indicators are induced from these aspects, includes the cash flow, margin and revenues.
The financial objectives of sumo salad include increase cash flow, increase grow margin and increase ROI. The target information of the company is selected from the annual report of the company. YDT cash flow from operating, gross margin and return on investment are used to measure these perspectives. Financial perspective does not have specific initiative because the financial objectives are the outcome which is driven by the following perspectives(Langfield-Smith, 2008)
customer perspective
The customer is the foundation of the company, and the customer perspective of the Balanced Scorecard helps companies to identify and measure their own value concept( Lipe,2000).
The objectives of the customer perspective of sumo salad include increase customer satisfaction and provide health salad with reasonable price to customers. These indicators are measured with number of customer feedback on sumo salad’s quality and Google rating from customers based on the healthy salad. Through these indicators, sumo salad will understand the customers taste and their standard for healthy food. It is a non-financial measurement.
The internal business process connects both shareholders and customers. It is needed to establish a complete internal process value chain. Performance measures of internal process are to measure the effectiveness and efficiency in providing goods and services to customers nad achieving financial goals.( Langfield-Smith,2008)
The objects of Sumo salads in terms of process perspectives includes delivering strong leadership culture , encourage entrepreneurs to franchise existing stories and minimise product wastage during production process. These measures are designed to align with the customer objectives and financial objective.
learning and training perspective
The last perspective from the learning and training angle. The learning and training represent an enterprise’s sustainable development ability. The capacity of a company could be referred to human capital(Groot&Selto,2013).
In the case of Sumo salad, in order to increase the human capital, the company set the following objectives, develop employees skills in operating activists, add new products, develop product ideas and designs. These goals are measured by how many percentage of persons attend training sessions and number of new products developed.
Langfield-Smith, K., 2008. Strategic management accounting: how far have we come in 25 years?. Accounting, Auditing & Accountability Journal, 21(2), pp.204-228.
Groot, T. and Selto, F., 2013. Advanced management accounting. Pearson Higher Ed.
Kaplan, R.S. and Norton, D.P., 1996. Using the balanced scorecard as a strategic management system.
Martinsons, M., Davison, R. and Tse, D., 1999. The balanced scorecard: a foundation for the strategic management of information systems. Decision support systems, 25(1), pp.71-88.
Lipe, M.G. and Salterio, S.E., 2000. The balanced scorecard: Judgmental effects of common and unique performance measures. The Accounting Review, 75(3), pp.283-298.
