| | | BASIC BALANCED SCORECARD TEMPLATE | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 3 |
| | | COMPANY A |
| | | ADDRESS | Miami, Florida | | | | CITY | | Miami | | STATE | Florida | ZIP | 33101 |
| | | | STRATEGIC OBJECTIVES | KEY PERFORMANCE INDICATORS | | TARGETS | | | | INITIATIVES |
| | | | | | | YEAR 1 | YEAR 2 | YEAR 3 | | PROGRAMS/INITIATIVES | | | BUDGETS |
| | | FINANCIAL | Increase in Gross Profits | Gross Profits | | 15% | 20% | 25% | | Decreasing the Cost of goods sold throgh Changing of existing suppliers for different goods. | | | $500 |
| | | | Increase in Net Profits | Net profit | | 15% | 20% | 25% |
| | | | Increase in Revenues | Revenue | | 5% | 10% | 15% |
| | | | Decrease in COGS | Cost of Goods Sold | | 5% | 5% | 7% |
| | | | Increasing the flow of cash | Cash flow | | 5% | 7% | 10% |
| | | CUSTOMER | Increasing the customer retention rate | Customer retention rate, CSAT and CES scores | | 5% | 10% | 15% | | Frequent flyer programs and reducing the avergae fare from $450 to $425. | | | $1 million |
| | | | Acquiring more customers | Tickets per customer | | 5% | 7% | 10% |
| | | | Increasing the Seat occupancy rate | Number of tickets sold | | 10% | 12% | 15% |
| | | | Increase in destinatinations served | CSAT and Number of tickets sold | | 2 | 2 | 2 |
| | | | Enhancing check-in and baggage handling | CSAT and Number of tickets sold | | Online checking facility | Mobie application upgradation | Complete online and offline infrastructure |
| | | INTERNAL PROCESSES | Improving the ticket reservation system | Sales Revenue, CSAT and CES Scores | | 5% | 7% | 10% | | Introduction of In-house HR and Accounting department. Buidling of complete online infrastructure for the ticket reservation system throug webportal and mobile application. | | | $80,000 |
| | | | Introduction of E-tickets | Sales Revenue, CSAT and CES Scores | | 5% | 7% | 10% |
| | | | Decrease in operating costs through introduction of In-house accounting | Operating cost | | 5% | 5% | 5% |
| | | | Introducing In-house HR department | Operating cost and turnover rate | | 5% | 7% | 10% |
| | | LEARNING | Decreasing the turnover rate | Employee Satisfaction Score | | 5% | 7% | 10% | | Enhanced, compulaory and rigorous training initiatives. | | | $50,000 |
| | | | Hiring employees with higher degrees | Job performance and CSAT | | 5% | 7% | 10% |
| | | | Increasing customer service training | Revenue and CSAT | | 10 hours | 10 hours | 10 hours |
| | | | Compulsory Quality control training | Revenue and CSAT | | 10 hours | 10 hours | 10 hours |
| | | | Increasing regulation refreshers | Client substitutions | | 22 hours | 22 hours | 22 hours |
AK05
BalanceScorecardCompanyA.xlsx
