Question

The table shown below contains a variety of performance measures that companies might use as internal business process measures in their balanced scorecards. Each measure is accompanied by a + or − to indicate whether the performance measure should increase or decrease over time.


Required:

For each measure, place an X in one of the three columns to indicate whether the measure would most likely be adopted by a company pursuing a strategy focused on operational excellence, product leadership, or customer intimacy.

Item Operational Excellence Product Leadership X Customer Intimacy Ex. Number of patents approved (+) 1. Delivery cycle time (-) 2. Number of new products designed (+) 3. Average contact hours per customer (+) 4. Non-value-added activity costs (-) 5. Percent of suppliers with long-term contracts (+) 6. Number of modular product designs (+) 7. Number of customized products co-designed with customers (+) 8. Defect-free units as a percentage of completed units (+) 9. Number of options available for customers to choose from (+)

Answer 1

Balance Score card. Balance deore Carol Established by Mortan and Kaplan it is det of financial and non financial measure relating to Critical success factor. As management tool it help companies to assess orrall pevermance , improvement of operation process and brable momegement to descolo better plan fer émprovement. Major Components of balance Scorecard " Coustomer frespective. be how do Customer su us internal business perspective ire what we must ليعية emoration and learning perspective .ie. can we continue to emprove and create value

2 e financial for perspective te how do we look to our Shareholder - detail enplanation about internal burinen prospective : Companies identify procen and actiuity which are necessary to achieve the objective identified at financial prospective and customer pas puspective. as Strategy Product leadership is a compelitive stratigy in which companies build a culture that continuously that continuously brings best products for customer.. 00 customer intimacy! - is built around the idea of putting cesternes at priority which helps en berning customers better + and en result business boost and increase enfurn.

sue of value fix that to the customer and ef breaks down. when operational Bercellence ! - 3 when dach and every Employee can flow flow tog providing (Answer) Measures that most likely be adopted by a Company pursuing strategy focused on operational Excellence Product leadership C a ΟΥ customer intimacy. operational Product leadership treellence Customi intina х (1) Delivery cycle (-) time Delivery cycle time reduced can help to achieve operational Excellence where goods reached to Customer on time. 2) Number of new Ano duets designed (+) X so

product designed increasement helps to achieve product leadership in market by providing variety of product to custome. X 3) Average contact howalt) per customer Average contact tour per customes increasement helps to achieve Customer intimacy by providing Easily and Early response to Quaries of customer. W Non value added cost it X Mon value added cost de reducing helps to achieve operational bucellence because if increase revenue of companies . by providing best cetili gallon of resource Early in value added activity which the non value added activity.

(s) percent of suppres fum Contract (t) with long als increasment helps to achieve operational Encellence by providing Supplier in longterm. (6) Number of modular product design (+) of increasement helps to achieve produch leadership strategy (H number of Customized Product co-designed with customer (+) et increasement helps to achieve customer intimacy.

8 Spect free presentage an of completed undt et it increasement helps to achieve operational bcellence by providing quality product to their customer. (9) Number of options available for customer to choose from from (t) its increasement helps to achieve customes intimacy by prowidling wariety of option to customer.