BALANCED SCORE-CARD

Abhishek Kumar Aishwarya Pratap Singh Lakshay Paul Priyanka Yadav Siddharth Rai Varun Chauhan Vinay Preet Singh

The BSC Framework

The BSC method of Kaplan and Norton is a strategic approach and performance management system that enables organizations to translate a companys vision and strategy into implementation, working from 4 perspective: 1. financial perspective, 2. customer perspective, 3. business process perspective, 4. learning and growth perspective.

FINANCIAL PERSPECTIVE
Kaplan and Norton do not disregard the traditional need for financial data. Timely and accurate funding data will always be a priority, and managers will do whatever necessary to provide it. There is more than enough handling and processing of financial data. With the implementation of a corporate database, it is hoped that more of the processing can be centralized and automated. There is perhaps a need to include additional financialrelated data, such as risk assessment and cost-benefit data, in this category.

CUSTOMER PERSPECTIVE
Recent management philosophy has shown an increasing realization of the importance of customer focus and customer satisfaction in any business. These are leading indicators: if customers are not satisfied, they will eventually find other suppliers that will meet their needs Poor performance from this perspective is thus a leading indicator of future decline, even though the current financial picture may look good. In developing metrics for satisfaction, customers should be analyzed in terms of kinds of customers and the kinds of processes for which we are providing a product or service to those customer groups.

BUSINESS PROCESS PERSPECTIVE

This perspective refers to internal business processes. Metrics based on this perspective allow the managers to know how well their business is running, and whether its products and services conform to customer requirements (the mission). These metrics have to be carefully designed by those who know these processes most intimately; with our unique missions these are not something that can be developed by outside consultants.

LEARNING AND GROWTH PERSPECTIVE

This perspective includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement. In the current climate of rapid technological change, it is becoming necessary for knowledge workers to be in a continuous learning mode. Kaplan and Norton emphasize that 'learning' is more than 'training'; it also includes things like mentors and tutors within the organization

Balanced Score Card: Corporate

Financial service To satisfy our Stakeholders , what Financial objectives must we accomplish customer Who are our target customers? What is our value proposition

Learning & Growth What capabilities & tools our employees require To help them execute our Strategy

Internal Process To satisfy our customers in which internal business process must we excel

Balanced Scorecard: NGOs, Non-profits, Governments

Internal Process To satisfy our targets, in which internal processes must we Excel? Financial To fulfill the mission, What Financial, how do We fund internal Processes? Mission Who are our targets? What is our value proposition?

Length & Growth What capabilities and tools do our staff require to help them execute our strategy?

TATA CONSULTANCY
Tata group one of the Indias largest industrial conglomerates and the most respected brands. Leading IT/Consultancy company Offers a consulting-led, integrated portfolio of IT and IT-enabled services delivered through its unique Global Network Model Over 143,000 of the worlds best trained IT consultants in 42 countries Revenue of $6.0 billion(fiscal year ending 31 March 2009).

TCS- Balanced Scorecard

Financial Goals
1. Revenue & Growth 2. Collections 3.Revenue Growth

Customer & Markets

1. New customers 2. Growth in existing customers 3. Customer satisfaction 4.New markets

Vision & goals

Learning & Development
1.Training 2.New Technologies 3. Knowledge management 4. Employee satisfaction

Delivery Goals/ Internal

1.Quality of management 2.Quality of delivery 3. Strategic technologies

Walmart
Founded in 1962, first Wal-Mart discount store in Rogers, Ark. Incorporated as Wal-Mart stores, Inc. on Oct. 31, 1969 International company in 1991, first Sams club near Mexico City. Ranked first among retailers in Fortune Magazines 2009 Most Admired Companies survey.

Walmart- Balance Scorecard

financial
Profitability Revenue

Customers
Cost leadership Operational Excellence VISION

Internal Business process

Use of technology Process innovativeness Excellent Logistics

Continuous service quality monitoring Upgradation of Employee Skills

Learning & Growth

CONCLUSION
BALANCE SCORECARD BRINGS ALL THE FUNCTIONS OF ORGANISATION LIKE MARKETING , FINANCE , HR , AND PRODUCTION , R&D TO WORK COLLABORATELY AND ACHIEVE VISION.

THANK YOU