follow: • Hours of credit consultant training Average card member spending Return on equity Number of Internet features Investment in information technology Cards in force Revenue growth • Number of card choices • Number of merchant signings • Earnings growth Number of new card launches For each measure, identify whether the measure best fits the learning and growth, internel cesses, customer, or financial performance perspective of the balanced scorecard. EX 28-3 Building a balanced scorecard Obj. 2 Eat-n-Run Inc. owns and operates 10 food trucks (mobile kitchens) throughout metropolitan Los Angeles. Each food truck has a different food theme, such as Irish-Mexican fusion, traditional Mexican street food, Ethiopian cuisine, and Lebanese-Italian fusion. The company was founded three years ago by Juanita O'Brien when she opened a single food truck with a unique menu. As her business has grown, she has become concerned abc her ability to manage and control the business. O’Brien describes how the company was but, s key success factors, and its recent growth: Chapter 28 Tas Balacced Scorecard and Corporate Social Responsibility 14 I built the company from the ground up. in the beginning it was just me. I drove the truck, set the menu, bought the ingredients, prepared the meals, served the meals, cieaned the kitchen, and maintained the equipment. I made unique meals from quality ingredients and didn't serve anything that wasn't perfect. I changed my location daily and notified customers of my location via Twitter. As my customer base grew, I hired empioyees to help me in the truck. Then one day I realized that I had a formula that could be expanded to multiple trucks. Before I knew it, I had 10 trucks and was hiring people to do everything that I used to do by myself. Now, I work with my team to build the menu, set daily locations for the trucks, and manage the operations of the business. My business model is based on providing the highest-quality street food and charging more for it than other trucks. You won't get the cheapest meal at one of my truckS, but you will get the best. The superior quality allows me to price my meals a líttle bit higher than the other trucks. My employees are critical to my success. I pay them a better wage than they could make on other food trucks, and T expect more from them. T rely on them to maintain the quality that I established when I opened my first truck. Things are going great, but I'm feeling overwhelmed. So far, the growth in sales has led to a growth in profitability- but I'm getting nervous. If quality starts to fall off, my brand value erodes, and that could affect the prices that I charge for my meals and the success of my business.

follow: • Hours of credit consultant training Average card member spending Return on equity Number of Internet features Investment in information technology Cards in force Revenue growth • Number of card choices • Number of merchant signings • Earnings growth Number of new card launches For each measure, identify whether the measure best fits the learning and growth, internel cesses, customer, or financial performance perspective of the balanced scorecard. EX 28-3 Building a balanced scorecard Obj. 2 Eat-n-Run Inc. owns and operates 10 food trucks (mobile kitchens) throughout metropolitan Los Angeles. Each food truck has a different food theme, such as Irish-Mexican fusion, traditional Mexican street food, Ethiopian cuisine, and Lebanese-Italian fusion. The company was founded three years ago by Juanita O'Brien when she opened a single food truck with a unique menu. As her business has grown, she has become concerned abc her ability to manage and control the business. O’Brien describes how the company was but, s key success factors, and its recent growth: Chapter 28 Tas Balacced Scorecard and Corporate Social Responsibility 14 I built the company from the ground up. in the beginning it was just me. I drove the truck, set the menu, bought the ingredients, prepared the meals, served the meals, cieaned the kitchen, and maintained the equipment. I made unique meals from quality ingredients and didn't serve anything that wasn't perfect. I changed my location daily and notified customers of my location via Twitter. As my customer base grew, I hired empioyees to help me in the truck. Then one day I realized that I had a formula that could be expanded to multiple trucks. Before I knew it, I had 10 trucks and was hiring people to do everything that I used to do by myself. Now, I work with my team to build the menu, set daily locations for the trucks, and manage the operations of the business. My business model is based on providing the highest-quality street food and charging more for it than other trucks. You won't get the cheapest meal at one of my truckS, but you will get the best. The superior quality allows me to price my meals a líttle bit higher than the other trucks. My employees are critical to my success. I pay them a better wage than they could make on other food trucks, and T expect more from them. T rely on them to maintain the quality that I established when I opened my first truck. Things are going great, but I'm feeling overwhelmed. So far, the growth in sales has led to a growth in profitability- but I'm getting nervous. If quality starts to fall off, my brand value erodes, and that could affect the prices that I charge for my meals and the success of my business.

FINANCIAL ACCOUNTING

10th Edition

ISBN:9781259964947

Author:Libby

Publisher:Libby

Chapter1: Financial Statements And Business Decisions

Section: Chapter Questions

Problem 1Q

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Question

Please draw balance scorecard.

follow:
• Hours of credit consultant training
Average card member spending
Return on equity
Number of Internet features
Investment in information technology
Cards in force
Revenue growth
• Number of card choices
• Number of merchant signings
• Earnings growth
Number of new card launches
For each measure, identify whether the measure best fits the learning and growth, internel
cesses, customer, or financial performance perspective of the balanced scorecard.
EX 28-3 Building a balanced scorecard
Obj. 2
Eat-n-Run Inc. owns and operates 10 food trucks (mobile kitchens) throughout metropolitan Los
Angeles. Each food truck has a different food theme, such as Irish-Mexican fusion, traditional
Mexican street food, Ethiopian cuisine, and Lebanese-Italian fusion. The company was founded
three years ago by Juanita O'Brien when she opened a single food truck with a unique menu. As
her business has grown, she has become concerned abc her ability to manage and control the
business. O’Brien describes how the company was but, s key success factors, and its recent
growth:

Transcribed Image Text:Chapter 28 Tas Balacced Scorecard and Corporate Social Responsibility 14 I built the company from the ground up. in the beginning it was just me. I drove the truck, set the menu, bought the ingredients, prepared the meals, served the meals, cieaned the kitchen, and maintained the equipment. I made unique meals from quality ingredients and didn't serve anything that wasn't perfect. I changed my location daily and notified customers of my location via Twitter. As my customer base grew, I hired empioyees to help me in the truck. Then one day I realized that I had a formula that could be expanded to multiple trucks. Before I knew it, I had 10 trucks and was hiring people to do everything that I used to do by myself. Now, I work with my team to build the menu, set daily locations for the trucks, and manage the operations of the business. My business model is based on providing the highest-quality street food and charging more for it than other trucks. You won't get the cheapest meal at one of my truckS, but you will get the best. The superior quality allows me to price my meals a líttle bit higher than the other trucks. My employees are critical to my success. I pay them a better wage than they could make on other food trucks, and T expect more from them. T rely on them to maintain the quality that I established when I opened my first truck. Things are going great, but I'm feeling overwhelmed. So far, the growth in sales has led to a growth in profitability- but I'm getting nervous. If quality starts to fall off, my brand value erodes, and that could affect the prices that I charge for my meals and the success of my business.

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