Horngren's Accounting: The Managerial Chapters (12th Edition) (loose Leaf Version)
12th Edition
ISBN: 9780134486826
Author: MILLER-NOBLES, Tracie L.; Mattison, Brenda L.; Matsumura, Ella Mae
Publisher: PEARSON
expand_more
expand_more
format_list_bulleted
Videos
Textbook Question
Chapter 24, Problem S24.7SE
Describing the balanced scorecard and identifying key performance indicators for each perspective
Learning Objective 3
Consider the following key performance indicators, and classify each according to the balanced scorecard perspective it addresses. Choose from financial perspective, customer perspective, internal business perspective, or learning and growth perspective.
- Number of employee suggestions implemented
- Revenue growth
- Number of on-time deliveries
- Percentage of sales force with access to real-time inventory levels
- Customer satisfaction ratings
- Number of defects found during manufacturing
- Number of warranty claims
Return on investment - Variable cost per unit
- Percentage of market share
- Number of hours of employee training
- Number of new products developed
- Yield rate (number of units produced per hour)
- Average repair time
- Employee satisfaction
- Number of repeat customers
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
Describing the balanced scorecard and identifying key performance indicators for each perspective
Consider the following key performance indicators, and classify each according to the balanced scorecard perspective it addresses. Choose from a financial perspective, customer perspective, internal business perspective, or learning and growth perspective.
Number of employee suggestions implemented
Revenue growth
Number of on-time deliveries
Percentage of salesforce with access to real-time inventory levels
Customer satisfaction ratings
Number of defects found during the manufacturing
Number of warranty claims
Return on investment
Variable cost per unit
Percentage of market share
Number of hours of employee training
Number of new products developed
Yield rate (number of units produced per hour)
Average repair time
Employee satisfaction
Number of repeat customers
Describing the balanced scorecard and identifying key performance indicators for each perspective
Consider the following key performance indicators, and classify each according to the balanced scorecard perspective it addresses. Choose from financial perspective, customer perspective, internal business perspective, or learning and growth perspective.
a. Number of employee suggestions implemented
b. Revenue growth
c. Number of on-time deliveries
d. Percentage of sales force with access to real-time inventory levels
e. Customer satisfaction ratings
f. Number of defects found during manufacturing
g. Number of warranty claims
h. Return on investment
i. Variable cost per unit
j. Percentage of market share
k. Number of hours of employee training
l. Number of new products developed
m. Yield rate (number of units produced per hour)
n. Average repair time
o. Employee satisfaction
p. Number of repeat customers
Jalancu Juviai u
The following are a number of measures associated with the Balanced Scorecard.
Required:
1. Classify each performance measure as belonging to one of the following perspectives: financial, customer, internal business process, or learning and growth.
a. Number of new customers
b. Percentage of customer complaints resolved with one contact
C. Unit product cost
d.
Cost per distribution channel
e. Suggestions per employee
f.
Warranty repair costs
Consumer satisfaction (from surveys)
Cycle time for solving a customer problem
Strategic job coverage ratio
j.
On-time delivery percentage
k. Percentage of revenues from new products
2. Select an additional measure that would be appropriate for each of the four perspectives.
Contribution margin by product ▾
Number of complaints
Number of accidents per month
Hours of continuing education provided per month
g.
h.
i.
Financial
Customer
Customer
Internal business process
Financial
Financial
Learning and growth
Learning and growth…
Chapter 24 Solutions
Horngren's Accounting: The Managerial Chapters (12th Edition) (loose Leaf Version)
Ch. 24 - Prob. 1QCCh. 24 - Which is not one of the potential advantages of...Ch. 24 - The Quaker Foods division of PepsiCo is most...Ch. 24 - Which of the following is not a goal of...Ch. 24 - Which of the following balanced scorecard...Ch. 24 - The performance evaluation of a cost center is...Ch. 24 - Prob. 7QCCh. 24 - Prob. 8QCCh. 24 - Prob. 9QCCh. 24 - Prob. 10QC
Ch. 24 - Prob. 11AQCCh. 24 - Prob. 1RQCh. 24 - Prob. 2RQCh. 24 - Prob. 3RQCh. 24 - Prob. 4RQCh. 24 - Prob. 5RQCh. 24 - Prob. 6RQCh. 24 - Prob. 7RQCh. 24 - Prob. 8RQCh. 24 - Prob. 9RQCh. 24 - 10. Explain the difference between a centralized...Ch. 24 - Prob. 11RQCh. 24 - Prob. 12RQCh. 24 - Prob. 13RQCh. 24 - Prob. 14RQCh. 24 - Prob. 15RQCh. 24 - Prob. 16RQCh. 24 - List the four types of responsibility centers, and...Ch. 24 - What is a performance evaluation system?Ch. 24 - What are the goals of a performance evaluation...Ch. 24 - Prob. 20RQCh. 24 - Prob. 21RQCh. 24 - Prob. 22RQCh. 24 - Prob. 23RQCh. 24 - Prob. 24RQCh. 24 - Prob. 25RQCh. 24 - Prob. 26RQCh. 24 - Prob. 27RQCh. 24 - Prob. 28RQCh. 24 - Prob. 29RQCh. 24 - Prob. 30RQCh. 24 - Prob. 31RQCh. 24 - Prob. 32RQCh. 24 - Prob. 33RQCh. 24 - What is a transfer price?Ch. 24 - Prob. 35ARQCh. 24 - Prob. 36ARQCh. 24 - Prob. S24.1SECh. 24 - Prob. S24.2SECh. 24 - Prob. S24.3SECh. 24 - Prob. S24.4SECh. 24 - Prob. S24.5SECh. 24 - Prob. S24.6SECh. 24 - Describing the balanced scorecard and identifying...Ch. 24 - Prob. S24.8SECh. 24 - Prob. S24.9SECh. 24 - Prob. S24.10SECh. 24 - Prob. S24.11SECh. 24 - Prob. S24.12SECh. 24 - Prob. S24A.13SECh. 24 - Prob. E24.14ECh. 24 - Prob. E24.15ECh. 24 - Prob. E24.16ECh. 24 - E24-17 Computing product costs in traditional and...Ch. 24 - Identifying responsibility centers after...Ch. 24 - Prob. E24.19ECh. 24 - Prob. E24.20ECh. 24 - Prob. E24.21ECh. 24 - Prob. E24.22ECh. 24 - Prob. E24.23ECh. 24 - Prob. E24.24ECh. 24 - Prob. E24.25ECh. 24 - Prob. E24.26ECh. 24 - Prob. P24.27APGACh. 24 - Prob. P24.28APGACh. 24 - Prob. P24.29APGACh. 24 - Prob. P24.30APGACh. 24 - Prob. P24.31APGACh. 24 - Prob. P24.32BPGBCh. 24 - Prob. P24.33BPGBCh. 24 - Prob. P24.34BPGBCh. 24 - Using ROI and Rl to evaluate investment centers...Ch. 24 - Prob. P24.36BPGBCh. 24 - Prob. P24.37CTCh. 24 - Continuing Problem
P24-38 Using ROI and Rl to...Ch. 24 - Comprehensive Problem for Chapters 22-24 The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24 The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Tying It All Together Case 24-1 Before you begin...Ch. 24 - Prob. 24.1DCCh. 24 - Prob. 24.1EICh. 24 - Fraud Case 24-1 Everybody knew Ed McAlister was a...
Knowledge Booster
Learn more about
Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, accounting and related others by exploring similar questions and additional content below.Similar questions
- Instructions 1. Based on the balanced scorecard and the following descriptions of the predicted relationships between strategic objectives, draw the scorecards strategy map. a. Training employees effectively and reducing employee turnover can both be expected to improve returns processing and reduce shipping errors. b. Both improving returns processing and reducing shipping errors can be expected to delight the customer. c. Delighting the customer can be expected to increase market share. 2. Based on the balanced scorecard and the following descriptions of the predicted relationships between performance metrics, draw the scorecards measure map. a. Median training hours per employee and average employee tenure will both influence hours from returned to refunded and number of erroneous shipments. b. Both hours from returned to refunded and number of erroneous shipments will affect percentage of customers who shop again and online customer satisfaction rating. c. Both percentage of customers who shop again and online customer satisfaction rating will influence the companys market share. 3. Label each element of the balanced scorecard.arrow_forwardClassify each of the following performance measures into the balanced scorecard perspective to which it relates: financial perspective, internal operations perspective, learning and growth perspective, or customer perspective. A. Number of improved products B. Time from packaging to delivery or display C. Production costs D. Number of customer suggestions E. Sales mix revenues F. Number of repeat customersarrow_forwardThe following if-then statements were taken from a Balanced Scorecard: a. If employee capabilities increase, then process time decreases. b. If process time decreases, then customer retention will increase. c. If customer retention increases, then market share will increase. d. If market share increases, then revenues will increase. Required: 1. Identify the lead and lag variables, and explain your reasoning. 2. Discuss the implications of Requirement 1 for the financial and learning and growth perspectives. 3. Using the first if-then statement, explain the concept of double-loop feedback.arrow_forward
- Subject: accountingarrow_forwardQuestion 5.1 For each of the following balanced scorecard measures, A – Financial B – Customer C – Internal Business Process D – Learning and Growth Required Match with the appropriate perspective: Number of new customers Percentage of defective product units Number of patents Customer profitability Customer cost per unit Return on assets Average job-related training hours per employee Product cost per unit Employee turnover rate Percentage of processes with real-time feedbackarrow_forwardPer given item (A to P), Identify if it is under Financial Perspective, Customer Perspective, Learning Perspective or Internal Perspective The following items are connected to one of the four perspectives on the balanced scorecard: A. Revenue B. Inventory C. Employee satisfaction D. Customer satisfaction E. Market share F. Cycle time G. Orders M. Net Income H. Asset value N. Resource Allocation . Customer retention J. Employee education K. Quality contral L Brand strength O. Employee turnover P. Cash Flowarrow_forward
- Which of the following is a balanced scorecard performance measure. Employee learning and growth Customer satisfaction Business process improvements All of these are performance measuresarrow_forwardWhat Financial Perspective Objectives and Initiatives should I develop when the 3 preceeding perspectives are as follows:CustomerCustomer Satisfaction: Achieve high customer satisfaction scores by ensuring a consistent pattern of positive customer experiences at all customer touchpoints whether person to person, through voice communication, text messages, or over the internet.Internal Business ProcessDraw customers to our channels and streamline the fulfillment process to improve service speed and accuracy.Learning and GrowthDevelop a competent and motivated workforce to drive a customer-centric culturearrow_forwardThe balanced scorecard for a service company American Express Company is a major financial services company noted for its American Express card. Some of the performance measures used by the company on its balanced scorecard are listed below. a. For each measure, identify whether the measure best fits the learning and growth, internal processes, customer, or financial performance perspective of the balanced scorecard. Performance Measure Average card member spending Number of Internet features Cards in force Performance Perspective Number of merchant signings Earnings growth Number of new card launches Hours of credit consultant training Return on equity Investment in information technology Revenue growth Number of card choices b. From the list of measures, select the option that would be considered lagging indicators relative to the rest of the measures listed. Lagging indicators Lagging indicators Lagging indicatorsarrow_forward
- Reid Company would like to implement a balanced scorecard performance measurement system. Its senior management team has assembled the measures shown below for possible inclusion in its scorecard. Required: For each measure, indicate by placing an X in the appropriate column whether it would most likely be classified in the learning and growth, internal business process, customer, or financial category of the company's balanced scorecard. Learning & Growth Internal Business Process Item Customer Financial Ex. Employee absenteeism rate X 1. Sales from new customers 2. Customer defection rate 3. Average fuel cost per sales dollar 4. Average number of workplace accidents per employee 5. Delivery cycle time 6. Average training hours per employee 7. Number of job applicants from under-represented groups Percent of customers that strongly agree with the statement 8. "Your employees treated me courteously." 9. Return on assets Percent of customers that strongly agree with the statement "Your…arrow_forwardSubject - account Please help me. Thankyou.arrow_forwardClassify each of the following performance measures into the balanced scorecard perspective to which it relates: financial perspective, internal operations perspective, learning and growth perspective, or customer perspective. A. Employee satisfaction surveys B. Units of waste per production process, uniformity of products and inventory control C. Number of energy-efficient bulbs replaced D. Management training course certificates awarded E. Divisional profit F. Number of customer referralsarrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
Principles of Accounting Volume 2AccountingISBN:9781947172609Author:OpenStaxPublisher:OpenStax College
Managerial Accounting: The Cornerstone of Busines...AccountingISBN:9781337115773Author:Maryanne M. Mowen, Don R. Hansen, Dan L. HeitgerPublisher:Cengage Learning
Cornerstones of Cost Management (Cornerstones Ser...AccountingISBN:9781305970663Author:Don R. Hansen, Maryanne M. MowenPublisher:Cengage Learning
Principles of Cost AccountingAccountingISBN:9781305087408Author:Edward J. Vanderbeck, Maria R. MitchellPublisher:Cengage Learning
Managerial AccountingAccountingISBN:9781337912020Author:Carl Warren, Ph.d. Cma William B. TaylerPublisher:South-Western College Pub
Financial And Managerial AccountingAccountingISBN:9781337902663Author:WARREN, Carl S.Publisher:Cengage Learning,
Principles of Accounting Volume 2
Accounting
ISBN:9781947172609
Author:OpenStax
Publisher:OpenStax College
Managerial Accounting: The Cornerstone of Busines...
Accounting
ISBN:9781337115773
Author:Maryanne M. Mowen, Don R. Hansen, Dan L. Heitger
Publisher:Cengage Learning
Cornerstones of Cost Management (Cornerstones Ser...
Accounting
ISBN:9781305970663
Author:Don R. Hansen, Maryanne M. Mowen
Publisher:Cengage Learning
Principles of Cost Accounting
Accounting
ISBN:9781305087408
Author:Edward J. Vanderbeck, Maria R. Mitchell
Publisher:Cengage Learning
Managerial Accounting
Accounting
ISBN:9781337912020
Author:Carl Warren, Ph.d. Cma William B. Tayler
Publisher:South-Western College Pub
Financial And Managerial Accounting
Accounting
ISBN:9781337902663
Author:WARREN, Carl S.
Publisher:Cengage Learning,
Elements of cost | Direct and Indirect: Material, Labor, & Expenses; Author: Educationleaves;https://www.youtube.com/watch?v=UFBaj6AHjHQ;License: Standard youtube license