Balanced Scorecard Variances A large hardware store has used the balanced scorecard approach for several years. The store's vision is to provide customers with low-cost goods and a high-quality shopping experience. The company's strategy has been to focus on reducing wait time for help on the floor and at the check-out counter. Information for the past two years follows:
2015
2016
Average sale (total revenue÷total invoices)
$ 15
$ 12
Average variable cost per sale
$ 7
$ 7
Average customer wait time at counter
1.5 minutes
1.5 minutes
Average customer wait time for help on the sales floor
3 minutes
2 minutes
Shipping cost per order
$ 18
$ 15
Total returns
$ 57,000
$ 60,000
Total revenue
$800,000
$748,000
Total labour cost
$200,000
$220,000
Utilities cost (electricity and phone)
$ 2,100
$ 2,400
Number of items out of stock
120
180
Employee turnover
2
3
REQUIRED
Classify each performance measure according to one of the four balanced scorecard perspectives.
Analyze the change in each performance measure from 2015 to 2016. Give one possible reason for the change.
Which performance measures need further investigation? Explain.
What do the balanced scorecard results suggest about the success of the company's strategy to reduce wait time? Explain.
When an organization focuses on one strategy, problems sometimes arise in other areas. Do the balanced scorecard results provide evidence of possible deterioration in any operational areas? Explain.