Balanced Scorecard of RESTAURANT

customer relationship management

APPENDIX:

S.No. Title

1financial perespective
2Customer Perspectives
3Internal Processes
4Learning & Growth
Purpose

How Hotel looks to shareholders

The Hotel from the view point of customers
Activities in which the Hotel must excel
Way in which the Hotel can improve and create
stomers

e and create value

STRATEGIC MAP
Strategic Perspective objectives
financial perespective Maximum Return on Equity
Utilization of Assets
Revenue Growth
Reduction in Production Cost
market share
Obtain competitive pricing
Payroll
Annual Operating Profit
Food Cost
measurements
Return on Equity
Utilization Rates
% Change in Revenues
% customer increase
% Increase in labor cost
according to change in room co
% of food sale
 Operational Target

12%

in Revenues

er increase

e in labor cost
to change in room cost
Strategic Perspective objectives measurements

Customer Perspectives Customer Retention Retention % and number of com

Customer Service Survey Rating
Customer Relations % Self Initiated Calls
Lowest cost supplier Competitive Comparison
Customer Satisfaction Customer surveys
Frequent Customer % of Total Customer
Fast Delivery Turnaround Time
Effective Service 1st Time Resolvement
Expand customer base customers first-time customers
 Operational Target

% and number of complaints received

ated Calls
ve Comparison

Customer

esolvement
first-time customers
Strategic Perspective objectives measurements

Internal Processes New product introductions Rate of new introductions

New product success Number of orders
Optimal Cost % cost of sales
Resource Utilization Productivity Indicator
High Skill Levels Skill set ratio
Knowledge Based System effectiveness of Employees
Sales penetration Actual vs. Plan
Maintain low cost base Total cost relative to competitio
 Operational Target

w introductions

y Indicator

ess of Employees

relative to competition
Strategic Perspective objectives
Learning & Growth High Skill Levels
Employee Satisfaction
Engage workforce into the business
Training
Promote workforce flexibility
Research & Development
measurements
Skill set ratio
Survey Index
number of customer handle
Performance of Employees
% employees cross-trained
Number of new products
 Operational Target

customer handle
ce of Employees
ees cross-trained
new products
Customer perspective (Aviation)
objective
Flight is on time

Lowest price

service delivery (in + out)

booking availability

conveinient halt

Information sharing

Security of customers
Sercurity of the personal stuffs of customers

customer ranking

no of customers
measure
FAA on time arrival rating

Ranking market survey

Ranking market survey

Ranking market survey

Ranking market survey

information about flight timing, bookings etc.(Market survey)

no threats from any third party(govt approved security level)

Ranking market survey

% satisfaction

% change
target initiative
#1 quality management

#1 lowering operations cost

#1 by training and disciplining s

90% efficient

postive response(customer shouldn't get irritated)

100% efficient CRM systemn increased number of CRM ex

max efficient security system as per global

x ray
level
vision, cctv, more secu
no complaints from customers customer name tags, more c

98% satisfaction efficient crm

Max 3-5% change customer loyality program

 remarks

ations cost

d disciplining staff

ber of CRM exectives

ctv, more security personnal,security check 2-3 points

e tags, more concious staffs

ity program
 Elictrical utility-Balance scorecard

objectives

• Maximize returns
• Profitable growth
financial aspect • Leverage asset base
• Manage operating costs

customer perspective • Industry leading customer loyalty

internal process perspective

Business Growth
• Capitalize on deregulation
 opportunities
• Optimize trading opportunities
• Develop innovative services
• Use alliances and joint ventures
• Leverage cross-group R&D
Continued Public Support
• Proactively manage relationships
• Ensure reliable service
• Communicate/educate customers

Customer Service Excellence

• Seamless cross-group delivery
. Understand customer drivers
• Effective Customer Services

Optimize Core Business

• Optimize asset utilization
• Max return on resource allocation
• Continued cost management
• Enterprise-wide risk management

Learning and growth • Ensure Market-driven skill

• Industry leading employee satisfaction
•World Class Leadership effectiveness
 ce scorecard

measures

eturns • Revenue growth

growth • Asset utilization rate
asset base
perating costs • Operating costs / customer

ading customer loyalty • Customer Satisfaction Rating

rowth
on deregulation •% revenue from deregulated products/service
rading opportunities
novative services
es and joint ventures
cross-group R&D
Public Support
y manage relationships
able service
ate/educate customers
Service Excellence
cross-group delivery
d customer drivers
ustomer Services
ore Business
sset utilization
n on resource allocation
cost management
-wide risk management
rket-driven skill
ading employee satisfaction
s Leadership effectiveness
•% trading revenue
• Revenue from new services
•% customers served through alliances and joi
• NPV product/service pipeline
•% R&D projects meeting protocol gates (D)
• Customer/partner satisfaction (5 point scale)
• Reliability index
• Communication/education coverage (%)
•% communication/education plans executed (
• Promised delivery %
• New product uptake rate
• On-time market research projects (D)
• Customer satisfaction rating – C.S. Center (se
• Problem resolution cycle time – Customer Se
•% rated capacity attained
• Employee productivity improvement
•% cost reduction
• Cost of disruption vs. plan
• Time to recovery (D)
• Strategic skill coverage ratio
• Hours in strategic skills training (D)
• Employee satisfaction rating (5 point scale)
• Leadership effectiveness rating (upward app
scale)
 target initiatives

15% minimizing operati

ation rate 12% managing debt-eq

costs / customer 40%

Satisfaction Rating 90% • Customer loyalty

from deregulated products/services

10% • Telecom infrastru
 • Trading risk asse
evenue 15%
rom new services $600M
rs served through alliances and joint
25%ventures
ct/service pipeline $600M • Research alliance
ects meeting protocol gates (D) 100% • Preventative ma
partner satisfaction (5 point scale) 4.5
95/100 Community outrea
ation/education coverage (%) 100%
ication/education plans executed (D)
90%

delivery % 97% • Cross-selling ma

ct uptake rate 30% • Service dispatch
arket research projects (D) 100%
satisfaction rating – C.S. Center (see
95%
above) • CIS upgrade
esolution cycle time – Customer Service
3hr Center (D) • Call center softw

pacity attained 90%

productivity improvement 4%
6%
ruption vs. plan +/-5% Shared service ben
covery (D) 2 hr initiative
• ERP implementa

kill coverage ratio 85% • Competency pro

rategic skills training (D) 15 • Performance com
satisfaction rating (5 point scale) 4.5 • Leadership traini
p effectiveness rating (upward appraisal
4.5 - 5 point
initiatives

minimizing operating cost.

managing debt-equity structure.

• Customer loyalty program

• Telecom infrastructure development

• Trading risk assessment (work support)

• Research alliance program

• Preventative maintenance

Community outreach program

• Cross-selling marketing program

• Service dispatch automation

• CIS upgrade
• Call center software integration

Shared service benchmark/outsourcing

initiative
• ERP implementation

• Competency profiling
• Performance compensation link
• Leadership training program