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     S a l l y  C h a u An n i s  Au W i l s o n  L e u n g   J a c k  K w a n S e r e n e  C h a n 

      J o h n n y  C h 

    P R E S E N T  E R S : 

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    The 4

    Perspectives

    Supplementary

    Aspects

    ase Study

    Advantages

    isadvantages

    !ecommendatio

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    The 4 Perspectives

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      our Perspectives

    Organization

    Financi

    al

    Learning &

    Growth

    InternalBusines

    sProcess

    Custoer

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    Financial• !ow "o sharehol"ers #ercei$e the %r• 'hat are their %nancial goals

    Custoer

    • !ow well "oes the %r ser$e its targete"custoers

    • !ow "o custoers #ercei$e the %r

    BusinessProcess

    • !ow well is the (usiness running• )oes "ail* o#eration su##ort

    organizational goals

    Learning& Growth

    • !ow "oes the %r continue to learn an"i#ro$e to create $alue in the +uture

    Sample Questions…

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    "#$A$C#AL

    P%!SP%CT#&%

    Per'orma

    nce,Pro%ta(ilit*

    , Costcontrol

    , Growth

    Timely  an"accurate 

    "ata

    Financial,relate"

    "ata Riskassessen

    t Cost-beneftanal*sis

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    C(ST)*%!

    P%!SP%CT#&%Per+orance

    Custoersatis+action

    Custoerlo*alt*

    -ar.etshare

    -eet thecustoerexpectati 

    ons

    !igh,/ualit*

    ser$icesEcient  in

    #rocessingor"ers

    On-time "eli$er*

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     +(S#$%SS

    P!)C%SSP%!SP%CT#&%Per+orance

    Coreco#etencies

    O#erationale0cellence

    -oti$ation

    )eli$erorganizational

    missions

    E1orts toe0cel

     Technolog*

    Sta1

    moraleQuality  #er+orance

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    L%A!$#$, A$,!)WT-

    P%!SP%CT#&%Per+orance

     Technologicallea"ershi#

    New#ro"uct"e$elo#ent

    Continuous learning

    o"e

     -entoringCorporate

    attitudes

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    Supplementary

     Aspects

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    Recalling the 4 perspecti

    ves…

    Organization

    Financial

    Learning &

    Growth

    InternalBusines

    s

    Process

    Custoer

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    Financial

    • !ow "o sharehol"ers #ercei$e the %r•

    'hat are their %nancial goals

    Custoer

    • !ow well "oes the %r ser$e its targete"custoers

    • !ow "o custoers #ercei$e the %r

    BusinessProcess

    • !ow well is the (usiness running• )oes "ail* o#eration su##ort

    organizational goals

    Learning& Growth

    • !ow "oes the %r continue to learn an"i#ro$e to create $alue in the +uture

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      orming a Detailed Analysis…

           P      e      r

          s      #      e      c       t       i     $

          e

    O(2ecti$es

    -easures

     TargetsInitiati$es

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    Case Study:

     Wells Fargo Bank 

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    a"o#te" Balance" Scorecar"since 3445s: improveoperational performance

    ais at re"ucing o#erating costo+ ser$ing each custoer

    se Study. Wells "argo +a

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    Cost #ertransaction

    Cost #er ser$icecall

    Call length

    Nu(er o+ ser$icecall

    "inancialperspective

    .

    6uantitati$ea##roach in

    easuring an"onitoring "i1erent

    attri(utes

    se Study. Wells "argo +a

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    -onitoring transactiontie

    Per+orance o+ online(an.ing

    Pro#ortion o+ onlinetransactions

    Customerperspective

    .

    Focus on custoers7con$enience

    #ro$i"e" (* the sales

    etho"s

    se Study. Wells "argo +a

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    8utoation o+ the call centre

    -easuring the #ro#ortion o+sales that are +acilitate" (*autoation

    -onitoring the nu(er o+custoer re#resentati$esa$aila(le

    +usinessProcess

    Perspective.

    8"o#tion o+autoation in the

    (usiness#rocesses

    se Study. Wells "argo +a

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     Advantages

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    Advantages of Balanced Scor

    ecard

    • Full s#ectru o+ #er+orance• Not onl* +ocus on %nancial

    easures

    Balance"8ssesse

    nt• Insights into e#lo*ee

    e0#erience• 81ect e#lo*ee retention

    E#lo*eeFocus

    • Fro reacti$e to #roacti$e• Be in+ore" o+ #er+orance

    tiel*Proacti$e

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    Disadvantages

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    Disadvantages of Balanced Scorecard

    • training• hiring consultants• so+tware installation

    -igh#nitialCost

    • (usiness nature changes• change scorecar" +ro

    tieto tie

    (pdatesand

    *aintenance

    • little relations with#er+orance "ri$ers

    •  +ail to .ee# trac. o+acti$ities e0ecution

    PoorLinkage

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    There are flas to BS!" so are there any

    recommendations to remedy the situati

    on#

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    ecommendations

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    Recall the four supplementary t

    ools…

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    $%&ectives

    O(2ecti$es

    -easures

     Targets

    Initiati$es

    !ule /. Keep the num0er o'strategic o01ectives to thecritical 'ew

    !ule 2. +e speci3c

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    O(2ecti$es

    -easures

     Targets

    Initiati$es

    !ule /. %nsure measures arecommonly de3nedenterprisewide

    !ule 2. *ake sure metrics  are actiona0le

    'easures

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    O(2ecti$es

    -easures

     Targets

    Initiati$es

    !ule /. Comparativeper'ormance goals

    !ule 2. Time0ased

    Targets

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    O(2ecti$es

    -easures

     Targets

    Initiati$es

    !ule /. Linkage to thestrategy map

    !ule 2. Prioriti5ation

    (nitiatives

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    ! " A 

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    THANK YOU