IdentifykeyIdentifykeycriticalfactorsofnon-financialperformanceindicatorsandlimitationsTheBalancedscorecardandBuildingblockKeycriticalAcompanyshouldsetasmallcompanymustexcelat.Usually?????StrongKeycriticalAcompanyshouldsetasmallcompanymustexcelat.Usually?????StrongFastdeliveryLowpriceProblemswith?ToomanyinformationcanleadtoinformationoverloadProblemswith?Toomanyinformationcanleadtoinformationoverload?NFPIsneedtolinkwithfinancial?Managersmayfocusondetailedoperationalsacrificingoverallcorporatestrategy.targetsby?NFPIneedtobereviewedandmaintainedoverBalancedBalancedscorecardemphasizestheneedtoBalancedBalancedscorecardemphasizestheneedtoprovidemanagementwithasetofinformationwhichcoversallrelevantareasofperformance.Itisapopularapproachincurrentmanagementwhichconsistsofavarietyoffinancialindicatorsandnon-financialindicators.BalancedFourFinancialperspectives–howdowecreateBalancedFourFinancialperspectives–howdowecreatevalueforourshareholders?Maximizingshareholders’wealthCustomerperspectives–howdocustomersseeus?Howdoesanorganizationappearstothecustomers?Qualityofservice,customerInternalbusinessperspectives–whatmustweexcelattoachieveourfinancialandcustomerobjectives?Innovationandlearning–canwecontinuetoimproveandcreateAnexampleofbalancedBalancedCustomerNewPercentageofAnexampleofbalancedBalancedCustomerNewPercentageofsalesfromnewproductsbycustomer)RankingbykeyaccountsNumberofcooperativeengineeringeffortsFinanicialCashMonthlysalesgrowthandoperatingincomebyIncreasemarketshareandROIInnovationandLearningProductTimetoTimetodevelopnextgenerationofproductsProcessInnovationandLearningProductTimetoTimetodevelopnextgenerationofproductsProcesstimetoPercentageofproductsthatequal80%salesvscompetitionInternalBusinessvscompetitionUnitcostSiliconEngineeringefficiencyActualintroductionschedulevsplanFeaturesofthebalanced?ItfocusesonexternalandinternalFeaturesofthebalanced?Itfocusesonexternalandinternalfactorsandlinksthemtokeyareaofcompanystrategy.?Itconsidersfinancialandnon-financialinformationwhichpreventshorttermismandconveyafullpicture.?Itconsiderscustomers’needsandconcernswhenexploreanewproductormarket.?Itconcentratedoncomparingwithcompetitorsorindustrytosettargets.LectureThefollowingstatementshavebeenmadeaboutLectureThefollowingstatementshavebeenmadeaboutthebalanced(1)Itfocusessolelyonnon-financialperformancemeasures(2)ItlooksatbothinternalandexternalmattersconcerningtheWhichoftheabovestatementsis/areNeither1norBoth1andBuildingblockBuildingblockBuildingblockProfitandcompetitivenessaretheresultsoftheBuildingblockProfitandcompetitivenessaretheresultsoftherestfourQuality–reliabilitycourtesy,competenceandavailFlexibility–deliveryontime,respondtocustomerrequirementsinInnovation–developnewproductsorservice,enterintonewmarketandcontinuetoimprove.Resourceutilization–bestuseofinputs,productivity,BuildingblockOwnership–employeesparticipateincreationBuildingblockOwnership–employeesparticipateincreationofAchievement–thestandardssetmustbechallengingEquity–ensurefairnessinBuildingblockClarity–organizationobjectivesBuildingblockClarity–organizationobjectivesareclearlyMotivation–individualsneedtobemotivatedtoachievetheControllability–managersshouldnotberesponsibleforthecoststhattheyhavenocontrol.ExternalPerformancemeasurementsneedtobeconsideredinthecontextoftheexternalenvironmenttogainafullExternalPerformancemeasurementsneedtobeconsideredinthecontextoftheexternalenvironmenttogainafullunderstandingofhowandwhythebusinesshasperformed.TheexternalconsiderationsStakeholders–companymaysetdifferentperformancetargetsandmeasurementsaccordingtodifferentstakeholders’objectives.Marketconditions–thishasbigimpactonbusinessperformance.Eg,Economicdownturnorcompetitivemarkethasnegativeimpactonperformance.Competitors–theactionsofcompetitorsmustalsobeYou’reaThanksforstayingwithus.You’reaThanksforstayingwithus.YouhavefinishedthisTask22-1Task22-1PAFCo(12/13ProtectAgainstFireCo(PAFPAFCo(12/13ProtectAgainstFireCo(PAFCo)manufacturesandsellsfiresafetyequipmentandalsoprovidesfireriskassessmentsandfiresafetycoursestobusinesses.IthasbeentradingformanyyearsinthecountryofCalana,whereitisthemarketleader.Fiveyearsago,thedirectorsofPAFCoestablishedasimilaroperationinitsneighbouringcountry,Sista,rentingbusinesspremisesatvariouslocationsacrossthecountry.ThefiresafetymarketinSistahasalwaysbeendominatedbytwoothercompanies,andwhenPAFCoopenedtheSistadivision,itsplanwastobecomemarketleadertherewithinfiveyears.DivisionSleftitspricesforproductsandservicesunchangedin20X3ratherthanincreasingtheminlinewithitscompetitors..PAFCo(12/13Althoughthepopulationsofbothcountriesaresimilar,geographically,thecountryofPAFCo(12/13Althoughthepopulationsofbothcountriesaresimilar,geographically,thecountryofSistaistwiceaslargeasCalanaanditscustomersareequallyspreadacrossthecountry.Theproductsandservicesofferedbythetwodivisionstotheircustomersrequireskilledstaff,demandforwhichisparticularlyhighinSista.FollowingtheappointmentofanewgovernmentinSistaattheendof20X2,stricterfiresafetyregulationswereimmediatelyintroducedforallcompanies.Atthesametime,thegovernmentintroducedasubstantialtaxonbusinesspropertyrentswhichlandlordspassedontotheirtenants.Summarystatementsofprofitorlossforthetwodivisionsforthetwoyearsended30November20X2and30November20X3areshownbelow.PAFCo(12/13PAFCo(12/13MaterialcostsPayrollcostsPropertycostsGrossprofitmarketingcostsOperatingprofitEmployeeMarketPAFCo(12/13UsingalltheinformationPAFCo(12/13Usingalltheinformationabove,assessthefinancialperformanceofDivisionSintheyearended30November20X3.Stateclearlywherefurtherinformationmightberequiredinordertomakemorereasonedconclusionsaboutthedivision’sperformance.Note.Upto5marksareavailableforPAFCo(12/13DivisionSDivision$26,937→$38,845→PAFCo(12/13DivisionSDivision$26,937→$38,845→44%$40,359→$44,065→↑Reasonfor44%hugeincreaseinStricterfiresafetyregulationdemandforthefireproductsandservicesincrease→基數(shù)變大Marketsize 20X2:$26,937÷25%20X3:$38,845÷30%Marketshare從 (C只變化了PAFCo(12/13MaterialFordivisionSPAFCo(12/13MaterialFordivisionSmaterialcostincreasedby36%與revenueincreased44%相比，hardtosaythatissavingcost.Furtherinformation:splitofrevenuefromproductsandPAFCo(12/13PayrollDivisionS:PAFCo(12/13PayrollDivisionS:6013→10,260→70%↑→hugeincreaseDivisionC:7,700→8,820→15%(1)Theemployeenumberincreasefrom241torevenueperemployeedecreasefrom$111.772to→over(1)Payrollcostperemployeeincreasedfrom$25.020kto$27k.Reason:becausehighdemandforskilledstaffPAFCo(12/13Property↑78%indivisionS,PAFCo(12/13Property↑78%indivisionS,↑6%indivisionincreasedrentcharge,reasonsfor→taxchangesontheproperty→FurtherinformationonhowmuchincreasedbytherentPAFCo(12/13GrossprofitDivisionSDivision(20X2)↓PAFCo(12/13GrossprofitDivisionSDivision(20X2)↓→(20X3)→①highermaterial,property,payroll②leftitspricesuncharged(notpassonanyofincreasedcoststoPAFCo(12/13DistributionandmarketingDivisionSDivisionPAFCo(12/13DistributionandmarketingDivisionSDivision↑SistaistwiceaslargeasCalanaanditscustomersareequallyspreadacrossthecountryPAFCo(12/13AdministrativeDivisionSDivisionlessPAFCo(12/13AdministrativeDivisionSDivisionlessthanneedmoredetailedPAFCo(12/13NetprofitDivision9%→11%PAFCo(12/13NetprofitDivision9%→11%DivisionC，slightlyfallbutstill21%in20X3①GrossprofitmarginClargerthan②Shasabigincreaseindistribution③hasalargeradministrativeTheAccountancyTeachingCo(12/10TheAccountancyTeachingCo(ATCo)isacompanyspecialisingintheTheAccountancyTeachingCo(12/10TheAccountancyTeachingCo(ATCo)isacompanyspecialisingintheprovisionofaccountancytuitioncoursesintheprivatesector.Itmakesupitsaccountsto30Novembereachyear.Intheyearending30November20X1,itheld60%ofmarketshare.However,overthelasttwelvemonths,theaccountancytuitionmarketingeneralhasfaceda20%declineindemandforaccountancytrainingleadingtosmallerclasssizesoncourses.In20X1andbefore,ATCosufferedfromanongoingproblemwithstaffretention,whichhadaknock-oneffectonthequalityofserviceprovidedtostudents.Followingthecompletionofdevelopmentsthathavebeenongoingforsometime,in20X2thecompanywasabletoofferafar-improvedservicetostudents.Thedevelopmentsincluded:TheAccountancyTeachingCo(12/10?Anewdedicated24hourstudentTheAccountancyTeachingCo(12/10?Anewdedicated24hourstudent?Aninteractivewebsiteprovidinginstantsupportto?Anewtrainingprogrammefor?Anelectronicstudentenrolment?Anelectronicmarkingsystemforthemarkingofstudents’progresstests.Thecostsofmarkingelectronicallywereexpectedtobe$4millionlessin20X2thanmarkingonpaper.Markingexpenditureisalwaysincludedincostofsales.TheAccountancyTeachingCo(12/10Extractsfromthemanagementaccountsfor20X1TheAccountancyTeachingCo(12/10Extractsfromthemanagementaccountsfor20X1and20X2areshown GrossStafftrainingrunningcostStudenthelplinerunningcostsEnrolmentcostsTotalindirectNetoperating––TheAccountancyTeachingCo(12/10On1December20X1,managementaskedall‘freelancelecturers’toreducetheirfeesbyatleast10%withimmediateeffect(‘freelancelecturers’arenotemployeesofthecompanybutareusedtoteachstudentswhentherearenotenoughofATCo’sownlecturerstomeettuitionneeds).AllemployeeswerealsotoldthattheywouldTheAccountancyTeachingCo(12/10On1December20X1,managementaskedall‘freelancelecturers’toreducetheirfeesbyatleast10%withimmediateeffect(‘freelancelecturers’arenotemployeesofthecompanybutareusedtoteachstudentswhentherearenotenoughofATCo’sownlecturerstomeettuitionneeds).Allemployeeswerealsotoldthattheywouldnotreceiveapayriseforatleastoneyear.Totallecturestaffcosts(includingfreelancelecturers)were$41.663millionin20X1andwereincludedincostofsales,asisalwaysthecase.Freelancelecturercostsrepresented35%ofthesetotallecturestaffcosts.In20X2freelancelecturecostswere$12.394million.Noreductionwasmadetocoursepricesintheyearandthemixoftraineesstudyingforthedifferentqualificationsremainedthesame.Thesametypeandnumberofcourseswereruninboth20X1and20X2andthepercentageofthesecoursesthatwasrunbyfreelancelecturersasopposedtoemployedstaffalsoremainedthesame.TheAccountancyTeachingCo(12/10Duetothenatureofthebusiness,non-financialperformanceindicatorsarealsousedTheAccountancyTeachingCo(12/10Duetothenatureofthebusiness,non-financialperformanceindicatorsarealsousedtoassessperformance,asdetailedbelow.PercentageofstudentstransferringtoATCofromanothertrainingproviderNumberoflateenrolmentsduetostafferrorPercentageofstudentspassingexamsfirsttimeLabourturnoverNumberofstudentAveragenumberofTheAccountancyTeachingCo(12/10AssesstheTheAccountancyTeachingCo(12/10Assesstheperformanceofthebusinessin20X2usingbothfinancialperformanceindicatorscalculatedfromtheaboveinformationandthenon-financialperformanceindicatorsprovided.Note.Clearlystateanyassumptionsandshowallworkingsclearly.Youranswershouldbestructuredaroundthefollowingmainheadings:turnover;costofsales;grossprofit;indirectexpenses;netoperatingprofit.However,indiscussingeachoftheseareasyoushouldalsorefertothenon-financialperformanceindicators,whereTheAccountancyTeachingCo(12/10$72.025mtoTheAccountancyTeachingCo(12/10$72.025mto$66.028m→8.3%①20%declinein20X2'sturnover=72.025m×0.8=$57.62m<∴Inatoughmarket,actualperformanceis14.6%higherthanexpected($66.028→$57.62)②TheNo.ofstudentstransferredtoATincreased(from8%to20%)→marketshare↑becauseofimprovedserviceTheAccountancyTeachingCo(12/10CostofsalesTheAccountancyTeachingCo(12/10Costofsales(directcostmainlylecturers’$52.078mto$42.05m→19.2%①Freelance,fee $14.582=$41.663Aminimumreduction10%本應(yīng)該$14.582×90%但實(shí)際為$12.394m(lessthanexpectation∴freelance,feereductionfrom$14.582to$12.394→15%(largerthanexpected10%)②electronicmarkingsystemsavedTheAccountancyTeachingCo(12/10③costofsales/TheAccountanc