This is a Customer Loyalty Metric Dashboard (Diamond) Report, it is one of reports that Balanced Scorecard Designer can generate for Customer Loyalty KPI. With this software you can also design your own scorecards, KPIs and metrics.

Customer Loyalty Scorecard

Report includes: 2 day(s), from 27.02.2009 to 28.02.2009

Name

Start value

End value

Dynamic

Contains

Customer Loyalty Scorecard

46,29 %

44,56 %

-1,73 %

Customer Care Perspective	(33,4%, -23,11%)
Financial and Process Perspective	(58,1%, 17,15%)
Feedback Perspective	(51,2%, 4%)
Customer Loyalty Assessment Perspective	(34,3%, -3,73%)

Graph for Customer Loyalty Scorecard

Data for Customer Loyalty Scorecard

Dates	Value
27.02.2009	46,29
28.02.2009	44,56

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Customer Care Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Customer Care Perspective

56,47 %

33,36 %

-23,11%

Customer Loyalty Scorecard

Indicators

Training per Employee

Number of Additional Benefits provided

Customer Expectation Meeting Ratio

Degree of Offering’s Personalization Ratio *

* - Information for this metric is limited in sample report Description This group of indicators is for ensuring that customers are given the required additional benefits to make them come back to the concerned company’s products and services.

Graph for Customer Care Perspective

Data for Customer Care Perspective

Dates	Value	Weight
27.02.2009	56,47	3
28.02.2009	33,36	3

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Training per Employee

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Training per Employee	74,1	108,75	+ 34,65	hr	Maximize	Customer Care Perspective

Description This is needed to be assured that employees imbibe the needed skills to make customers comfortable during their visit at the PoS. The value can be had on yearly basis.

Graph for Training per Employee

Data for Training per Employee

Dates	Weight	Min	Max	Value
27.02.2009	2	40	150	74,1
28.02.2009	2	40	150	108,75

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Number of Additional Benefits provided

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of Additional Benefits provided	6,638	3,65	-2,988	#	Maximize	Customer Care Perspective

Description This is to have the number of benefits that flank the core ‘aim’. For instance, ‘car parking’ facility provided by a retailer falls in this category.

Graph for Number of Additional Benefits provided

Data for Number of Additional Benefits provided

Dates	Weight	Min	Max	Value
27.02.2009	3	2	8	6,638
28.02.2009	3	2	8	3,65

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Customer Expectation Meeting Ratio

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Customer Expectation Meeting Ratio	0,913	0,7867	-0,126	#	Maximize	Customer Care Perspective

Description The true use of this KPI is seen when the management exceeds ‘what was expected by the customer’. For instance, one can start with delivering the product in 8 days instead of the prior promised 10 days.

Graph for Customer Expectation Meeting Ratio

Data for Customer Expectation Meeting Ratio

Dates	Weight	Min	Max	Value
27.02.2009	3	0,7	1	0,913
28.02.2009	3	0,7	1	0,7867

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Financial and Process Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Financial and Process Perspective

40,99 %

58,14 %

+ 17,15%

Customer Loyalty Scorecard

Indicators

Types of Communication Systems

Fall in Customers’ Grievances Redressal

ROI Jump

Churn Rate Drop *

* - Information for this metric is limited in sample report Description This class of KPIs is to have the communication systems in place and also to evaluate those.

Graph for Financial and Process Perspective

Data for Financial and Process Perspective

Dates	Value	Weight
27.02.2009	40,99	3
28.02.2009	58,14	3

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Types of Communication Systems

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Types of Communication Systems	3,236	2,06	-1,176	#	Maximize	Financial and Process Perspective

Description Value of this KPI depends on the number of groups in which the customer base has been segmented into. A different communication type must be used for each of those. For instance, the groups can be- ‘potential customers who have yet not purchased anything’, ‘customers who have made a purchase’ and ‘premium customers as they always buy from the concerned company’.

Graph for Types of Communication Systems

Data for Types of Communication Systems

Dates	Weight	Min	Max	Value
27.02.2009	2	2	5	3,236
28.02.2009	2	2	5	2,06

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Fall in Customers’ Grievances Redressal

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Fall in Customers’ Grievances Redressal	79,66	98,92	+ 19,26	%	Maximize	Financial and Process Perspective

Description This shows the degree to which the efforts aimed at taking care of customers’ problems are in place.

Graph for Fall in Customers’ Grievances Redressal

Data for Fall in Customers’ Grievances Redressal

Dates	Weight	Min	Max	Value
27.02.2009	2	40	100	79,66
28.02.2009	2	40	100	98,92

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ROI Jump

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	ROI Jump	17,14	50,6	+ 33,46	%	Maximize	Financial and Process Perspective

Description This gives the extent to which the Return on Investment shows an increase.

Graph for ROI Jump

Data for ROI Jump

Dates	Weight	Min	Max	Value
27.02.2009	3	10	150	17,14
28.02.2009	3	10	150	50,6

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Feedback Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Feedback Perspective

47,19 %

51,19 %

+ 4%

Customer Loyalty Scorecard

Indicators

Complaints Decline

% drop in Lapsed Customer

Number of Software Used for Monitoring and Analyzing the Follow-ups

Average Repeat Rate *

* - Information for this metric is limited in sample report Description This group of KPIs lets the management know how the efforts are faring.

Graph for Feedback Perspective

Data for Feedback Perspective

Dates	Value	Weight
27.02.2009	47,19	2
28.02.2009	51,19	2

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Complaints Decline

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Complaints Decline	73,99	83,62	+ 9,63	%	Maximize	Feedback Perspective

Description This is to know the drop occurring in the complaints section.

Graph for Complaints Decline

Data for Complaints Decline

Dates	Weight	Min	Max	Value
27.02.2009	2	10	100	73,99
28.02.2009	2	10	100	83,62

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% drop in Lapsed Customer

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% drop in Lapsed Customer	42,58	34,03	-8,55	%	Maximize	Feedback Perspective

Description A ‘Lapsed Customer’ is one who has stopped opting for the concerned company’s product. This KPI goes into showing the fall in such group of customers.

Graph for % drop in Lapsed Customer

Data for % drop in Lapsed Customer

Dates	Weight	Min	Max	Value
27.02.2009	3	10	100	42,58
28.02.2009	3	10	100	34,03

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Number of Software Used for Monitoring and Analyzing the Follow-ups

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of Software Used for Monitoring and Analyzing the Follow-ups	2,46	4,056	+ 1,596	#	Maximize	Feedback Perspective

Description Software are used for objectives like ‘hit analysis’, ‘call analysis’ etc. These help in gauging customer satisfaction.

Graph for Number of Software Used for Monitoring and Analyzing the Follow-ups

Data for Number of Software Used for Monitoring and Analyzing the Follow-ups

Dates	Weight	Min	Max	Value
27.02.2009	3	2	6	2,46
28.02.2009	3	2	6	4,056

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Customer Loyalty Assessment Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Customer Loyalty Assessment Perspective

38,08 %

34,35 %

-3,73%

Customer Loyalty Scorecard

Indicators

Number of Loyalty Schemes Run

‘Highly Profitable Customer Base’ Expansion

Number of Tactics being Employed for Raising Customer Loyalty

Frequency Rate Rise *

* - Information for this metric is limited in sample report Description This is to have the evaluation of ‘customer loyalty’ as a process.

Graph for Customer Loyalty Assessment Perspective

Data for Customer Loyalty Assessment Perspective

Dates	Value	Weight
27.02.2009	38,08	2
28.02.2009	34,35	2

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Number of Loyalty Schemes Run

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of Loyalty Schemes Run	8,86	6,484	-2,376	#	Maximize	Customer Loyalty Assessment Perspective

Description This is equal to the number of reward schemes (such as a retrospective discount, loyalty cards etc) that are run by the organization.

Graph for Number of Loyalty Schemes Run

Data for Number of Loyalty Schemes Run

Dates	Weight	Min	Max	Value
27.02.2009	2	4	10	8,86
28.02.2009	2	4	10	6,484

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‘Highly Profitable Customer Base’ Expansion

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	‘Highly Profitable Customer Base’ Expansion	51,42	50,85	-0,57	%	Maximize	Customer Loyalty Assessment Perspective

Description This indicator is equal to the rate at which the ‘creamy layer’ of customers is increasing. The value can be had on yearly basis.

Graph for ‘Highly Profitable Customer Base’ Expansion

Data for ‘Highly Profitable Customer Base’ Expansion

Dates	Weight	Min	Max	Value
27.02.2009	3	10	200	51,42
28.02.2009	3	10	200	50,85

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Number of Tactics being Employed for Raising Customer Loyalty

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of Tactics being Employed for Raising Customer Loyalty	3,506	5,298	+ 1,792	#	Maximize	Customer Loyalty Assessment Perspective

Description This indicates the number of systems like Relationship marketing, permission marketing, CRM and Database marketing being used to give customer loyalty a thrust.

Graph for Number of Tactics being Employed for Raising Customer Loyalty

Data for Number of Tactics being Employed for Raising Customer Loyalty

Dates	Weight	Min	Max	Value
27.02.2009	3	1	8	3,506
28.02.2009	3	1	8	5,298

Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 23.02.2009 22:55:49