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

Ecommerce Scorecard

Report includes: 2 day(s), from 17.02.2009 to 18.02.2009

Name

Start value

End value

Dynamic

Contains

Ecommerce Scorecard

45,64 %

49,13 %

+ 3,49 %

Financial Perspective	(37,7%, -13,84%)
Internal Operations Compatibility Perspective	(46%, 16,63%)
Clickstream Perspective	(68,1%, 17,07%)
Capability Perspective	(50%, 3,01%)

Graph for Ecommerce Scorecard

Data for Ecommerce Scorecard

Dates	Value
17.02.2009	45,64
18.02.2009	49,13

Financial Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Financial Perspective

51,55 %

37,71 %

-13,84%

Ecommerce Scorecard

Indicators

Investment Fraction in ecommerce

E-commerce Financial contribution

Savings from ecommerce implementation

Cost: Benefit ratio *

* - Information for this metric is limited in sample report Description This group of parameters helps in evaluating the financial performance of e-commerce, as a 'revenue- fetching' strategy.

Graph for Financial Perspective

Data for Financial Perspective

Dates	Value	Weight
17.02.2009	51,55	3
18.02.2009	37,71	3

Investment Fraction in ecommerce

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Investment Fraction in ecommerce	0,5113	0,5572	+ 0,0459	#	Maximize	Financial Perspective

Description Ecommerce enters the landscape, whenever one uses an electronic way to buy or sell products. The options include supply chain management, electronic funds transfer, electronic data interchange and internet marketing. This in turn, asks for considerable investment in the deployment of technology. Framing this requirement in the form of a KPI can guide the company in ensuring that the resources are put to use, beneficially.
The stated KPI is to know the proportion of total investment that goes into ecommerce technologies.

Graph for Investment Fraction in ecommerce

Data for Investment Fraction in ecommerce

Dates	Weight	Min	Max	Value
17.02.2009	3	0,1	1	0,5113
18.02.2009	3	0,1	1	0,5572

E-commerce Financial contribution

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	E-commerce Financial contribution	0,988	0,2696	-0,718	#	Maximize	Financial Perspective

Description Since ecommerce is one of the many options available, the contribution made by it is an important metric that can be tracked. The value of this KPI is equal to 'Sales brought by E-commerce strategy: Total Sales'.

Graph for E-commerce Financial contribution

Data for E-commerce Financial contribution

Dates	Weight	Min	Max	Value
17.02.2009	2	0,2	1	0,988
18.02.2009	2	0,2	1	0,2696

Savings from ecommerce implementation

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Savings from ecommerce implementation	30299	30150,5	-148,5	$	Maximize	Financial Perspective

Description This gives the monetary value of the benefits that were drawn from the use of ecommerce, on using the ecommerce technology.

Graph for Savings from ecommerce implementation

Data for Savings from ecommerce implementation

Dates	Weight	Min	Max	Value
17.02.2009	3	500	50000	30299
18.02.2009	3	500	50000	30150,5

Internal Operations Compatibility Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Internal Operations Compatibility Perspective

29,38 %

46,01 %

+ 16,63%

Ecommerce Scorecard

Indicators

Workforce ratio

Average Staff engagement index

Number of options used for promotion of website

IT Infrastructure Integration degree *

* - Information for this metric is limited in sample report Description This is to obtain a 'measurable guess' at the way e-commerce strategy goes down well with the operations of the organization.

Graph for Internal Operations Compatibility Perspective

Data for Internal Operations Compatibility Perspective

Dates	Value	Weight
17.02.2009	29,38	2
18.02.2009	46,01	2

Workforce ratio

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Workforce ratio	0,5977	0,4987	-0,099	#	Maximize	Internal Operations Compatibility Perspective

Description Since e-commerce is often followed as 'one of the marketing strategies' to generate sales, so a portion of the total employee workforce is engaged in the task. This fraction can help in knowing the attention being paid by the management in making ecommerce as a 'strong' route to reach for revenues.

Graph for Workforce ratio

Data for Workforce ratio

Dates	Weight	Min	Max	Value
17.02.2009	3	0,1	1	0,5977
18.02.2009	3	0,1	1	0,4987

Average Staff engagement index

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Average Staff engagement index	2,296	3,079	+ 0,783	Score	Maximize	Internal Operations Compatibility Perspective

Description Such a metric is needed to know the extent to which the employees are involved and feel occupied with the ecommerce strategies. The value can be attained via scale labeled from 1-10.

Graph for Average Staff engagement index

Data for Average Staff engagement index

Dates	Weight	Min	Max	Value
17.02.2009	2	1	10	2,296
18.02.2009	2	1	10	3,079

Number of options used for promotion of website

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of options used for promotion of website	8,894	3,422	-5,472	#	Maximize	Internal Operations Compatibility Perspective

Description Ecommerce is an umbrella that comprises several strategies for revenue increments. This parameter is to know the number of such choices being used.

Graph for Number of options used for promotion of website

Data for Number of options used for promotion of website

Dates	Weight	Min	Max	Value
17.02.2009	2	2	20	8,894
18.02.2009	2	2	20	3,422

Clickstream Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Clickstream Perspective

51,02 %

68,09 %

+ 17,07%

Ecommerce Scorecard

Indicators

Page Views per session

Page Sticking Index

Percentage of Orders on per session basis

Shopping options skipping Rate *

* - Information for this metric is limited in sample report Description This category of indicators is to obtain various parameters for judging the progress of the ecommerce strategy.

Graph for Clickstream Perspective

Data for Clickstream Perspective

Dates	Value	Weight
17.02.2009	51,02	2
18.02.2009	68,09	2

Page Views per session

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Page Views per session	2,24	8,944	+ 6,704	#	Maximize	Clickstream Perspective

Description The value of this KPI is equal to the ratio borne by 'number of page views' (equal to the number of times the pages of website are viewed by the visitors) to 'number of sessions' (equal to the number of users visiting the website). For instance, 4000 page views occur for 1000 sessions. So, this KPI will be 4000/1000= 4 page views per session. The utility of this parameter lies in the fact that it helps in improving the bottom line of the business.

Graph for Page Views per session

Data for Page Views per session

Dates	Weight	Min	Max	Value
17.02.2009	2	2	10	2,24
18.02.2009	2	2	10	8,944

Page Sticking Index

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Page Sticking Index	0,2575	0,2422	-0,0153	#	Maximize	Clickstream Perspective

Description This metrics gives the possibility of a given visitor being retained.

Graph for Page Sticking Index

Data for Page Sticking Index

Dates	Weight	Min	Max	Value
17.02.2009	3	0,1	1	0,2575
18.02.2009	3	0,1	1	0,2422

Percentage of Orders on per session basis

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Percentage of Orders on per session basis	98,436	93,284	-5,152	%	Maximize	Clickstream Perspective

Description The value is equal to the 'number of orders' received by 'number of session'.

Graph for Percentage of Orders on per session basis

Data for Percentage of Orders on per session basis

Dates	Weight	Min	Max	Value
17.02.2009	3	8	100	98,436
18.02.2009	3	8	100	93,284

Capability Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Capability Perspective

46,98 %

49,99 %

+ 3,01%

Ecommerce Scorecard

Indicators

% improvement in flow of information experienced

% increase in the number of transactions

Improvement in stakeholder relations

Customization enhancement Ratio *

* - Information for this metric is limited in sample report Description This group of indicators is to have a means for measuring the 'capability' of ecommerce strategy.

Graph for Capability Perspective

Data for Capability Perspective

Dates	Value	Weight
17.02.2009	46,98	3
18.02.2009	49,99	3

% improvement in flow of information experienced

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% improvement in flow of information experienced	97,48	61,57	-35,91	%	Maximize	Capability Perspective

Description This KPI gives the organization an idea of how well the information is travelling from source to destination. The value can be obtained by knowing the comparing the situations, both prior to after the introduction of ecommerce technology.

Graph for % improvement in flow of information experienced

Data for % improvement in flow of information experienced

Dates	Weight	Min	Max	Value
17.02.2009	2	10	100	97,48
18.02.2009	2	10	100	61,57

% increase in the number of transactions

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% increase in the number of transactions	58,25	70,1	+ 11,85	%	Maximize	Capability Perspective

Description This metric enables the organization in knowing the benefits, in terms of jump in the number of transactions that were carried out.

Graph for % increase in the number of transactions

Data for % increase in the number of transactions

Dates	Weight	Min	Max	Value
17.02.2009	3	50	200	58,25
18.02.2009	3	50	200	70,1

Improvement in stakeholder relations

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Improvement in stakeholder relations	6,859	7,795	+ 0,936	Score	Maximize	Capability Perspective

Description This metric is to have a quantitative way for knowing the 'improvement in relations with suppliers, employees and clients' (on a scale of 1 to 10).

Graph for Improvement in stakeholder relations

Data for Improvement in stakeholder relations

Dates	Weight	Min	Max	Value
17.02.2009	3	1	10	6,859
18.02.2009	3	1	10	7,795

Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 13.02.2009 8:57:18