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

Newspaper Management Balanced Scorecard

Report includes: 2 day(s), from 30.12.2008 to 31.12.2008

Name

Start value

End value

Dynamic

Contains

Newspaper Management Balanced Scorecard

41,99 %

39,43 %

-2,56 %

Financial Perspective	(46%, 5,36%)
Growth Perspective	(22,3%, -11,57%)
Internal Processes Perspective	(41,4%, -16,82%)
Employee and Collaboration Perspective	(53,3%, 13,31%)

Graph for Newspaper Management Balanced Scorecard

Data for Newspaper Management Balanced Scorecard

Dates	Value
30.12.2008	41,99
31.12.2008	39,43

Financial Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Financial Perspective

40,66 %

46,02 %

+ 5,36%

Newspaper Management Balanced Scorecard

Indicators

Advertisements' revenue from 'Print' mode

Advertisements' Revenue from 'electronic' mode

Revenue from 'behind-the-wall' news concept

PAT (Profit After Tax) *

* - Information for this metric is limited in sample report Description Thi group of category is to fulfill the 'monetary expectations' of the shareholders of the organization.

Graph for Financial Perspective

Data for Financial Perspective

Dates	Value	Weight
30.12.2008	40,66	3
31.12.2008	46,02	3

Advertisements' revenue from 'Print' mode

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Advertisements' revenue from 'Print' mode	253,25	187,25	-66	$ million	Maximize	Financial Perspective

Description Advertisements form an important sources for earning for the newspapers. This parameter will help the organization in knowing when the situation of 'pops' and 'drops' are happening.

Graph for Advertisements' revenue from 'Print' mode

Data for Advertisements' revenue from 'Print' mode

Dates	Weight	Min	Max	Value
30.12.2008	3	50	800	253,25
31.12.2008	3	50	800	187,25

Advertisements' Revenue from 'electronic' mode

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Advertisements' Revenue from 'electronic' mode	43,76	60,56	+ 16,8	$ million	Maximize	Financial Perspective

Description This includes ways like websites, often developed by newspaper houses to cope up with the societal changes.

Graph for Advertisements' Revenue from 'electronic' mode

Data for Advertisements' Revenue from 'electronic' mode

Dates	Weight	Min	Max	Value
30.12.2008	2	20	100	43,76
31.12.2008	2	20	100	60,56

Revenue from 'behind-the-wall' news concept

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Revenue from 'behind-the-wall' news concept	1,6875	5,5445	+ 3,857	$	Maximize	Financial Perspective

Description 'Behind-the-wall' refers to the practice adopted by newspaper companies to provide 'insider information', that is available only on Internet and not in the 'printed version'. The value can be had on a monthly basis.

Graph for Revenue from 'behind-the-wall' news concept

Data for Revenue from 'behind-the-wall' news concept

Dates	Weight	Min	Max	Value
30.12.2008	2	0,5	10	1,6875
31.12.2008	2	0,5	10	5,5445

Growth Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Growth Perspective

33,84 %

22,27 %

-11,57%

Newspaper Management Balanced Scorecard

Indicators

% increase in number of subscriptions

Award Winning Instances

Competitive Position Improvement

% drop in 'Paper Wastage' *

* - Information for this metric is limited in sample report Description KPIs grouped under this head can be employed for ensuring progress in a steady manner.

Graph for Growth Perspective

Data for Growth Perspective

Dates	Value	Weight
30.12.2008	33,84	3
31.12.2008	22,27	3

% increase in number of subscriptions

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% increase in number of subscriptions	63,04	30,4	-32,64	%	Maximize	Growth Perspective

Description This KPI is to know how well the publication is being received among the readers. It can be had on annual basis.

Graph for % increase in number of subscriptions

Data for % increase in number of subscriptions

Dates	Weight	Min	Max	Value
30.12.2008	3	20	100	63,04
31.12.2008	3	20	100	30,4

Award Winning Instances

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Award Winning Instances	2,729	1,722	-1,007	#	Maximize	Growth Perspective

Description This KPI is to know the quality of the material that is being printed over the last 1 year in different categories.

Graph for Award Winning Instances

Data for Award Winning Instances

Dates	Weight	Min	Max	Value
30.12.2008	2	1	20	2,729
31.12.2008	2	1	20	1,722

Competitive Position Improvement

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Competitive Position Improvement	20,04	36,76	+ 16,72	%	Maximize	Growth Perspective

Description This can be had by gauging the improvement in 'competitive stand' held by the organization, when compared to the other players. It can be on the basis of improvement in market share.

Graph for Competitive Position Improvement

Data for Competitive Position Improvement

Dates	Weight	Min	Max	Value
30.12.2008	2	10	50	20,04
31.12.2008	2	10	50	36,76

Internal Processes Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Internal Processes Perspective

58,22 %

41,4 %

-16,82%

Newspaper Management Balanced Scorecard

Indicators

Number of sections catered

Number of times a 'specific publication' is issued

Number of disputes or 'defaming claims', if any

Number of Printing Facilities across the country *

* - Information for this metric is limited in sample report Description This category is to ensure that enough attention is paid to the operations going inside the organization.

Graph for Internal Processes Perspective

Data for Internal Processes Perspective

Dates	Value	Weight
30.12.2008	58,22	2
31.12.2008	41,4	2

Number of sections catered

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of sections catered	7,391	3,597	-3,794	#	Maximize	Internal Processes Perspective

Description The value can be had by knowing the number of sections for which information are provided, in light of the 'total number of such sections'. For instance, a crude way can be to consider groups like 'kids', 'Youth' and 'Women'.

Graph for Number of sections catered

Data for Number of sections catered

Dates	Weight	Min	Max	Value
30.12.2008	2	1	8	7,391
31.12.2008	2	1	8	3,597

Number of times a 'specific publication' is issued

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of times a 'specific publication' is issued	14,58	21,004	+ 6,424	#	Maximize	Internal Processes Perspective

Description There are newspaper companies which come up with maganizes targeted at a specific sector of the society in a recurrent manner. The value can be had on annual basis.

Graph for Number of times a 'specific publication' is issued

Data for Number of times a 'specific publication' is issued

Dates	Weight	Min	Max	Value
30.12.2008	3	6	50	14,58
31.12.2008	3	6	50	21,004

Number of disputes or 'defaming claims', if any

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of disputes or 'defaming claims', if any	0,08	3,42	+ 3,34	#	Minimize	Internal Processes Perspective

Description This indicator hints at the authenticity of the information that is dispersed. The value can be had on annual basis.

Graph for Number of disputes or 'defaming claims', if any

Data for Number of disputes or 'defaming claims', if any

Dates	Weight	Min	Max	Value
30.12.2008	2	0	5	0,08
31.12.2008	2	0	5	3,42

Employee and Collaboration Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Employee and Collaboration Perspective

39,99 %

53,3 %

+ 13,31%

Newspaper Management Balanced Scorecard

Indicators

Constructive:Defensive Culture Ratio

% dip in labor turnover

Number of Strategic Collaborations

Number of journalists *

* - Information for this metric is limited in sample report Description This category is to guide the organization regarding the workforce. It can have parameters for judging the way they 'perceive the operations in the organization'.

Graph for Employee and Collaboration Perspective

Data for Employee and Collaboration Perspective

Dates	Value	Weight
30.12.2008	39,99	2
31.12.2008	53,3	2

Constructive:Defensive Culture Ratio

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Constructive:Defensive Culture Ratio	0,8755	0,976	+ 0,101	#	Maximize	Employee and Collaboration Perspective

Description There are two basic types of cultures identified at such places- Constructive and Defensive. The value of this parameter can be had by running a small survey among the employees asking them regarding the culture being followed at the workplace. By comparing the number of people who go with 'constructive' option versus the ones who go with the 'defensive' choice will give the magnitude of this metric.

Graph for Constructive:Defensive Culture Ratio

Data for Constructive:Defensive Culture Ratio

Dates	Weight	Min	Max	Value
30.12.2008	2	0,25	1	0,8755
31.12.2008	2	0,25	1	0,976

% dip in labor turnover

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% dip in labor turnover	49,04	24,72	-24,32	%	Maximize	Employee and Collaboration Perspective

Description This indicator hints at the satisfaction enjoyed by the workforce.

Graph for % dip in labor turnover

Data for % dip in labor turnover

Dates	Weight	Min	Max	Value
30.12.2008	2	20	100	49,04
31.12.2008	2	20	100	24,72

Number of Strategic Collaborations

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of Strategic Collaborations	4,267	2,611	-1,656	#	Maximize	Employee and Collaboration Perspective

Description This is to obtain in quatitative terms 'the strength of the network'.

Graph for Number of Strategic Collaborations

Data for Number of Strategic Collaborations

Dates	Weight	Min	Max	Value
30.12.2008	3	1	10	4,267
31.12.2008	3	1	10	2,611

Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 26.12.2008 20:57:27