Car Sales Point Balanced Scorecard

Report includes: 1 month(s) 49 day(s), from 03.12.2008 to 21.01.2009

	Name	Start value	End value	Dynamic	Contains
	Car Sales Point Balanced Scorecard	40,3 %	50,08 %	+ 9,78 %	Financial Perspective (43,1%, 10,56%) Internal operations Perspective (76,6%, 19,31%) Customer Focus Perspective (41,9%, 17,29%) Employee Performance and Training Perspective (29%, -13,21%)

Graph for Car Sales Point Balanced Scorecard

Data for Car Sales Point Balanced Scorecard

Financial Perspective

	Name	Start value	End value	Dynamic	Parent	Contains
	Financial Perspective	32,5 %	43,06 %	+ 10,56%	Car Sales Point Balanced Scorecard	Indicators Profit Margins Earned by Car Sales Outlets % drop in operating costs % increase in sales % increase in earnings from tie-ups and co branding opportunities *

Graph for Financial Perspective

Data for Financial Perspective

Profit Margins Earned by Car Sales Outlets

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Profit Margins Earned by Car Sales Outlets	2,14	2,504	+ 0,364	%	Maximize	Financial Perspective

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Data for Profit Margins Earned by Car Sales Outlets

% drop in operating costs

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% drop in operating costs	28,65	41,95	+ 13,3	%	Maximize	Financial Perspective

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Data for % drop in operating costs

% increase in sales

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% increase in sales	63,95	41,06	-22,89	%	Maximize	Financial Perspective

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Data for % increase in sales

Internal operations Perspective

	Name	Start value	End value	Dynamic	Parent	Contains
	Internal operations Perspective	57,26 %	76,57 %	+ 19,31%	Car Sales Point Balanced Scorecard	Indicators Number of Financial tie-ups Hold Back Margins Received from Manufacturers Level of transaction transparency % increase in maintenance agreements *

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Data for Internal operations Perspective

Number of Financial tie-ups

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of Financial tie-ups	8,713	6,769	-1,944	#	Maximize	Internal operations Perspective

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Data for Number of Financial tie-ups

Hold Back Margins Received from Manufacturers

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Hold Back Margins Received from Manufacturers	2,052	4,344	+ 2,292	%	Maximize	Internal operations Perspective

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Data for Hold Back Margins Received from Manufacturers

Level of transaction transparency

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Level of transaction transparency	6,922	8,272	+ 1,35	Score	Maximize	Internal operations Perspective

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Data for Level of transaction transparency

Customer Focus Perspective

	Name	Start value	End value	Dynamic	Parent	Contains
	Customer Focus Perspective	24,65 %	41,94 %	+ 17,29%	Car Sales Point Balanced Scorecard	Indicators % reduction in the number of customer complaints Response Level Customer oriented product schemes developed Quality level of aftermarket accessories offered *

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Data for Customer Focus Perspective

% reduction in the number of customer complaints

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% reduction in the number of customer complaints	64,28	60,08	-4,2	%	Maximize	Customer Focus Perspective

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Data for % reduction in the number of customer complaints

Response Level

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Response Level	4,015	7,705	+ 3,69	Score	Maximize	Customer Focus Perspective

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Data for Response Level

Customer oriented product schemes developed

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Customer oriented product schemes developed	2,254	17,454	+ 15,2	#	Maximize	Customer Focus Perspective

Graph for Customer oriented product schemes developed

Data for Customer oriented product schemes developed

Employee Performance and Training Perspective

	Name	Start value	End value	Dynamic	Parent	Contains
	Employee Performance and Training Perspective	42,23 %	29,02 %	-13,21%	Car Sales Point Balanced Scorecard	Indicators Target meeting fraction Conversion Rate Number of instances of striking more than average price Number of training programs conducted *

Graph for Employee Performance and Training Perspective

Data for Employee Performance and Training Perspective

Target meeting fraction

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Target meeting fraction	94,64	85,52	-9,12	%	Maximize	Employee Performance and Training Perspective

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Data for Target meeting fraction

Conversion Rate

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Conversion Rate	68,78	51,98	-16,8	%	Maximize	Employee Performance and Training Perspective

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Data for Conversion Rate

Number of instances of striking more than average price

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of instances of striking more than average price	3,889	3,556	-0,333	#	Maximize	Employee Performance and Training Perspective

Graph for Number of instances of striking more than average price

Data for Number of instances of striking more than average price

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