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Customer Loyalty Scorecard

Report includes: 1 month(s) 49 day(s), from 31.01.2009 to 21.03.2009

  Name Start value End value Dynamic Contains
Root Customer Loyalty Scorecard  61,06 % 68,28 % + 7,22 %
Customer Care Perspective(77,2%, 7,33%Up)
Financial and Process Perspective(67,5%, -1,15%Down)
Feedback Perspective(57,1%, 0,64%Up)
Customer Loyalty Assessment Perspective(67,3%, 26,21%Up)

Graph for Customer Loyalty Scorecard

Graph for Customer Loyalty Scorecard

Data for Customer Loyalty Scorecard

DatesValue
31.01.200961,06
07.02.200947,96
14.02.200953,26
21.02.200959,97
28.02.200965,03
07.03.200954,66
14.03.200947,12
21.03.200968,28


Customer Care Perspective

  Name Start value End value Dynamic Parent Contains
Root Customer Care Perspective  69,88 % 77,21 % + 7,33% 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

Graph for Customer Care Perspective

Data for Customer Care Perspective

DatesValueWeight
31.01.200969,883
07.02.200964,593
14.02.200927,943
21.02.200976,083
28.02.200975,43
07.03.2009473
14.03.200953,243
21.03.200977,213


Training per Employee

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Training per Employee  144,39 148,13 + 3,74 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

Graph for Training per Employee

Data for Training per Employee

DatesWeightMinMaxValue
31.01.2009240150144,39
07.02.2009240150139,33
14.02.200924015083,56
21.02.2009240150124,92
28.02.2009240150129,32
07.03.200924015062,33
14.03.200924015074,98
21.03.2009240150148,13


Number of Additional Benefits provided

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Number of Additional Benefits provided  4,052 5,144 + 1,092 # 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

Graph for Number of Additional Benefits provided

Data for Number of Additional Benefits provided

DatesWeightMinMaxValue
31.01.20093284,052
07.02.20093285,684
14.02.20093282,54
21.02.20093287,094
28.02.20093287,802
07.03.20093284,526
14.03.20093285,348
21.03.20093285,144


Customer Expectation Meeting Ratio

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Customer Expectation Meeting Ratio  0,9286 0,9397 + 0,0111 # 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

Graph for Customer Expectation Meeting Ratio

Data for Customer Expectation Meeting Ratio

DatesWeightMinMaxValue
31.01.200930,710,9286
07.02.200930,710,7879
14.02.200930,710,7936
21.02.200930,710,9595
28.02.200930,710,8035
07.03.200930,710,9127
14.03.200930,710,8398
21.03.200930,710,9397


Financial and Process Perspective

  Name Start value End value Dynamic Parent Contains
Root Financial and Process Perspective  68,61 % 67,46 % -1,15% 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

Graph for Financial and Process Perspective

Data for Financial and Process Perspective

DatesValueWeight
31.01.200968,613
07.02.200927,023
14.02.200953,543
21.02.200932,423
28.02.200951,923
07.03.200958,063
14.03.200914,283
21.03.200967,463


Types of Communication Systems

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Types of Communication Systems  3,122 3,791 + 0,669 # 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

Graph for Types of Communication Systems

Data for Types of Communication Systems

DatesWeightMinMaxValue
31.01.20092253,122
07.02.20092252,306
14.02.20092254,064
21.02.20092253,089
28.02.20092254,007
07.03.20092252,645
14.03.20092252,249
21.03.20092253,791


Fall in Customers’ Grievances Redressal

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Fall in Customers’ Grievances Redressal  84,16 94,24 + 10,08 % 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

Graph for Fall in Customers’ Grievances Redressal

Data for Fall in Customers’ Grievances Redressal

DatesWeightMinMaxValue
31.01.200924010084,16
07.02.200924010042,76
14.02.200924010084,46
21.02.200924010067,6
28.02.200924010057,52
07.03.200924010090,94
14.03.200924010040,78
21.03.200924010094,24


ROI Jump

  Name Start value End value Dynamic Measure units Optimization method Parent
Root ROI Jump  122,7 123,68 + 0,98 % Maximize Financial and Process Perspective
Description This gives the extent to which the Return on Investment shows an increase.


Graph for ROI Jump

Graph for ROI Jump

Data for ROI Jump

DatesWeightMinMaxValue
31.01.2009310150122,7
07.02.200931015050,18
14.02.200931015096,24
21.02.200931015038,84
28.02.2009310150135,58
07.03.200931015065,72
14.03.200931015025,54
21.03.2009310150123,68


Feedback Perspective

  Name Start value End value Dynamic Parent Contains
Root Feedback Perspective  56,47 % 57,11 % + 0,64% 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

Graph for Feedback Perspective

Data for Feedback Perspective

DatesValueWeight
31.01.200956,472
07.02.200952,622
14.02.200983,432
21.02.200965,222
28.02.200953,252
07.03.200973,462
14.03.200977,442
21.03.200957,112


Complaints Decline

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Complaints Decline  65,26 49,24 -16,02 % Maximize Feedback Perspective
Description This is to know the drop occurring in the complaints section.

Graph for Complaints Decline

Graph for Complaints Decline

Data for Complaints Decline

DatesWeightMinMaxValue
31.01.200921010065,26
07.02.200921010055,72
14.02.200921010071,92
21.02.200921010085,33
28.02.200921010070,12
07.03.200921010060,4
14.03.200921010064,18
21.03.200921010049,24


% drop in Lapsed Customer

  Name Start value End value Dynamic Measure units Optimization method Parent
Root % drop in Lapsed Customer  57,52 78,49 + 20,97 % 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

Graph for % drop in Lapsed Customer

Data for % drop in Lapsed Customer

DatesWeightMinMaxValue
31.01.200931010057,52
07.02.200931010084,34
14.02.200931010090,28
21.02.200931010044,74
28.02.200931010033,31
07.03.200931010083,98
14.03.200931010089,11
21.03.200931010078,49


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

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Number of Software Used for Monitoring and Analyzing the Follow-ups  3,356 4,784 + 1,428 # 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

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

DatesWeightMinMaxValue
31.01.20093263,356
07.02.20093263,248
14.02.20093265,732
21.02.20093265,568
28.02.20093264,328
07.03.20093265,24
14.03.20093264,612
21.03.20093264,784


Customer Loyalty Assessment Perspective

  Name Start value End value Dynamic Parent Contains
Root Customer Loyalty Assessment Perspective  41,08 % 67,29 % + 26,21% 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

Graph for Customer Loyalty Assessment Perspective

Data for Customer Loyalty Assessment Perspective

DatesValueWeight
31.01.200941,082
07.02.200949,752
14.02.200960,662
21.02.200971,882
28.02.200980,912
07.03.200942,252
14.03.200956,872
21.03.200967,292


Number of Loyalty Schemes Run

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Number of Loyalty Schemes Run  9,598 8,494 -1,104 # 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

Graph for Number of Loyalty Schemes Run

Data for Number of Loyalty Schemes Run

DatesWeightMinMaxValue
31.01.200924109,598
07.02.200924105,92
14.02.200924108,548
21.02.200924109,316
28.02.200924107,834
07.03.200924105,542
14.03.200924106,094
21.03.200924108,494


‘Highly Profitable Customer Base’ Expansion

  Name Start value End value Dynamic Measure units Optimization method Parent
Root ‘Highly Profitable Customer Base’ Expansion  73,27 196,96 + 123,7 % 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

Graph for ‘Highly Profitable Customer Base’ Expansion

Data for ‘Highly Profitable Customer Base’ Expansion

DatesWeightMinMaxValue
31.01.200931020073,27
07.02.2009310200178,91
14.02.2009310200123,81
21.02.2009310200157,25
28.02.2009310200196,39
07.03.2009310200159,34
14.03.2009310200154,21
21.03.2009310200196,96


Number of Tactics being Employed for Raising Customer Loyalty

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Number of Tactics being Employed for Raising Customer Loyalty  2,407 3,541 + 1,134 # 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

Graph for Number of Tactics being Employed for Raising Customer Loyalty

Data for Number of Tactics being Employed for Raising Customer Loyalty

DatesWeightMinMaxValue
31.01.20093182,407
07.02.20093183,926
14.02.20093187,181
21.02.20093187,321
28.02.20093185,732
07.03.20093182,351
14.03.20093185,886
21.03.20093183,541
Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 23.02.2009 22:55:33

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