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Customer Profitability Scorecard

Report includes: 1 month(s) 49 day(s), from 21.01.2009 to 11.03.2009

  Name Start value End value Dynamic Contains
Root Customer Profitability Scorecard  51,48 % 55,39 % + 3,91 %
Average Lifetime Value(67,1%, 27,35%Up)
Customer Retention Potential(56,2%, -24,5%Down)
Revenue Collection Perspective(47,5%, 21,02%Up)
Process Performance Perspective(44,5%, -5,78%Down)

Graph for Customer Profitability Scorecard

Graph for Customer Profitability Scorecard

Data for Customer Profitability Scorecard

DatesValue
21.01.200951,48
28.01.200944,37
04.02.200938,38
11.02.200952,32
18.02.200946,34
25.02.200950,99
04.03.200957,23
11.03.200955,39


Average Lifetime Value

  Name Start value End value Dynamic Parent Contains
Root Average Lifetime Value  39,78 % 67,13 % + 27,35% Customer Profitability Scorecard
Indicators
Discount Rate
Retention Cost
Profit margin
Period *
* - Information for this metric is limited in sample report Description This perspective is to obtain the worth of each customer so as to decide the future course of action. Theoretically, it is equal to the present value of the future cash flows that are expected from the customers. Inculcating this concept into the marketing department of the organization helps in aiming for long term gains, rather than focusing on the short term ones.

Graph for Average Lifetime Value

Graph for Average Lifetime Value

Data for Average Lifetime Value

DatesValueWeight
21.01.200939,783
28.01.200934,013
04.02.200933,173
11.02.200938,163
18.02.200958,563
25.02.200954,813
04.03.200966,153
11.03.200967,133


Discount Rate

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Discount Rate  10,056 12,4 + 2,344 % Minimize Average Lifetime Value
Description Certain cost of capital is used to discount the future revenue from customers. This is the discount rate.

Graph for Discount Rate

Graph for Discount Rate

Data for Discount Rate

DatesWeightMinMaxValue
21.01.2009381610,056
28.01.2009381611,672
04.02.2009381613,352
11.02.2009381614,776
18.02.2009381610,136
25.02.2009381613,672
04.03.2009381611,336
11.03.2009381612,4


Retention Cost

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Retention Cost  480,2 219,65 -260,5 $ Minimize Average Lifetime Value
Description This KPI is equal to the amount spent by the company to keep an existing customer. This includes costs such as billing, incentives given for promotion etc.

Graph for Retention Cost

Graph for Retention Cost

Data for Retention Cost

DatesWeightMinMaxValue
21.01.2009250500480,2
28.01.2009250500467,6
04.02.2009250500421,25
11.02.2009250500229,55
18.02.2009250500252,95
25.02.2009250500356
04.03.2009250500107,6
11.03.2009250500219,65


Profit margin

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Profit margin  417,31 672,91 + 255,6 $ Maximize Average Lifetime Value
Description This gives the margin managed, on per customer basis over one year period.

Graph for Profit margin

Graph for Profit margin

Data for Profit margin

DatesWeightMinMaxValue
21.01.2009390800417,31
28.01.2009390800264,66
04.02.2009390800193,66
11.02.2009390800390,33
18.02.2009390800496,83
25.02.2009390800648,06
04.03.2009390800466,3
11.03.2009390800672,91


Customer Retention Potential

  Name Start value End value Dynamic Parent Contains
Root Customer Retention Potential  80,68 % 56,18 % -24,5% Customer Profitability Scorecard
Indicators
Number of switch barriers
Retention rate
Customer Satisfaction
Offers' Attractiveness Index *
* - Information for this metric is limited in sample report Description This group of indicators weighs the potential of company in retaining the customers.

Graph for Customer Retention Potential

Graph for Customer Retention Potential

Data for Customer Retention Potential

DatesValueWeight
21.01.200980,683
28.01.200936,313
04.02.200940,343
11.02.200943,753
18.02.200917,013
25.02.200978,213
04.03.200975,493
11.03.200956,183


Number of switch barriers

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Number of switch barriers  7,615 7,16 -0,455 # Maximize Customer Retention Potential
Description This is equal to the number of hurdles that the company considers useful in preventing customers from moving to the competitor's product.

Graph for Number of switch barriers

Graph for Number of switch barriers

Data for Number of switch barriers

DatesWeightMinMaxValue
21.01.20093387,615
28.01.20093383,985
04.02.20093383,19
11.02.20093384,655
18.02.20093383,43
25.02.20093387,35
04.03.20093387,06
11.03.20093387,16


Retention rate

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Retention rate  80 36,64 -43,36 % Maximize Customer Retention Potential
Description This metric is to know the extent to which the company has so far succeeded in holding the customer base to its own products and services.

Graph for Retention rate

Graph for Retention rate

Data for Retention rate

DatesWeightMinMaxValue
21.01.200922010080
28.01.200922010020,08
04.02.200922010067,28
11.02.200922010078,24
18.02.200922010025,84
25.02.200922010097,44
04.03.200922010097,52
11.03.200922010036,64


Customer Satisfaction

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Customer Satisfaction  8,389 3,574 -4,815 Score Maximize Customer Retention Potential
Description The value of this parameter can be obtained by using a scale of 1-10. A survey run with a portion of the customer base can be run to have the value.

Graph for Customer Satisfaction

Graph for Customer Satisfaction

Data for Customer Satisfaction

DatesWeightMinMaxValue
21.01.200931108,389
28.01.200931105,446
04.02.200931107,768
11.02.200931101,252
18.02.200931102,827
25.02.200931105,473
04.03.200931107,021
11.03.200931103,574


Revenue Collection Perspective

  Name Start value End value Dynamic Parent Contains
Root Revenue Collection Perspective  26,43 % 47,45 % + 21,02% Customer Profitability Scorecard
Indicators
Autonomous revenue surge
Cross- Selling climbing index
Up-Selling Revenue rise
Reference value *
* - Information for this metric is limited in sample report Description This class of indicators is to 'assess' the various ways which are providing revenue to the company.

Graph for Revenue Collection Perspective

Graph for Revenue Collection Perspective

Data for Revenue Collection Perspective

DatesValueWeight
21.01.200926,432
28.01.200970,532
04.02.200946,22
11.02.200963,262
18.02.200957,472
25.02.200925,772
04.03.200932,822
11.03.200947,452


Autonomous revenue surge

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Autonomous revenue surge  24,29 104,11 + 79,82 % Maximize Revenue Collection Perspective
Description The value of this KPI can be calculated using the standard ways like that of 'demand forecasting' or 'multinomial logit models'. The increase can be had on yearly basis.

Graph for Autonomous revenue surge

Graph for Autonomous revenue surge

Data for Autonomous revenue surge

DatesWeightMinMaxValue
21.01.200932015024,29
28.01.2009320150127,12
04.02.200932015045,87
11.02.200932015084,74
18.02.2009320150142,72
25.02.200932015060,43
04.03.200932015027,67
11.03.2009320150104,11


Cross- Selling climbing index

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Cross- Selling climbing index  0,6094 0,4186 -0,191 # Maximize Revenue Collection Perspective
Description This KPI helps in judging the degree to which relationship of the given product can be extended with 'other related or associated' products. For instance, a life insurance company can decide to club the selling of its product with that of an automobile insurance seller's.

Graph for Cross- Selling climbing index

Graph for Cross- Selling climbing index

Data for Cross- Selling climbing index

DatesWeightMinMaxValue
21.01.200930,110,6094
28.01.200930,110,9487
04.02.200930,110,5653
11.02.200930,110,9352
18.02.200930,110,4447
25.02.200930,110,442
04.03.200930,110,8659
11.03.200930,110,4186


Up-Selling Revenue rise

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Up-Selling Revenue rise  0,46 0,6592 + 0,199 # Maximize Revenue Collection Perspective
Description This is to know the increase in 'purchase frequency' and 'intensity' in the buying behavior and occurs when loyal customers buy additional numbers of the 'same' product.

Graph for Up-Selling Revenue rise

Graph for Up-Selling Revenue rise

Data for Up-Selling Revenue rise

DatesWeightMinMaxValue
21.01.200920,210,46
28.01.200920,210,4488
04.02.200920,210,588
11.02.200920,210,7472
18.02.200920,210,3096
25.02.200920,210,204
04.03.200920,210,344
11.03.200920,210,6592


Process Performance Perspective

  Name Start value End value Dynamic Parent Contains
Root Process Performance Perspective  50,3 % 44,52 % -5,78% Customer Profitability Scorecard
Indicators
Rise in Customer segmentation tuning
Customer margins Rise
Scaling Customer Impact
Customer Lifetime value *
* - Information for this metric is limited in sample report Description This category of indicators is to assess the whole process of customer profitability.

Graph for Process Performance Perspective

Graph for Process Performance Perspective

Data for Process Performance Perspective

DatesValueWeight
21.01.200950,32
28.01.200945,842
04.02.200935,462
11.02.200975,472
18.02.200960,892
25.02.200929,632
04.03.200940,892
11.03.200944,522


Rise in Customer segmentation tuning

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Rise in Customer segmentation tuning  0,6288 0,4872 -0,142 # Maximize Process Performance Perspective
Description This indicator gives the way the management perceives, customer segmentation has improved.

Graph for Rise in Customer segmentation tuning

Graph for Rise in Customer segmentation tuning

Data for Rise in Customer segmentation tuning

DatesWeightMinMaxValue
21.01.200920,210,6288
28.01.200920,210,5632
04.02.200920,210,6744
11.02.200920,210,9432
18.02.200920,210,6872
25.02.200920,210,4048
04.03.200920,210,3248
11.03.200920,210,4872


Customer margins Rise

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Customer margins Rise  31,57 71,87 + 40,3 % Maximize Process Performance Perspective
Description This is to have the jump in customer margins over a period of one year.

Graph for Customer margins Rise

Graph for Customer margins Rise

Data for Customer margins Rise

DatesWeightMinMaxValue
21.01.200932015031,57
28.01.200932015092,67
04.02.200932015085,13
11.02.2009320150132,06
18.02.200932015095,01
25.02.200932015054,84
04.03.200932015073,95
11.03.200932015071,87


Scaling Customer Impact

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Scaling Customer Impact  7,93 4,303 -3,627 Score Maximize Process Performance Perspective
Description Using a scale numbered from 1-10, one can assess the value of customer impact.

Graph for Scaling Customer Impact

Graph for Scaling Customer Impact

Data for Scaling Customer Impact

DatesWeightMinMaxValue
21.01.200921107,93
28.01.200921101,612
04.02.200921101,684
11.02.200921104,717
18.02.200921104,33
25.02.200921106,994
04.03.200921107,534
11.03.200921104,303
Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 13.02.2009 9:46:23

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