This is a Customer Value Balanced Scorecard Report, it is one of reports that Balanced Scorecard Designer can generate for Customer Value scorecard. With this software you can also design your own KPIs, Balanced Scorecards and metrics.


Customer Value 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 Value Scorecard  49,31 % 47,36 % -1,95 %
Operational and Benefits Perspective(44,9%, -22,82%Down)
Framework Perspective(21,1%, -23,87%Down)
Factors and Considerations/Analysis perspective(57,6%, 24,07%Up)
Performance Evaluation(80,2%, 36,25%Up)

Graph for Customer Value Scorecard

Graph for Customer Value Scorecard

Data for Customer Value Scorecard

DatesValue
31.01.200949,31
07.02.200949,53
14.02.200949,65
21.02.200963,47
28.02.200957,61
07.03.200943,03
14.03.200945,43
21.03.200947,36


Operational and Benefits Perspective

  Name Start value End value Dynamic Parent Contains
Root Operational and Benefits Perspective  67,68 % 44,86 % -22,82% Customer Value Scorecard
Indicators
Increase in % retention
Number of Techniques used for Analysis
Drop in Customer Complaints
Brand Image and Awareness *
Customer Attrition *
* - Information for this metric is limited in sample report Description This is to obtain knowledge about the operations to be carried in the task and the benefits emerging from those.

Graph for Operational and Benefits Perspective

Graph for Operational and Benefits Perspective

Data for Operational and Benefits Perspective

DatesValueWeight
31.01.200967,683
07.02.200958,943
14.02.200941,243
21.02.200964,963
28.02.2009663
07.03.200929,863
14.03.200944,723
21.03.200944,863


Increase in % retention

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Increase in % retention  34,855 23,97 -10,88 % Maximize Operational and Benefits Perspective
Description This KPI helps in knowing the extent to which 'Customer Value' has contributed to retaining the customers.

Graph for Increase in % retention

Graph for Increase in % retention

Data for Increase in % retention

DatesWeightMinMaxValue
31.01.2009254034,855
07.02.2009254012,455
14.02.200925407,03
21.02.2009254038,985
28.02.2009254020,645
07.03.200925405,385
14.03.2009254012,245
21.03.2009254023,97


Number of Techniques used for Analysis

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Number of Techniques used for Analysis  4,05 2,845 -1,205 # Maximize Operational and Benefits Perspective
Description This parameter gives the number of techniques that have been used for analyzing the situation of 'customer value'.

Graph for Number of Techniques used for Analysis

Graph for Number of Techniques used for Analysis

Data for Number of Techniques used for Analysis

DatesWeightMinMaxValue
31.01.20092164,05
07.02.20092162,1
14.02.20092163,44
21.02.20092163,455
28.02.20092165,32
07.03.20092161,565
14.03.20092162,825
21.03.20092162,845


Drop in Customer Complaints

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Drop in Customer Complaints  95,38 52,89 -42,49 % Maximize Operational and Benefits Perspective
Description This indicator is equal to the fraction by which the customer complaints showed a dip.

Graph for Drop in Customer Complaints

Graph for Drop in Customer Complaints

Data for Drop in Customer Complaints

DatesWeightMinMaxValue
31.01.200923010095,38
07.02.200923010090,97
14.02.200923010046,31
21.02.200923010056,32
28.02.200923010074,45
07.03.200923010059,82
14.03.200923010088,24
21.03.200923010052,89


Framework Perspective

  Name Start value End value Dynamic Parent Contains
Root Framework Perspective  45 % 21,13 % -23,87% Customer Value Scorecard
Indicators
Customer Intimacy Ratio
Quality conformance Fraction
Customer Value Increment
Streamlining Index *
* - Information for this metric is limited in sample report Description This group of KPIs enables one to analyze the structure that has been finalized for working on the concept of 'customer value'.

Graph for Framework Perspective

Graph for Framework Perspective

Data for Framework Perspective

DatesValueWeight
31.01.2009453
07.02.200924,143
14.02.200946,843
21.02.200976,033
28.02.200939,643
07.03.200948,693
14.03.200944,763
21.03.200921,133


Customer Intimacy Ratio

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Customer Intimacy Ratio  8,938 4,438 -4,5 Score Maximize Framework Perspective
Description This is to know the extent to which the organization has been successful in developing customer intimacy. A scale numbered from 1-10 can be employed for this purpose.

Graph for Customer Intimacy Ratio

Graph for Customer Intimacy Ratio

Data for Customer Intimacy Ratio

DatesWeightMinMaxValue
31.01.200931108,938
07.02.200931102,296
14.02.200931107,066
21.02.200931109,577
28.02.200931104,573
07.03.200931106,841
14.03.200931103,448
21.03.200931104,438


Quality conformance Fraction

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Quality conformance Fraction  81,28 81,58 + 0,3 % Maximize Framework Perspective
Description This is to have an idea about the quality of the product/service that has been provided or rendered. One can obtain the value by running a survey among a group of customers and knowing the fraction that agrees with the 'supreme' quality of the offering.

Graph for Quality conformance Fraction

Graph for Quality conformance Fraction

Data for Quality conformance Fraction

DatesWeightMinMaxValue
31.01.200938010081,28
07.02.200938010084,6
14.02.200938010091,36
21.02.200938010094,04
28.02.200938010086,66
07.03.200938010085,44
14.03.200938010099,28
21.03.200938010081,58


Customer Value Increment

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Customer Value Increment  111,57 75,03 -36,54 % Maximize Framework Perspective
Description The value of this parameter can be had by using any of the models that are available. One of the relation that can be of help is- Q*S/SP*LT.
Where, Q= Quality, S= Service, SP= Sales price, LT= Lead Time

Graph for Customer Value Increment

Graph for Customer Value Increment

Data for Customer Value Increment

DatesWeightMinMaxValue
31.01.2009260150111,57
07.02.200926015062,07
14.02.2009260150100,59
21.02.2009260150147,84
28.02.200926015092,04
07.03.200926015099,69
14.03.200926015062,43
21.03.200926015075,03


Factors and Considerations/Analysis perspective

  Name Start value End value Dynamic Parent Contains
Root Factors and Considerations/Analysis perspective  33,51 % 57,58 % + 24,07% Customer Value Scorecard
Indicators
Number of Dimensions Considered
Key Buying Impactors' Spanned
Number of Benchmarks Used
Voice of the Customer Ratio *
* - Information for this metric is limited in sample report Description This is to evaluate the customer value on the basis of factors and considerations that come in the way.

Graph for Factors and Considerations/Analysis perspective

Graph for Factors and Considerations/Analysis perspective

Data for Factors and Considerations/Analysis perspective

DatesValueWeight
31.01.200933,512
07.02.200970,412
14.02.200953,932
21.02.200943,632
28.02.200966,552
07.03.200948,032
14.03.200954,172
21.03.200957,582


Number of Dimensions Considered

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Number of Dimensions Considered  4,305 5,19 + 0,885 # Maximize Factors and Considerations/Analysis perspective
Description An organization needs to consider several directions before embarking on the final number for 'customer value'. Some of these are- product, customer service, brand affinity and price.

Graph for Number of Dimensions Considered

Graph for Number of Dimensions Considered

Data for Number of Dimensions Considered

DatesWeightMinMaxValue
31.01.20093384,305
07.02.20093386,175
14.02.20093387,28
21.02.20093384
28.02.20093387,385
07.03.20093383,315
14.03.20093384,4
21.03.20093385,19


Key Buying Impactors' Spanned

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Key Buying Impactors' Spanned  4,624 6,976 + 2,352 # Maximize Factors and Considerations/Analysis perspective
Description This shows the number of factors that are paid attention to while proceeding with the task of increasing customer value. Few of the factors that can be covered include- product category, availability, outsourcing etc.

Graph for Key Buying Impactors' Spanned

Graph for Key Buying Impactors' Spanned

Data for Key Buying Impactors' Spanned

DatesWeightMinMaxValue
31.01.200934104,624
07.02.200934107,816
14.02.200934107,846
21.02.200934105,47
28.02.200934108,428
07.03.200934108,584
14.03.200934109,262
21.03.200934106,976


Number of Benchmarks Used

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Number of Benchmarks Used  6,894 6,404 -0,49 # Maximize Factors and Considerations/Analysis perspective
Description This is to gauge the process on the basis of benchmarks used in the process of customer value.

Graph for Number of Benchmarks Used

Graph for Number of Benchmarks Used

Data for Number of Benchmarks Used

DatesWeightMinMaxValue
31.01.20092186,894
07.02.20092187,566
14.02.20092181,672
21.02.20092186,376
28.02.20092182,54
07.03.20092184,85
14.03.20092187,125
21.03.20092186,404


Performance Evaluation

  Name Start value End value Dynamic Parent Contains
Root Performance Evaluation  44 % 80,25 % + 36,25% Customer Value Scorecard
Indicators
Interactive Relationship Index
Customer Assistance Level
Customer Profitability Jump
Satisfaction to Value Perceived Improvement *
* - Information for this metric is limited in sample report Description This group of KPIs is to cross-check the process of building customer value on various grounds.

Graph for Performance Evaluation

Graph for Performance Evaluation

Data for Performance Evaluation

DatesValueWeight
31.01.2009442
07.02.200952,642
14.02.200962,22
21.02.200962,252
28.02.200963,022
07.03.200949,32
14.03.200938,762
21.03.200980,252


Interactive Relationship Index

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Interactive Relationship Index  0,7096 0,9416 + 0,232 # Maximize Performance Evaluation
Description This gives the extent to which the relationship with customers is 'interactive' in nature. It helps in winning troubling situations like 'shortening product life-cycles', 'requirement for continuous product innovation'.

Graph for Interactive Relationship Index

Graph for Interactive Relationship Index

Data for Interactive Relationship Index

DatesWeightMinMaxValue
31.01.200930,610,7096
07.02.200930,610,682
14.02.200930,610,9856
21.02.200930,610,9028
28.02.200930,610,7272
07.03.200930,610,7196
14.03.200930,610,7908
21.03.200930,610,9416


Customer Assistance Level

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Customer Assistance Level  1,189 7,849 + 6,66 Score Maximize Performance Evaluation
Description This can be had on a scale of 1-10. This attribute plays an important role in helping organizations evaluate customer value.

Graph for Customer Assistance Level

Graph for Customer Assistance Level

Data for Customer Assistance Level

DatesWeightMinMaxValue
31.01.200921101,189
07.02.200921108,263
14.02.200921104,771
21.02.200921107,381
28.02.200921107,687
07.03.200921103,16
14.03.200921106,697
21.03.200921107,849


Customer Profitability Jump

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Customer Profitability Jump  69,34 86,015 + 16,67 % Maximize Performance Evaluation
Description This is to have the monetary benefits realized after the process of customer value.

Graph for Customer Profitability Jump

Graph for Customer Profitability Jump

Data for Customer Profitability Jump

DatesWeightMinMaxValue
31.01.200931012569,34
07.02.200931012592,225
14.02.200931012541,97
21.02.200931012552,32
28.02.200931012592,11
07.03.200931012597,515
14.03.200931012511,035
21.03.200931012586,015
Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 23.02.2009 21:18:47

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