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


Ecommerce 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 Ecommerce Scorecard  44,44 % 40,86 % -3,58 %
Financial Perspective(52,1%, -23,77%Down)
Internal Operations Compatibility Perspective(37,5%, 7,53%Up)
Clickstream Perspective(47,4%, 22,91%Up)
Capability Perspective(27,5%, -8,46%Down)

Graph for Ecommerce Scorecard

Graph for Ecommerce Scorecard

Data for Ecommerce Scorecard

DatesValue
21.01.200944,44
28.01.200948,09
04.02.200956,88
11.02.200928,36
18.02.200947,92
25.02.200949,73
04.03.200952,09
11.03.200940,86


Financial Perspective

  Name Start value End value Dynamic Parent Contains
Root Financial Perspective  75,83 % 52,06 % -23,77% Ecommerce Scorecard
Indicators
Investment Fraction in ecommerce
E-commerce Financial contribution
Savings from ecommerce implementation
Cost: Benefit ratio *
* - Information for this metric is limited in sample report Description This group of parameters helps in evaluating the financial performance of e-commerce, as a 'revenue- fetching' strategy.

Graph for Financial Perspective

Graph for Financial Perspective

Data for Financial Perspective

DatesValueWeight
21.01.200975,833
28.01.200957,683
04.02.200958,623
11.02.200926,443
18.02.200950,873
25.02.2009393
04.03.200936,293
11.03.200952,063


Investment Fraction in ecommerce

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Investment Fraction in ecommerce   0,7381 0,3502 -0,388 # Maximize Financial Perspective
Description Ecommerce enters the landscape, whenever one uses an electronic way to buy or sell products. The options include supply chain management, electronic funds transfer, electronic data interchange and internet marketing. This in turn, asks for considerable investment in the deployment of technology. Framing this requirement in the form of a KPI can guide the company in ensuring that the resources are put to use, beneficially.
The stated KPI is to know the proportion of total investment that goes into ecommerce technologies.

Graph for Investment Fraction in ecommerce

Graph for Investment Fraction in ecommerce

Data for Investment Fraction in ecommerce

DatesWeightMinMaxValue
21.01.200930,110,7381
28.01.200930,110,7183
04.02.200930,110,9073
11.02.200930,110,2089
18.02.200930,110,4672
25.02.200930,110,2971
04.03.200930,110,3466
11.03.200930,110,3502


E-commerce Financial contribution

  Name Start value End value Dynamic Measure units Optimization method Parent
Root E-commerce Financial contribution  0,9096 0,4448 -0,465 # Maximize Financial Perspective
Description Since ecommerce is one of the many options available, the contribution made by it is an important metric that can be tracked. The value of this KPI is equal to 'Sales brought by E-commerce strategy: Total Sales'.

Graph for E-commerce Financial contribution

Graph for E-commerce Financial contribution

Data for E-commerce Financial contribution

DatesWeightMinMaxValue
21.01.200920,210,9096
28.01.200920,210,8896
04.02.200920,210,6664
11.02.200920,210,692
18.02.200920,210,2776
25.02.200920,210,476
04.03.200920,210,272
11.03.200920,210,4448


Savings from ecommerce implementation

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Savings from ecommerce implementation  41981 47228 + 5247 $ Maximize Financial Perspective
Description This gives the monetary value of the benefits that were drawn from the use of ecommerce, on using the ecommerce technology.

Graph for Savings from ecommerce implementation

Graph for Savings from ecommerce implementation

Data for Savings from ecommerce implementation

DatesWeightMinMaxValue
21.01.200935005000041981
28.01.20093500500002034,5
04.02.200935005000010152,5
11.02.20093500500002727,5
18.02.200935005000041040,5
25.02.200935005000021042,5
04.03.200935005000043614,5
11.03.200935005000047228


Internal Operations Compatibility Perspective

  Name Start value End value Dynamic Parent Contains
Root Internal Operations Compatibility Perspective  29,97 % 37,5 % + 7,53% Ecommerce Scorecard
Indicators
Workforce ratio
Average Staff engagement index
Number of options used for promotion of website
IT Infrastructure Integration degree *
* - Information for this metric is limited in sample report Description This is to obtain a 'measurable guess' at the way e-commerce strategy goes down well with the operations of the organization.

Graph for Internal Operations Compatibility Perspective

Graph for Internal Operations Compatibility Perspective

Data for Internal Operations Compatibility Perspective

DatesValueWeight
21.01.200929,972
28.01.200933,72
04.02.200950,022
11.02.200939,162
18.02.200947,42
25.02.200953,492
04.03.200957,852
11.03.200937,52


Workforce ratio

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Workforce ratio  0,1693 0,1828 + 0,0135 # Maximize Internal Operations Compatibility Perspective
Description Since e-commerce is often followed as 'one of the marketing strategies' to generate sales, so a portion of the total employee workforce is engaged in the task. This fraction can help in knowing the attention being paid by the management in making ecommerce as a 'strong' route to reach for revenues.

Graph for Workforce ratio

Graph for Workforce ratio

Data for Workforce ratio

DatesWeightMinMaxValue
21.01.200930,110,1693
28.01.200930,110,3916
04.02.200930,110,5752
11.02.200930,110,8461
18.02.200930,110,289
25.02.200930,110,2629
04.03.200930,110,9262
11.03.200930,110,1828


Average Staff engagement index

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Average Staff engagement index  1,864 8,641 + 6,777 Score Maximize Internal Operations Compatibility Perspective
Description Such a metric is needed to know the extent to which the employees are involved and feel occupied with the ecommerce strategies. The value can be attained via scale labeled from 1-10.

Graph for Average Staff engagement index

Graph for Average Staff engagement index

Data for Average Staff engagement index

DatesWeightMinMaxValue
21.01.200921101,864
28.01.200921104,096
04.02.200921108,965
11.02.200921102,116
18.02.200921104,6
25.02.200921105,698
04.03.200921106,562
11.03.200921108,641


Number of options used for promotion of website

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Number of options used for promotion of website  10,316 10,154 -0,162 # Maximize Internal Operations Compatibility Perspective
Description Ecommerce is an umbrella that comprises several strategies for revenue increments. This parameter is to know the number of such choices being used.

Graph for Number of options used for promotion of website

Graph for Number of options used for promotion of website

Data for Number of options used for promotion of website

DatesWeightMinMaxValue
21.01.2009222010,316
28.01.2009222014,258
04.02.200922203,386
11.02.200922209,632
18.02.2009222012,458
25.02.2009222014,312
04.03.200922203,818
11.03.2009222010,154


Clickstream Perspective

  Name Start value End value Dynamic Parent Contains
Root Clickstream Perspective  24,49 % 47,4 % + 22,91% Ecommerce Scorecard
Indicators
Page Views per session
Page Sticking Index
Percentage of Orders on per session basis
Shopping options skipping Rate *
* - Information for this metric is limited in sample report Description This category of indicators is to obtain various parameters for judging the progress of the ecommerce strategy.

Graph for Clickstream Perspective

Graph for Clickstream Perspective

Data for Clickstream Perspective

DatesValueWeight
21.01.200924,492
28.01.200968,452
04.02.200959,922
11.02.200932,632
18.02.200925,152
25.02.200940,892
04.03.200956,832
11.03.200947,42


Page Views per session

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Page Views per session  3,048 5,536 + 2,488 # Maximize Clickstream Perspective
Description The value of this KPI is equal to the ratio borne by 'number of page views' (equal to the number of times the pages of website are viewed by the visitors) to 'number of sessions' (equal to the number of users visiting the website). For instance, 4000 page views occur for 1000 sessions. So, this KPI will be 4000/1000= 4 page views per session. The utility of this parameter lies in the fact that it helps in improving the bottom line of the business.

Graph for Page Views per session

Graph for Page Views per session

Data for Page Views per session

DatesWeightMinMaxValue
21.01.200922103,048
28.01.200922107,672
04.02.200922105,912
11.02.200922102,912
18.02.200922106,592
25.02.200922104,528
04.03.200922103,968
11.03.200922105,536


Page Sticking Index

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Page Sticking Index  0,5626 0,7984 + 0,236 # Maximize Clickstream Perspective
Description This metrics gives the possibility of a given visitor being retained.

Graph for Page Sticking Index

Graph for Page Sticking Index

Data for Page Sticking Index

DatesWeightMinMaxValue
21.01.200930,110,5626
28.01.200930,110,5752
04.02.200930,110,9991
11.02.200930,110,2971
18.02.200930,110,3502
25.02.200930,110,8002
04.03.200930,110,6247
11.03.200930,110,7984


Percentage of Orders on per session basis

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Percentage of Orders on per session basis  8,644 17,384 + 8,74 % Maximize Clickstream Perspective
Description The value is equal to the 'number of orders' received by 'number of session'.

Graph for Percentage of Orders on per session basis

Graph for Percentage of Orders on per session basis

Data for Percentage of Orders on per session basis

DatesWeightMinMaxValue
21.01.2009381008,644
28.01.20093810095,124
04.02.20093810013,796
11.02.20093810049,032
18.02.20093810023,548
25.02.20093810020,42
04.03.20093810054,184
11.03.20093810017,384


Capability Perspective

  Name Start value End value Dynamic Parent Contains
Root Capability Perspective  36 % 27,54 % -8,46% Ecommerce Scorecard
Indicators
% improvement in flow of information experienced
% increase in the number of transactions
Improvement in stakeholder relations
Customization enhancement Ratio *
* - Information for this metric is limited in sample report Description This group of indicators is to have a means for measuring the 'capability' of ecommerce strategy.

Graph for Capability Perspective

Graph for Capability Perspective

Data for Capability Perspective

DatesValueWeight
21.01.2009363
28.01.200934,513
04.02.200957,693
11.02.200920,253
18.02.200960,493
25.02.200963,863
04.03.200960,93
11.03.200927,543


% improvement in flow of information experienced

  Name Start value End value Dynamic Measure units Optimization method Parent
Root % improvement in flow of information experienced  53,83 13,69 -40,14 % Maximize Capability Perspective
Description This KPI gives the organization an idea of how well the information is travelling from source to destination. The value can be obtained by knowing the comparing the situations, both prior to after the introduction of ecommerce technology.

Graph for % improvement in flow of information experienced

Graph for % improvement in flow of information experienced

Data for % improvement in flow of information experienced

DatesWeightMinMaxValue
21.01.200921010053,83
28.01.200921010037
04.02.200921010094,78
11.02.200921010025,57
18.02.200921010042,49
25.02.200921010037,18
04.03.200921010057,61
11.03.200921010013,69


% increase in the number of transactions

  Name Start value End value Dynamic Measure units Optimization method Parent
Root % increase in the number of transactions  138,2 86,45 -51,75 % Maximize Capability Perspective
Description This metric enables the organization in knowing the benefits, in terms of jump in the number of transactions that were carried out.

Graph for % increase in the number of transactions

Graph for % increase in the number of transactions

Data for % increase in the number of transactions

DatesWeightMinMaxValue
21.01.2009350200138,2
28.01.200935020054,65
04.02.2009350200183,5
11.02.200935020065,3
18.02.2009350200141,5
25.02.2009350200183,35
04.03.2009350200161,15
11.03.200935020086,45


Improvement in stakeholder relations

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Improvement in stakeholder relations  2,17 4,285 + 2,115 Score Maximize Capability Perspective
Description This metric is to have a quantitative way for knowing the 'improvement in relations with suppliers, employees and clients' (on a scale of 1 to 10).

Graph for Improvement in stakeholder relations

Graph for Improvement in stakeholder relations

Data for Improvement in stakeholder relations

DatesWeightMinMaxValue
21.01.200931102,17
28.01.200931105,338
04.02.200931103,655
11.02.200931102,719
18.02.200931108,713
25.02.200931105,653
04.03.200931107,219
11.03.200931104,285
Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 13.02.2009 8:57:02

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