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Investment Banking Scorecard

Report includes: 1 month(s) 49 day(s), from 14.11.2008 to 02.01.2009

Name

Start value

End value

Dynamic

Contains

Investment Banking Scorecard

42,25 %

33 %

-9,25 %

Financial Perspective	(23,7%, 1,41%)
Risk Perspective	(29,9%, -24,89%)
Internal Operations Perspective	(26,9%, -36,58%)
Growth Perspective	(57,7%, 25,58%)

Graph for Investment Banking Scorecard

Data for Investment Banking Scorecard

Dates	Value
14.11.2008	42,25
21.11.2008	42,04
28.11.2008	39,64
05.12.2008	30,96
12.12.2008	51,57
19.12.2008	56,17
26.12.2008	49,37
02.01.2009	33

Financial Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Financial Perspective

22,3 %

23,71 %

+ 1,41%

Investment Banking Scorecard

Indicators

% of investments that fetched ROI, equal to or more than the expected value

Proportion of revenue brought by each service offered

Average rise in Investment: Revenue Ratio

Maximum drop experienced in ROI *

* - Information for this metric is limited in sample report Description This group of indicators ensures that enough monetary gains are being drawn out of the organizational operations (in a balanced manner) to take care of all the stakeholder groups' interests.

Graph for Financial Perspective

Data for Financial Perspective

Dates	Value	Weight
14.11.2008	22,3	3
21.11.2008	47,31	3
28.11.2008	37,39	3
05.12.2008	30,83	3
12.12.2008	30,68	3
19.12.2008	61,56	3
26.12.2008	56,1	3
02.01.2009	23,71	3

% of investments that fetched ROI, equal to or more than the expected value

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% of investments that fetched ROI, equal to or more than the expected value	92,05	90,21	-1,84	%	Maximize	Financial Perspective

Description ROI (Return on Investment) is the most commonly used financial metric. It is calculated for a particular investment by dividing the benefit arising from it by the amount of investment done (calculated on a yearly basis).

Graph for % of investments that fetched ROI, equal to or more than the expected value

Data for % of investments that fetched ROI, equal to or more than the expected value

Dates	Weight	Min	Max	Value
14.11.2008	3	90	100	92,05
21.11.2008	3	90	100	99,26
28.11.2008	3	90	100	95,04
05.12.2008	3	90	100	90,83
12.12.2008	3	90	100	98,15
19.12.2008	3	90	100	98,69
26.12.2008	3	90	100	93,92
02.01.2009	3	90	100	90,21

Proportion of revenue brought by each service offered

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Proportion of revenue brought by each service offered	0,3064	0,5568	+ 0,25	#	Maximize	Financial Perspective

Description This parameter will help in filtering the non-paying services from the complete lot being managed. The product or service line that is not profitable enough can be discontinued. The calculation of this parameter's value will depend on the 'number of services'.

Graph for Proportion of revenue brought by each service offered

Data for Proportion of revenue brought by each service offered

Dates	Weight	Min	Max	Value
14.11.2008	3	0,2	1	0,3064
21.11.2008	3	0,2	1	0,428
28.11.2008	3	0,2	1	0,2808
05.12.2008	3	0,2	1	0,3296
12.12.2008	3	0,2	1	0,2856
19.12.2008	3	0,2	1	0,9144
26.12.2008	3	0,2	1	0,8768
02.01.2009	3	0,2	1	0,5568

Average rise in Investment: Revenue Ratio

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Average rise in Investment: Revenue Ratio	0,5832	0,4144	-0,169	#	Maximize	Financial Perspective

Description This parameter can be used successfully by dividing the investments in various categories and setting a target value for 'investment rise' in each case, on a yearly basis.

Graph for Average rise in Investment: Revenue Ratio

Data for Average rise in Investment: Revenue Ratio

Dates	Weight	Min	Max	Value
14.11.2008	2	0,2	1	0,5832
21.11.2008	2	0,2	1	0,508
28.11.2008	2	0,2	1	0,7832
05.12.2008	2	0,2	1	0,4656
12.12.2008	2	0,2	1	0,2704
19.12.2008	2	0,2	1	0,4952
26.12.2008	2	0,2	1	0,712
02.01.2009	2	0,2	1	0,4144

Risk Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Risk Perspective

54,75 %

29,86 %

-24,89%

Investment Banking Scorecard

Indicators

Tier I capital

Capital Adequacy Ratio

% of portfolios with 'fatter tails' in the 'return distribution'

Number of instances when restructuring was done in the organization *

* - Information for this metric is limited in sample report Description Parameters of this group go into making the organization strong enough for absorbing probable losses.

Graph for Risk Perspective

Data for Risk Perspective

Dates	Value	Weight
14.11.2008	54,75	3
21.11.2008	31,86	3
28.11.2008	46,83	3
05.12.2008	25,9	3
12.12.2008	54,29	3
19.12.2008	53,12	3
26.12.2008	27,72	3
02.01.2009	29,86	3

Tier I capital

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Tier I capital	28,02	28,44	+ 0,42	bn $	Maximize	Risk Perspective

Description Also called 'Core Capital', it generally comprises equity capital and cash reserves though sometimes preferred stock and retained earnings are also be included in it. This safeguards the organization against probable future losses.

Graph for Tier I capital

Data for Tier I capital

Dates	Weight	Min	Max	Value
14.11.2008	3	25	35	28,02
21.11.2008	3	25	35	26,25
28.11.2008	3	25	35	28,03
05.12.2008	3	25	35	28,11
12.12.2008	3	25	35	26,69
19.12.2008	3	25	35	34,8
26.12.2008	3	25	35	25,2
02.01.2009	3	25	35	28,44

Capital Adequacy Ratio

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Capital Adequacy Ratio	0,13052	0,0866	-0,0439	#	Maximize	Risk Perspective

Description This indicator is employed for assessing the loss which the organization can bear. It also indicates whether the group is complying with the statutory requirements or not. It is calculated as- Capital (Both Tier one and Two)/ Risk Weighted Assets

Graph for Capital Adequacy Ratio

Data for Capital Adequacy Ratio

Dates	Weight	Min	Max	Value
14.11.2008	2	0,08	0,14	0,13052
21.11.2008	2	0,08	0,14	0,09224
28.11.2008	2	0,08	0,14	0,08318
05.12.2008	2	0,08	0,14	0,08996
12.12.2008	2	0,08	0,14	0,11834
19.12.2008	2	0,08	0,14	0,11888
26.12.2008	2	0,08	0,14	0,12146
02.01.2009	2	0,08	0,14	0,0866

% of portfolios with 'fatter tails' in the 'return distribution'

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% of portfolios with 'fatter tails' in the 'return distribution'	76,96	84,72	+ 7,76	%	Maximize	Risk Perspective

Description This indicator gives an estimate of risk borne by a given portfolio of investments.

Graph for % of portfolios with 'fatter tails' in the 'return distribution'

Data for % of portfolios with 'fatter tails' in the 'return distribution'

Dates	Weight	Min	Max	Value
14.11.2008	2	60	100	76,96
21.11.2008	2	60	100	75,36
28.11.2008	2	60	100	93,76
05.12.2008	2	60	100	68,68
12.12.2008	2	60	100	83,92
19.12.2008	2	60	100	65,08
26.12.2008	2	60	100	73,4
02.01.2009	2	60	100	84,72

Internal Operations Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Internal Operations Perspective

63,53 %

26,95 %

-36,58%

Investment Banking Scorecard

Indicators

Number of services offered

Frequency of revising performance evaluation and reward systems

Fraction of revenue brought by the Intellectual Capital housed in the organization

Number of alliances or joint ventures with 'Global Top Players' *

* - Information for this metric is limited in sample report Description This perspective takes care of the internal environment of the organization.

Graph for Internal Operations Perspective

Data for Internal Operations Perspective

Dates	Value	Weight
14.11.2008	63,53	2
21.11.2008	52,51	2
28.11.2008	16,98	2
05.12.2008	58,53	2
12.12.2008	69,32	2
19.12.2008	60,79	2
26.12.2008	72,11	2
02.01.2009	26,95	2

Number of services offered

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of services offered	9,082	4,012	-5,07	#	Maximize	Internal Operations Perspective

Description This should be a manageable number as trying too many services at the same time can land the organization in trouble.

Graph for Number of services offered

Data for Number of services offered

Dates	Weight	Min	Max	Value
14.11.2008	3	4	10	9,082
21.11.2008	3	4	10	7,948
28.11.2008	3	4	10	5,47
05.12.2008	3	4	10	7,726
12.12.2008	3	4	10	8,632
19.12.2008	3	4	10	7,222
26.12.2008	3	4	10	9,364
02.01.2009	3	4	10	4,012

Frequency of revising performance evaluation and reward systems

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Frequency of revising performance evaluation and reward systems	3,211	1,993	-1,218	#	Maximize	Internal Operations Perspective

Description This is necessary to incorporate the changing conditions outside the organization in it (on a yearly basis).

Graph for Frequency of revising performance evaluation and reward systems

Data for Frequency of revising performance evaluation and reward systems

Dates	Weight	Min	Max	Value
14.11.2008	2	1	4	3,211
21.11.2008	2	1	4	2,845
28.11.2008	2	1	4	1,84
05.12.2008	2	1	4	2,884
12.12.2008	2	1	4	3,691
19.12.2008	2	1	4	1,597
26.12.2008	2	1	4	2,149
02.01.2009	2	1	4	1,993

Fraction of revenue brought by the Intellectual Capital housed in the organization

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Fraction of revenue brought by the Intellectual Capital housed in the organization	80,96	30,96	-50	%	Maximize	Internal Operations Perspective

Description This parameter will show the contribution of expertise and tacit knowledge of research team present in the organization, in a quantified manner.

Graph for Fraction of revenue brought by the Intellectual Capital housed in the organization

Data for Fraction of revenue brought by the Intellectual Capital housed in the organization

Dates	Weight	Min	Max	Value
14.11.2008	3	20	100	80,96
21.11.2008	3	20	100	50,48
28.11.2008	3	20	100	28,72
05.12.2008	3	20	100	72,16
12.12.2008	3	20	100	91,04
19.12.2008	3	20	100	94,24
26.12.2008	3	20	100	96,4
02.01.2009	3	20	100	30,96

Growth Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Growth Perspective

32,13 %

57,71 %

+ 25,58%

Investment Banking Scorecard

Indicators

Rise in Competitive Position in last 5 years

Rate of Expansion

% increase in the contribution of each service

Customer Concentration Ratio *

* - Information for this metric is limited in sample report Description The indicators grouped under this category are to ensure that the organization keeps climbing at suitable rates.

Graph for Growth Perspective

Data for Growth Perspective

Dates	Value	Weight
14.11.2008	32,13	2
21.11.2008	38,94	2
28.11.2008	54,88	2
05.12.2008	11,16	2
12.12.2008	61,08	2
19.12.2008	48,02	2
26.12.2008	49,02	2
02.01.2009	57,71	2

Rise in Competitive Position in last 5 years

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Rise in Competitive Position in last 5 years	5,356	6,274	+ 0,918	Score	Maximize	Growth Perspective

Description This will indicate the improvement in organizational competitive levels. With the high degree of competitors in the market, this measure can be an effective way to gauge the stand held by a particular company in comparison to the opponents (on a scale of 1 to 10).

Graph for Rise in Competitive Position in last 5 years

Data for Rise in Competitive Position in last 5 years

Dates	Weight	Min	Max	Value
14.11.2008	3	1	10	5,356
21.11.2008	3	1	10	6,589
28.11.2008	3	1	10	2,71
05.12.2008	3	1	10	2,692
12.12.2008	3	1	10	8,902
19.12.2008	3	1	10	7,237
26.12.2008	3	1	10	2,431
02.01.2009	3	1	10	6,274

Rate of Expansion

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Rate of Expansion	28,005	84,275	+ 56,27	%	Maximize	Growth Perspective

Description This parameter will help in quantifying the pace at which organizational operations are spreading.

Graph for Rate of Expansion

Data for Rate of Expansion

Dates	Weight	Min	Max	Value
14.11.2008	3	15	100	28,005
21.11.2008	3	15	100	21,035
28.11.2008	3	15	100	93,71
05.12.2008	3	15	100	27,75
12.12.2008	3	15	100	37,44
19.12.2008	3	15	100	44,325
26.12.2008	3	15	100	39,565
02.01.2009	3	15	100	84,275

% increase in the contribution of each service

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% increase in the contribution of each service	45,55	11,53	-34,02	%	Maximize	Growth Perspective

Description This will help in evaluating the monetary progress of services towards the total pool of revenues.

Graph for % increase in the contribution of each service

Data for % increase in the contribution of each service

Dates	Weight	Min	Max	Value
14.11.2008	2	10	100	45,55
21.11.2008	2	10	100	78,58
28.11.2008	2	10	100	84,52
05.12.2008	2	10	100	13,6
12.12.2008	2	10	100	41,23
19.12.2008	2	10	100	63,1
26.12.2008	2	10	100	96,85
02.01.2009	2	10	100	11,53

Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 07.12.2008 15:46:08