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Newspaper Management Balanced Scorecard

Report includes: 1 month(s) 49 day(s), from 03.12.2008 to 21.01.2009

Name

Start value

End value

Dynamic

Contains

Newspaper Management Balanced Scorecard

51,21 %

59,45 %

+ 8,24 %

Financial Perspective	(58,3%, 21,71%)
Growth Perspective	(77,9%, 32,55%)
Internal Processes Perspective	(59,3%, 1,98%)
Employee and Collaboration Perspective	(33,6%, -42,19%)

Graph for Newspaper Management Balanced Scorecard

Data for Newspaper Management Balanced Scorecard

Dates	Value
03.12.2008	51,21
10.12.2008	50,09
17.12.2008	50,23
24.12.2008	54,49
31.12.2008	53,09
07.01.2009	47,87
14.01.2009	53,53
21.01.2009	59,45

Financial Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Financial Perspective

36,63 %

58,34 %

+ 21,71%

Newspaper Management Balanced Scorecard

Indicators

Advertisements' revenue from 'Print' mode

Advertisements' Revenue from 'electronic' mode

Revenue from 'behind-the-wall' news concept

PAT (Profit After Tax) *

* - Information for this metric is limited in sample report Description Thi group of category is to fulfill the 'monetary expectations' of the shareholders of the organization.

Graph for Financial Perspective

Data for Financial Perspective

Dates	Value	Weight
03.12.2008	36,63	3
10.12.2008	40,82	3
17.12.2008	58,74	3
24.12.2008	68,26	3
31.12.2008	53,99	3
07.01.2009	28,96	3
14.01.2009	75,67	3
21.01.2009	58,34	3

Advertisements' revenue from 'Print' mode

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Advertisements' revenue from 'Print' mode	136,25	542	+ 405,8	$ million	Maximize	Financial Perspective

Description Advertisements form an important sources for earning for the newspapers. This parameter will help the organization in knowing when the situation of 'pops' and 'drops' are happening.

Graph for Advertisements' revenue from 'Print' mode

Data for Advertisements' revenue from 'Print' mode

Dates	Weight	Min	Max	Value
03.12.2008	3	50	800	136,25
10.12.2008	3	50	800	383
17.12.2008	3	50	800	275
24.12.2008	3	50	800	381,5
31.12.2008	3	50	800	649,25
07.01.2009	3	50	800	545,75
14.01.2009	3	50	800	775,25
21.01.2009	3	50	800	542

Advertisements' Revenue from 'electronic' mode

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Advertisements' Revenue from 'electronic' mode	25,52	40,8	+ 15,28	$ million	Maximize	Financial Perspective

Description This includes ways like websites, often developed by newspaper houses to cope up with the societal changes.

Graph for Advertisements' Revenue from 'electronic' mode

Data for Advertisements' Revenue from 'electronic' mode

Dates	Weight	Min	Max	Value
03.12.2008	2	20	100	25,52
10.12.2008	2	20	100	30,64
17.12.2008	2	20	100	52,64
24.12.2008	2	20	100	74,72
31.12.2008	2	20	100	53,68
07.01.2009	2	20	100	49,52
14.01.2009	2	20	100	27,52
21.01.2009	2	20	100	40,8

Revenue from 'behind-the-wall' news concept

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Revenue from 'behind-the-wall' news concept	1,754	2,8845	+ 1,131	$	Maximize	Financial Perspective

Description 'Behind-the-wall' refers to the practice adopted by newspaper companies to provide 'insider information', that is available only on Internet and not in the 'printed version'. The value can be had on a monthly basis.

Graph for Revenue from 'behind-the-wall' news concept

Data for Revenue from 'behind-the-wall' news concept

Dates	Weight	Min	Max	Value
03.12.2008	2	0,5	10	1,754
10.12.2008	2	0,5	10	6,0005
17.12.2008	2	0,5	10	9,2495
24.12.2008	2	0,5	10	8,6985
31.12.2008	2	0,5	10	3,863
07.01.2009	2	0,5	10	1,032
14.01.2009	2	0,5	10	8,347
21.01.2009	2	0,5	10	2,8845

Growth Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Growth Perspective

45,35 %

77,9 %

+ 32,55%

Newspaper Management Balanced Scorecard

Indicators

% increase in number of subscriptions

Award Winning Instances

Competitive Position Improvement

% drop in 'Paper Wastage' *

* - Information for this metric is limited in sample report Description KPIs grouped under this head can be employed for ensuring progress in a steady manner.

Graph for Growth Perspective

Data for Growth Perspective

Dates	Value	Weight
03.12.2008	45,35	3
10.12.2008	55,23	3
17.12.2008	40,62	3
24.12.2008	64,2	3
31.12.2008	52,38	3
07.01.2009	68,83	3
14.01.2009	32,25	3
21.01.2009	77,9	3

% increase in number of subscriptions

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% increase in number of subscriptions	49,12	95,6	+ 46,48	%	Maximize	Growth Perspective

Description This KPI is to know how well the publication is being received among the readers. It can be had on annual basis.

Graph for % increase in number of subscriptions

Data for % increase in number of subscriptions

Dates	Weight	Min	Max	Value
03.12.2008	3	20	100	49,12
10.12.2008	3	20	100	59,68
17.12.2008	3	20	100	41,6
24.12.2008	3	20	100	40,32
31.12.2008	3	20	100	72,32
07.01.2009	3	20	100	90,96
14.01.2009	3	20	100	72,72
21.01.2009	3	20	100	95,6

Award Winning Instances

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Award Winning Instances	15,668	11,26	-4,408	#	Maximize	Growth Perspective

Description This KPI is to know the quality of the material that is being printed over the last 1 year in different categories.

Graph for Award Winning Instances

Data for Award Winning Instances

Dates	Weight	Min	Max	Value
03.12.2008	2	1	20	15,668
10.12.2008	2	1	20	10,595
17.12.2008	2	1	20	10,443
24.12.2008	2	1	20	18,442
31.12.2008	2	1	20	15,497
07.01.2009	2	1	20	3,698
14.01.2009	2	1	20	7,194
21.01.2009	2	1	20	11,26

Competitive Position Improvement

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Competitive Position Improvement	29,32	28,88	-0,44	%	Maximize	Growth Perspective

Description This can be had by gauging the improvement in 'competitive stand' held by the organization, when compared to the other players. It can be on the basis of improvement in market share.

Graph for Competitive Position Improvement

Data for Competitive Position Improvement

Dates	Weight	Min	Max	Value
03.12.2008	2	10	50	29,32
10.12.2008	2	10	50	46,92
17.12.2008	2	10	50	41,36
24.12.2008	2	10	50	41,2
31.12.2008	2	10	50	27,72
07.01.2009	2	10	50	29,36
14.01.2009	2	10	50	16,64
21.01.2009	2	10	50	28,88

Internal Processes Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Internal Processes Perspective

57,32 %

59,3 %

+ 1,98%

Newspaper Management Balanced Scorecard

Indicators

Number of sections catered

Number of times a 'specific publication' is issued

Number of disputes or 'defaming claims', if any

Number of Printing Facilities across the country *

* - Information for this metric is limited in sample report Description This category is to ensure that enough attention is paid to the operations going inside the organization.

Graph for Internal Processes Perspective

Data for Internal Processes Perspective

Dates	Value	Weight
03.12.2008	57,32	2
10.12.2008	57,18	2
17.12.2008	59,32	2
24.12.2008	31,48	2
31.12.2008	50,27	2
07.01.2009	48,41	2
14.01.2009	51,67	2
21.01.2009	59,3	2

Number of sections catered

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of sections catered	7,013	2,043	-4,97	#	Maximize	Internal Processes Perspective

Description The value can be had by knowing the number of sections for which information are provided, in light of the 'total number of such sections'. For instance, a crude way can be to consider groups like 'kids', 'Youth' and 'Women'.

Graph for Number of sections catered

Data for Number of sections catered

Dates	Weight	Min	Max	Value
03.12.2008	2	1	8	7,013
10.12.2008	2	1	8	1,49
17.12.2008	2	1	8	3,135
24.12.2008	2	1	8	5,494
31.12.2008	2	1	8	5,529
07.01.2009	2	1	8	1,567
14.01.2009	2	1	8	4,941
21.01.2009	2	1	8	2,043

Number of times a 'specific publication' is issued

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of times a 'specific publication' is issued	21,268	33,456	+ 12,19	#	Maximize	Internal Processes Perspective

Description There are newspaper companies which come up with maganizes targeted at a specific sector of the society in a recurrent manner. The value can be had on annual basis.

Graph for Number of times a 'specific publication' is issued

Data for Number of times a 'specific publication' is issued

Dates	Weight	Min	Max	Value
03.12.2008	3	6	50	21,268
10.12.2008	3	6	50	39
17.12.2008	3	6	50	27,78
24.12.2008	3	6	50	23,996
31.12.2008	3	6	50	49,472
07.01.2009	3	6	50	20,08
14.01.2009	3	6	50	30,376
21.01.2009	3	6	50	33,456

Number of disputes or 'defaming claims', if any

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of disputes or 'defaming claims', if any	4,985	2,815	-2,17	#	Minimize	Internal Processes Perspective

Description This indicator hints at the authenticity of the information that is dispersed. The value can be had on annual basis.

Graph for Number of disputes or 'defaming claims', if any

Data for Number of disputes or 'defaming claims', if any

Dates	Weight	Min	Max	Value
03.12.2008	2	0	5	4,985
10.12.2008	2	0	5	4,075
17.12.2008	2	0	5	0,11
24.12.2008	2	0	5	3,82
31.12.2008	2	0	5	4,045
07.01.2009	2	0	5	0,015
14.01.2009	2	0	5	2,6
21.01.2009	2	0	5	2,815

Employee and Collaboration Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Employee and Collaboration Perspective

75,78 %

33,59 %

-42,19%

Newspaper Management Balanced Scorecard

Indicators

Constructive:Defensive Culture Ratio

% dip in labor turnover

Number of Strategic Collaborations

Number of journalists *

* - Information for this metric is limited in sample report Description This category is to guide the organization regarding the workforce. It can have parameters for judging the way they 'perceive the operations in the organization'.

Graph for Employee and Collaboration Perspective

Data for Employee and Collaboration Perspective

Dates	Value	Weight
03.12.2008	75,78	2
10.12.2008	49,2	2
17.12.2008	42,8	2
24.12.2008	42,3	2
31.12.2008	55,64	2
07.01.2009	44,25	2
14.01.2009	54,08	2
21.01.2009	33,59	2

Constructive:Defensive Culture Ratio

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Constructive:Defensive Culture Ratio	0,979	0,44575	-0,533	#	Maximize	Employee and Collaboration Perspective

Description There are two basic types of cultures identified at such places- Constructive and Defensive. The value of this parameter can be had by running a small survey among the employees asking them regarding the culture being followed at the workplace. By comparing the number of people who go with 'constructive' option versus the ones who go with the 'defensive' choice will give the magnitude of this metric.

Graph for Constructive:Defensive Culture Ratio

Data for Constructive:Defensive Culture Ratio

Dates	Weight	Min	Max	Value
03.12.2008	2	0,25	1	0,979
10.12.2008	2	0,25	1	0,91975
17.12.2008	2	0,25	1	0,55375
24.12.2008	2	0,25	1	0,61075
31.12.2008	2	0,25	1	0,64525
07.01.2009	2	0,25	1	0,88975
14.01.2009	2	0,25	1	0,325
21.01.2009	2	0,25	1	0,44575

% dip in labor turnover

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% dip in labor turnover	31,04	41,92	+ 10,88	%	Maximize	Employee and Collaboration Perspective

Description This indicator hints at the satisfaction enjoyed by the workforce.

Graph for % dip in labor turnover

Data for % dip in labor turnover

Dates	Weight	Min	Max	Value
03.12.2008	2	20	100	31,04
10.12.2008	2	20	100	56,56
17.12.2008	2	20	100	77,2
24.12.2008	2	20	100	69,12
31.12.2008	2	20	100	80,16
07.01.2009	2	20	100	25,2
14.01.2009	2	20	100	96,32
21.01.2009	2	20	100	41,92

Number of Strategic Collaborations

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of Strategic Collaborations	8,794	4,888	-3,906	#	Maximize	Employee and Collaboration Perspective

Description This is to obtain in quatitative terms 'the strength of the network'.

Graph for Number of Strategic Collaborations

Data for Number of Strategic Collaborations

Dates	Weight	Min	Max	Value
03.12.2008	3	1	10	8,794
10.12.2008	3	1	10	1,729
17.12.2008	3	1	10	2,296
24.12.2008	3	1	10	3,052
31.12.2008	3	1	10	9,037
07.01.2009	3	1	10	7,291
14.01.2009	3	1	10	7,255
21.01.2009	3	1	10	4,888

Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 26.12.2008 20:57:12