The Significance of the Balanced Scorecard financial perspective - presented through the example of the AMOENA Medical Devices Trade and Provider Ltd.

Szóka, Károly

doi:10.14254/2071-8330.2012/5-1/11

Cited by 5 publications

(6 citation statements)

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“…1) Financial Perspective Financial perspective is the first performance measured because financial goals are counted as the most important element of business success and the company especially needs to satisfy the owner or shareholder (Szóka, 2012). Companies must also have large funds to meet the financial aspects of the company.…”

Section: Balance Scorecard Perspectivementioning

confidence: 99%

Comparing Performance Using Balance Scorecard Method: Evidence of Conventional vs Shariah Insurance Firms

Nadirra¹,

Bz²,

Djalil³

2020

JAROE

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Objective – The purpose of this study is to evaluate and compare the overall company performance using the concept of Balance Scorecard at conventional insurance firm and its Syariah counterpart. This study took the case of an insurance company which have its conventional as well as Syariah branch namely PT AB Medan Branch and PT AB Syariah Aceh Branch. Design/methodology – Sample in this study were employees and partners both from PT AB Medan Branch and PT AB Syariah Aceh Branch. Secondary data were derived from financial statements for 2 years period of 2018-2019. Results – The results of the study showed that (1) when viewed from a financial perspective, PT AB Medan Branch is better than PT AB Aceh Branch; (2) when viewed from a non-financial perspective (customer satisfaction and learning growth), both PT AB Medan Branch and PT AB Syariah Aceh Branch show very good signs of satisfaction, namely the average value above 4; and (3) when viewed from a non-financial perspective (internal business processes) PT AB Medan Branch is better than PT AB Aceh Branch. This implies the different strength portrayed by conventional and shariah insurance firms indicating the areas that they can focus for improvement.

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Section: Balance Scorecard Perspectivementioning

confidence: 99%

Comparing Performance Using Balance Scorecard Method: Evidence of Conventional vs Shariah Insurance Firms

Nadirra¹,

Bz²,

Djalil³

2020

JAROE

View full text Add to dashboard Cite

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“…One reason for this is that they are past oriented, that is, the events that have happened and the effects of the decisions are examined ex post; and they are for short-term so they do not show the root causes of the problems. Furthermore, they are not suitable for displaying the development of the qualitative factors, the employees' intellectual capital and the organizational learning process (Szóka, 2012b. ).…”

Section: Bsc -The Basicsmentioning

confidence: 99%

The Appearance of Digitalisation Among the Viewpoints of Balanced Scorecard

Szóka¹

2018

Proceedings of the IISES Annual Conference, Sevilla, Spain

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In the early 1990s, Robert S. Kaplan and David P. Norton developed a balanced evaluation-and index-system that supports the implementation of the strategy. This strategic control tool is the Balanced Scorecard which approaches and evaluates the company's activities and strategy from several perspectives, viewpoints. Today, one of the most important trend is the Industry 4.0 which creates intelligent, networked value chains through cyber-physical systems. Planning and deploying this is not easy but as a strategic issue it must appear in the Balanced Scorecard. Indicators to assist in the implementation of Industry 4.0 should be built in. We are reviewing the importance of Industry 4.0 and developing a Balanced Scorecard model that includes the factors that help to implement the strategy at Industry 4.0.

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“…is finally addressed by the financial dimension (Kaplan & Norton, 2006). Each dimension of the balancing scorecard approach, according to Szóka (2012), generates strategic goals. Such a viewpoint can provide the business with a competitive edge.…”

Section: Introductionmentioning

confidence: 99%

The Balanced Scorecard Approach with Customer Dimension

Shrestha,

Prajapati

2024

njmgtres

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This study aims to evaluate the customer dimension of the balanced scorecard approach in the banking industry of Nepal and to compare the state of the balanced scorecard from the customer dimension in state-owned banks, private banks, and joint-venture banks. It employs a descriptive method of study. A questionnaire survey is used to collect data for this study. The results show that the top five elements of the customer dimension of the balancing scorecard technique are believed to be customer retention, brand image, minimum customer complaints, careful staff to provide service and customer acquisition. The important factors that follow them include sufficient staff to provide services to customers, best appearance and friendliness of staff, customer profitability, distinctive product/service attributes, increasing market share, offering social/community services, in-time customer services, satisfied customers, and skillful and competent staff. However, market penetration success is thought to be the least important factor in the customer dimension of the balanced scorecard. Therefore, to be successful, today’s financial institutions must gather information from customers, use it to create a plan that will fulfill their demands, and then put that strategy into action by being receptive to their needs and desires.

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The Significance of the Balanced Scorecard financial perspective - presented through the example of the AMOENA Medical Devices Trade and Provider Ltd.

Cited by 5 publications

References 0 publications

Comparing Performance Using Balance Scorecard Method: Evidence of Conventional vs Shariah Insurance Firms

Comparing Performance Using Balance Scorecard Method: Evidence of Conventional vs Shariah Insurance Firms

The Appearance of Digitalisation Among the Viewpoints of Balanced Scorecard

The Balanced Scorecard Approach with Customer Dimension

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