Fifth edition Alnoor Bhimani Charles T. Horngren Srikant M. Datar Madhav V. Rajan Farah Ahamed


Level, Management Accountancy – Performance Management, November 2003



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Level, Management Accountancy – Performance Management, November 2003.
(45 min)
1
The balanced scorecard is a technique for assessing performance that recognises the importance of both financial and non-financial measures. The performance perspectives are
1
Customer, for example
a
Percentage of deliveries on time
b
Percentage of orders fulfilled accurately.
2
Internal, for example
a
The length of the production cycle
b
The length of time to introduce new products.
3
Innovation
a
The length of the production cycle
b
The length of time to introduce new products.
4
Financial
a
Profit as a percentage of sales
b
Return on capital employed. E plc is placing too much emphasis on the financial perspective. Comparing its actual performance against an internal target – it should use the balance scorecard approach to provide fuller, more rounded assessment of its performance.


Bhimani, Horngren, Datar and Rajan, Management and Cost Accounting, 5
th
Edition, Instructor’s Manual
© Pearson Education Limited 2012

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