Spinner Pet Sitters

Spinner Pet Sitters The current report presents a balanced scorecard for Spinner Pet Sitters. Based on the balanced scorecard and the company’s performance, the report also provides recommendations for Shelly to improve its performance in the coming years.Advertising We will write a custom coursework sample on Spinner Pet Sitters specifically for you for only $16.05 $11/page Learn More Balanced Scorecard for Spinner Pet Sitters A balanced scorecard is a strategic management tool, which is used to align a business’ performance and activities with its mission, vision, and objectives. Based on the information provided in the case study, the following balanced scorecard is developed for Spinner Pet Sitters: Perspective Objectives Measures Organizational Goal Actual Performance Gap Financial Perspective Increase quarterly profits to $ 5,000 Increase return on capital employed (ROCE) to $ 4,000 Profit results for the quarter Return on capital employed (ROCE) for the quarter Profit for the quarter = $ 5,000 Return on capital employed (ROCE) for the quarter = $ 4,000 Profit for the quarter = $ 6,000 Return on capital employed (ROCE) for the quarter = $ 1,500 $1,000 $2,500 Customer Perspective Increase customer satisfaction to 95 percent Increase customer recommendation rate to 80 percent Customer satisfaction rate Customer recommendation rate Customer satisfaction rate = 95 percent Customer recommendation rate = 80 percent Customer satisfaction rate = 95 percent Customer recommendation rate = 100 percent 0% 20% Internal Processes To reduce duplication of activities in relation to different functions in the organization To reduce bottlenecks in the processes Percentage of completed activities which are duplicated in other functions Percentage of bottlenecks in an average run cycle Percentage of completed activities which are duplicated in other functions = 25 percent Percentage of bottleneck s in an average run cycle = 15 percent Percentage of completed activities which are duplicated in other functions = 20 percent Percentage of bottlenecks in an average run cycle = 15 percent -5% 0% People / Innovation / Growth Assets To reduce turnover of employees To increase job satisfaction among employees Employees’ turnover rate Employees’ job satisfaction rate Employees’ turnover rate = 25 percent Employees’ job satisfaction rate = 90 percent Employees’ turnover rate = 0 percent Employees’ job satisfaction rate = 50 percent -25% -40% Recommendations for Spinner Pet Sitters Keeping in view the planned and actual performance of Spinner Pet Sitters and the gaps identified in the balanced scorecard presented above, following recommendations have been put forward for Spinner Pet Sitters to improving its performance. The quarterly profits were reported to be above the targeted level, which is a positive sig n for the company. However, in order to maintain the continuous growth in profits, the company needs to achieve higher efficiency in its operations. On the other hand, the return on capital employed was considerably lower than expected. In the coming periods, this could be improved by investing additional capital resources for enhancing the operational efficiency of the business. As far as the customer satisfaction rate and customer recommendation rate are concerned, the actual results show that all expectations were met during the quarter. However, it is recommended that the business should keep its focus on delivering high quality and practicing effective customer care to ensure sustainability. The efficiency level in the company’s processes should be improved in order to reduce the duplication of activities. Jobs should be enriched and job designs should be reconsidered to improve the overall job satisfaction level of employees. Reference List Balanced Scorecard Institute . (2013). Balanced Scorecard Basics. Retrieved from https://www.balancedscorecard.org/BSC-Basics/About-the-Balanced-Scorecard Kaplan, R. S., Norton, D. P. (1992). The balanced scorecard-Measures that drive performance. Harvard Business Review, 70(1), 71-79.