Preparation of Balanced Scorecard for Big C Organisation

This report discusses the preparation of a balanced scorecard for the Big C organisation, a charitable foundation that provides support to cancer patients. It covers the financial, customer, innovation, and learning and growth perspectives of the scorecard, and how it can be used to measure the performance of the organisation. The report concludes that the balanced scorecard is crucial for measuring the performance of non-profit and charitable organisations.

Individual Coursework

Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
Balance Scorecard for the Big C organisation.............................................................................3
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
A Balance Scorecard is a metric to determine the performance of the company and identify
and improve the internal operations of the Business concern. It measures the past performance
and provides organisation information regarding the working and feedback which are derived
from the existing customers or from the market. Balance Scorecard basically includes four types
of perspective which are business processes, financial data, growth and learning, and business
process. It measures the benefits and also states the advantages which is considered in the
balance scorecard (Arteaga Arteaga, 2021). In the following report it includes preparation of
balanced scorecard and the measure considered at the time of preparation of balance scorecard
will be useful for the organisation in future. Further a copy of Balance Scorecard is prepared
which will be helpful for the trustees to know the internal factors of the business concern.
MAIN BODY
Balance Scorecard for the Big C organisation.
Big C is a charitable foundation which is established in Norfolk in 1980. It is a local foundation
which provide support to anyone who affected by cancer, from diagnosis and treatment, to life
beyond cancer. This organisation collects donations and use it for the treatment of cancer
patients. This is East Anglia's largest firm which work for cancer patient from many years. Big C
has a global branding with the many of the countries which started with the Thailand in the end
of 2003. Further its rebranding with the three Cora hypermarkets in Thailand. Later in 2010 it
opened its first store in Thailand. In November 2010 it took the Carrefour which has more than
42 branches in Thailand.
The balance scorecard started out as an implicit non-profit organization, but has since been
restructured into a charitable association and government office. It is designed to measure an
organization's academic capital, such as readiness, capability, information, and any other
exclusive data that gives it the upper hand in surveillance (Yalico and et.al., 2020). It is a model
establishes acceptable behavior in an association by separating four separate areas that should be
investigated. These four areas include:

Financial perspective
Goals Measures
Financial growth Profit Growth %
Revenue Growth %
Return on Assets
Customer Perspective
Goals Measures
Satisfying the
customer
Market
Penetration
Customer
Satisfaction
Survey
Market Share in
Coverage Area
Learning and growth perspective
Goals Measures
Innovative
banking
New services
Introduced by
FHNB

Financial Perspective: In a monetary perspective, the goal of an organization is to ensure that it is
profiting from speculation and to oversee the critical dangers inherent in maintaining business.
These goals can be achieved by meeting the requirements of all business-related players such as
investors, customers and providers (Cuba Rivero, 2018).
Investors are a fundamental part of a business because they are the providers of capital; they
should feel satisfied when an organization makes monetary progress. They need to be certain that
the organization continues to generate revenue and that the association meets goals, such as
further productivity development and new revenue streams. Steps taken to achieve these goals
may include the introduction of new programs and management, further developing
organizational incentives, and reducing the cost of continuing work.
Monetary goals for nonprofits include getting more gifts, donations, meeting up the expenditure
within the range of donation, and fulfilling the demand of the cancer patients of Big C
organization by giving them full facilitations. Funds contributed by contributors should be turned
over in mission accomplishments. A financial point of view prescribes a long-term non – profit
or charities which are for putting up the mission goals like the foundation support disease-
affected patients who care for cancer patients and further developing their management, they
have no option to perform without funding. Therefore, this is how they need the funds to be
demonstrated.
Customer Perspective: The customer's point of view sifts how a substance provides some
incentive to its customers and determines how loyal consumers are to an organization's program
or management. Consumer loyalty is a hallmark of organizational prosperity (El-Garaihy, 2021).
How an organization treats its customers clearly means its interests? Central outcome measures
include consumer loyalty, customer retention, new customer acquisition, customer productivity
and designated portions of the pie. However, the customer perspective should also contain a clear
percentage of the offer that the organization will communicate to customers in a given market
segment.
What do customers need? Is Big C gathering their needs? This will be achieved through the
customer perspective of the Balanced Scorecard. The client should be retained as it will
characterize the outcome of trust. A trust or charitable association planning with at least two
client gatherings:

paying clients (clients who make gifts)
receiving clients (those who benefit from the presence of non-benefits)
Also, there may be mixed cases. Does it accept any expert local area as exemplified by an annual
membership fee whose individual pays and acquires clients at the same time?
Innovation perspective: The path to success for any association is to control its cycle in order to
create a reliable and stable program and management. Executing the right cycle in the right way
leads to a consistent level of project and management quality. The problem is to track the right
cycle factors to measure and set the principles appropriate to the level of performance of each
interaction. Process and functional measurements are driving edge estimation centered on the
current moment (Martunis and et.al., 2020).
These are behaviors that are generally or likely to be consistently observed. Even some cycle
factors are constantly checked to ensure the creation and delivery of excellent projects and
management. Achieving an excellent level of execution on process or functional measures
promotes top-notch projects and management, resulting in satisfied or fascinated clients, leading
to re-opening of business and increased association durability and achievement.
Will the Big C Scorecard's developmental view quantify its performance on which offices are
being used for care and patient strength? Are there enough workers? What rules are being used to
allocate funds among patients? If the head of Big C Legal Admin gets this data through KPIs.
Then, until then, further changes in funding goals and dissemination procedures can be
effectively achieved.
Learning and Growth perspective: Delegate Accomplishment recognizes the importance of
worker determination to further improve efficiency, quality, consumer loyalty and
responsiveness to the environment. Supervisors can quantify worker achievement by sending
research reports, talking to representatives, or paying attention to workers at work (Saraswathi
and Rajan, 2019).
Firms focused on holding representation argue that workers contribute to the association's
explicit academic capital and provide the organization with an important non-monetary resource.
Also, they come with a cost when companies are supposed to find and hire people who have the
ability to replace leaving. Companies measure representation maintenance as the opposite of
worker turnover, the percentage of individuals who leave their jobs each year.

This view of the Big C Balanced Scorecard will provide a key assessment tool in the stage of
employee readiness comparable to different elements of care delivery, patient inspiration,
friendliness, outreach, and more. The rule of thumb for employee development should be that
employees focus on all tasks, whether it be money, function, or administration. In the current
environment of rapidly changing machinery, data work in a stable learning mode has become the
foundation. Government associations have been unable to secure new centralized works, and
planning by existing agencies has been declining. This is the main sign of the "cerebrum
channel" that should be swapped (Singhal, 2019). Estimates can be established to control bosses
to place plans where they can best help. Regardless, learning and progress are key foundations
for achieving affiliation in any data work.
CONCLUSION
The report can be concluded as that the balance scorecard plays a crucial role in measuring
the performance of the organisation. It is mainly used in the non – profitable and charitable
organisation where maintenance and serving their customers plays the most important part.

REFERENCES
Books and Journals
Arteaga Arteaga, M.G., 2021. Plan estratégico para el departamento de riesgo operacional de
BancoEstado.
Cuba Rivero, C.M., 2018. Planeamiento estratégico para el grupo de Supermercados Wong
periodo 2016-2020. Cuba Rivero, C.M., 2018. Planeamiento estratégico para el grupo
de Supermercados Wong periodo 2016-2020.
El-Garaihy, W.H., 2021. Analysis of supply chain operations reference (SCOR) and balanced
scorecard (BSC) in measuring supply chains efficiency using DEMATEL and DEA
techniques. Journal of Global Operations and Strategic Sourcing.
Martunis, A and et.al., 2020. Adaptation of the balanced scorecard model to measure
performance of the departments at Dr Zainoel Abidin Regional General Hospital, Banda
Aceh. Journal of Modelling in Management.
Saraswathi, S. and Rajan, R., 2019. The Balanced Scorecard-An Enduring Management Key for
Success. i-Manager's Journal on Management, 14(1), p.51.
Singhal, R., 2019. Building blocks of an effective NGO. Voluntary Sector Review, 10(2), pp.167-
187.
Yalico, J.E and et.al., 2020. Managers' Knowledge of Key Performance Indicators in Small and
Medium Enterprises: Wood and Timber SMEs in Peru. In Supply chain management
and logistics in emerging markets. Emerald Publishing Limited.