Analysis of the development of the «Customer» perspective of a balanced scorecard in the works of scientists

• Main Authors: K.V. Shymanska, T.O. Zavalii
• Format: Article
• Language: English
• Published: Zhytomyr Polytechnic State University 2020-12-01
• Series: Економіка, управління та адміністрування
• Subjects: balanced scorecard; bsc; customer; «customer» perspective; customer relations; indicators; strategic map; strategic objectives; strategic initiatives
• Online Access: http://ema.ztu.edu.ua/article/view/221913/222080
• ISSN: 2664-245X; 2664-2468

The analysis of the research topic of the perspective of the balanced scorecard, which is responsible for relations with customers, is structured on such issues as the name of such a perspective, its strategic objectives, indicators, strategic initiatives, appropriate information management support and the integration of this concept with other approaches in management. It is recommended to use the name «Customer» for the purpose of managing the customer relationship system within the framework of the balanced scorecard implementation for an appropriate perspective. The strategic objectives of the «Customer» perspective are specified taking into account the specifics of the company’s strategy and the vision of its own mission in the environment in which it operates, but the classical approach provides for such strategic objectives as increasing market share, retaining the client base, expanding the client base, increasing customer satisfaction, increasing customer profitability. It is proposed to use the following groups of indicators within the «Customer» perspective, namely, those that characterize: the position of the enterprise in the market; the client base of the enterprise; the level of customer satisfaction of the company, the features of the company’s offer; income / expenses related to customers, and the efficiency of using the customer capital of the enterprise. In contrast to strategic objectives, the selected initiatives should be specific in nature, a set of actions to achieve the goal to which they are subordinated. The information support for the use of a balanced scorecard is mainly represented by scorecards and strategic maps, which can be built at different levels of subordination. It is substantiated that the possibilities of integrating the BSC concept with other approaches in management provide it with a high level of adaptability in management practice.