Financial

          

Financial Perspective

Kaplan and Norton do not disregard the traditional need for financial data. Timely and accurate funding data will always be a priority, and managers will do whatever necessary to provide it. In fact, often there is more than enough handling and processing of financial data. With the implementation of a corporate database, it is hoped that more of the processing can be centralized and automated. But the point is that the current emphasis on financials leads to the "unbalanced" situation with regard to other perspectives.

There is perhaps a need to include additional financial-related data, such as risk assessment and cost-benefit data, in this category.

Other KPI perspectives

According to the balanced scorecard the KPIs are divided into the following four perspectives:

Financial
Customer
Process
HR and Innovation



KPIs of the Financial Perspecitive

Equity to Asset Ratio 1
Return On Equity (ROE)
Net Revenue per Full Time Equivalent (FTE)
Gross Incoming Orders
Degree of Asset Depreciation
Cash Flow Return on Investment (CFROI)
Operating Profit-Earned per Full Time Employee
Working Capital Ratio 2
Gross Profit Margin - Invoiced
Gross Profit Margin - Ordered
Return On Investment (ROI)
Asset Turnover Ratio
Working Capital Ratio 1
Earnings before Interests, Taxes, Depreciation and Amortization (EBITDA)
Operating Profit - Earned
Net Revenue - Invoiced
Cost of Goods Sold - in Orders (COGS-O)
Days Payable Outstanding (DPO)
Operating Profit - Ordered
Operating Profit Margin - Earned
Net Profit Margin
Square Meter
Cost of Goods Sold - in Invoices (COGS-I) as a Percentage of Net Revenue - Invoiced
Earnings Before Interests and Taxes (EBIT)
Net Operating Profit after Tax (NOPAT)
Purchasing Volume per Employee in Purchasing Department
Cost of Goods Sold - Earned (COGS-E)
Net Income
Depreciation and Amortisation Expenses
Operating Profit - Invoiced
Weighted Value
Gross Revenue - Invoiced
Cash Flow
Inventory Days of Supply (IDS) - FIN
Cost of Goods Sold - in Orders (COGS-O) % of Net Incoming Orders
Equity to Asset Ratio 2
Gross Profit Margin - Earned
Projected Revenue
Cost of Goods Sold - Earned (COGS-E) as a Percentage of Net Revenue - Earned
Other Operating Expenses
Working Capital Ratio 3
Gross Revenue - Earned
Net Revenue - Earned
Cost of Goods Sold - in Invoices (COGS-I)
Cash to Cash Cycle Time (C2C)
Operating Profit Margin - Ordered
Earnings Before Interests and Taxes (EBIT) Margin
Material Expenses
Cost per FTE
Operating Profit Margin - Invoiced
Gross Profit - Earned
Gross Profit - Invoiced
Gross Profit - Ordered
Net Incoming Orders
Days Sales Outstanding (DSO)


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Child Pages (58)

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Asset Turnover Ratio
Cash Flow
Cash Flow Return on Investment (CFROI)
Cash to Cash Cycle Time (C2C)
Copy of Cash Flow
Cost of Goods Sold - Earned (COGS-E)
Cost of Goods Sold - Earned (COGS-E) as a Percentage of Net Revenue - Earned
Cost of Goods Sold - in Invoices (COGS-I)
Cost of Goods Sold - in Invoices (COGS-I) as a Percentage of Net Revenue - Invoiced
Cost of Goods Sold - in Orders (COGS-O)
Cost of Goods Sold - in Orders (COGS-O) % of Net Incoming Orders
Cost per FTE
Days Payable Outstanding (DPO)
Days Sales Outstanding (DSO)
Degree of Asset Depreciation
Depreciation and Amortisation Expenses
Earnings before Interests, Taxes, Depreciation and Amortization (EBITDA)
Earnings Before Interests and Taxes (EBIT)
Earnings Before Interests and Taxes (EBIT) Margin
Equity to Asset Ratio 1
Equity to Asset Ratio 2
Gross Incoming Orders
Gross Profit - Earned
Gross Profit - Invoiced
Gross Profit Margin - Earned
Gross Profit Margin - Invoiced
Gross Profit Margin - Ordered
Gross Profit - Ordered
Gross Revenue - Earned
Gross Revenue - Invoiced
Inventory Days of Supply (IDS) - FIN
Material Expenses
Net Income
Net Incoming Orders
Net Operating Profit after Tax (NOPAT)
Net Profit Margin
Net Revenue - Earned
Net Revenue - Invoiced
Net Revenue per Full Time Equivalent (FTE)
New KPI Page
New Page
Operating Profit - Earned
Operating Profit-Earned per Full Time Employee
Operating Profit - Invoiced
Operating Profit Margin - Earned
Operating Profit Margin - Invoiced
Operating Profit Margin - Ordered
Operating Profit - Ordered
Other Operating Expenses
Projected Revenue
Purchasing Volume per Employee in Purchasing Department
Return On Equity (ROE)
Return On Investment (ROI)
Square Meter
Weighted Value
Working Capital Ratio 1
Working Capital Ratio 2
Working Capital Ratio 3