The organization selected for the project is Marie Stopes International. This UK-based non-profit organization provides contraception and female health services for women in developing countries (Marie Stopes International, 2015). The purpose of this part of a balanced scorecard for Marie Stopes International is to identify objectives, measures, targets, and actions for the customer perspective. While speaking about customers of Marie Stopes International, it is important to refer to them as “clients.”
Table 1 includes three important objectives that are set to improve female clients’ services and increase their satisfaction. These objectives are in line with the organization’s mission, vision, and strategy which are focused on providing underserved women with opportunities to choose whether or not to have children (Marie Stopes International, 2016). Marie Stopes International needs to serve as many females in developing countries as possible, and the proposed objectives are oriented to increasing the organization’s capacity and spreading its services to different locations.
Table 1. The Balanced Scorecard: Customer Perspective.
As it is shown in Table 1, there are direct relationships between objectives formulated for the financial perspective and objectives developed for the customer perspective. However, after determining client-oriented goals, it is also necessary to revise financial objectives to ensure that financial projects of Marie Stopes International will be effective to provide resources for projects associated with improving client services and increasing females’ satisfaction (Asefeso, 2013; Niven, 2014). The focus should be on determining expenditures or costs for attracting more volunteers and sponsors who can support the realization of client-oriented projects. Thus, to address its mission, vision, and strategy statements, Marie Stopes International needs to concentrate on correlating finance and customer objectives in the context of the developed balanced scorecard (Mackay, 2004; Pramudita, 2016).
Having formulated and analyzed certain goals and outcomes for Marie Stopes International, it is possible to state that the experience of developing objectives for the customer perspective is effective to revise previously set objectives for the organization’s financial strategy. Furthermore, the development of the balanced scorecard allows for creating an effective framework for improving the organization’s operations and strategies. In this case, the development of client-oriented objectives is essential to guarantee the provision of high-quality services for women in developing countries.
References
Asefeso, A. (2013). Balanced scorecard. Swindon, UK: AA Global Sourcing Ltd.
Mackay, A. (2004). Research report: A practitioner’s guide to the balanced scorecard. Web.
Marie Stopes International. (2015). Financial statements and annual report 2015. Web.
Marie Stopes International. (2016). What we do. Web.
Niven, P. R. (2014). Balanced scorecard evolution: A dynamic approach to strategy execution. New York, NY: John Wiley & Sons.
Pramudita, C. D. (2016). The balanced scorecard as strategic controlling instrument. Hamburg, Germany: Anchor Academic Publishing.