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Balanced scorecard

A framework for setting 

and monitoring business 

performance. Metrics are 

structured according to 

customer issues, internal 

efficiency measures, 

financial measures and 

innovation.

Table 5.8

An example of a digital business balanced scorecard for a B2B company

Scorecard component

Objective metric

Customer perspective

Customer acquisition rate (leads generated online)

Customer retention rate (% using online services)

Customer satisfaction index

Process

Average time for new product development (months)

Procurement lead times

Sales cycle lead time

Financial

Revenue contribution from online channel

Margin from online channel

Cost savings from partners using different e‑services

Innovation and employee 

development

Number of new product releases per year

Training hours attended per employee: target 30 hours/year

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Chapter 5  Digital business strategy

balanced scorecard provides a framework for the entire business strategy process. Olve et al. 

(1999) make the point that a further benefit of the scorecard is that it does not solely focus on 

outcomes, but also considers performance drivers that should positively affect the outcomes. 

For example, investments in technology and in employee training are performance drivers. 

 More recently, it has been suggested that it provides a useful tool for aligning business and 

IS strategy; see, for example, der Zee and de Jong (1999). 

  Table   5.8    outlines how the balanced scorecard could be deployed in a B2B organisation to 

support its digital business strategy. (A more detailed example is given in  Chapter   8   .)     

  Strategy  definition 

 The