A balanced scorecard for measuring company performance

entails having an equal number of profit and non$-$profit objectives.

prevents the drive for achieving strategic objectives from overwhelming the p financial objectives.

entails creating both financial and strategic objectives, tracking their achievem giving management a more complete and balanced view of how well an organ performing.

entails having an equal number of financial and strategic objectives.

entails putting equal emphasis on achieving short$-$term financial and strategic and achieving long$-$term financial and strategic objectives.