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A "balanced scorecard" that includes both strategic and financial performance targets

helps managers avoid the mistake of focusing only on financial performance measures and overlooking the fact that pursuing and achieving strategic outcomes that boost its competitiveness and strength in the marketplace vis$-$a$-$vis rivals is better able to improve its future financial performance.

is a tool for helping managers measure the degree to which the company is both outcompeting rivals in the marketplace and pleasing shareholders.

assists managers in putting roughly equal emphasis on achieving short$-$term and longterm performance targets.

requires managers to set an equal number of financial and strategic objectives and devote roughly equivalent energy and resources to achieving both types of performance targets.

forces managers to put equal emphasis on pursuing the achievement of both financial and strategic outcomes.