Required

a) Identify two goals (objectives) together with a corresponding performance measures for each goal which could be used by the company to assess whether the changes have been successful for each perspective of the Balanced Scorecard. (Marks 20)

b) Justify the use of each of the performance measures that you chose. (Marks 5)

Question No. 03 (Total marks 25) DKN Stores was Banland city-based retail store. Few years ago, the Stores has developed new strategic plan with the help of a consultant. Accordingly, the store has re-branded as DKN Super and expanded into adjoining cities. Now DKN Super is a chain of supermarket. At the time of launch as a supermarket, DKN Super saw a steady increase in sales and profits. In recent time, DKN Super saw decrease in sales and profitability. Consequently, staff bonus was not paid, and staff become dissatisfied The following reasons were identified for the reasons for the poor financial results. DKN Super has issued customer loyalty card but currently not giving any discounts as done by other supermarkets. Hence, most of the loyal customers has moved into other supermarkets resulting decreasing in sales. . Due to impose of lock downs and travelling restrictions time to time by the Central Government to curtail widespreading COVID -19, DKN Super has introduced online goods ordering method to its customers. Accordingly, the customers have to WhatsApp their order. However, the customers viewed this method as very inefficient method and most of customers have moved into other supermarkets which offer web stores where the customers can select the goods and place the order. Due to staff dissatisfaction, the company has been receiving many complaints through their social media platform. DKN Super has introduced their own branded goods similar to the reputed branded product at relatively low price, but customers perceived those as poor quality products. Hence, sales for those products drops resulting stock obsolesce. In response to above problems, DKN Super has made the below changes to its business in an attempted to increase revenue and profits. DKN Super has decided to offer attractive discounts to the loyalty card holders as in line with other supermarkets. Further, DKN Super has also decided to offer credit card offer scheme by Joining with leading banks. DKN Super has launched web store where the customers can select the goods and place the order. As per the user reviews, it was concluded that the web store was very much user friendly and far with the similar web stores introduced by other supermarkets. . In order to manage the staff dissatisfaction, many training programs were conducted, and salaries were increased to match with similar industry standard after conducting a salary survey. Further performance-based bonus scheme was also introduced. DKN Super has recruited well experience web master to handle social media platforms. Accordingly, the company is actively promoting the offers and discounts on much structured way, Social media engagements and responses also have been increased. In order to avoid the customer perception on poor quality of the own branded products, DKN Super has obtained local quality standards and ISO standards for their products and also offering higher loyalty points for the customers who buy their own branded products. Page 4 of 6 One year after the changes being made, Chief Executive Officer wants to use Balanced Scorecard to assess the extent to which the changes have been successful in improving the performance of the business. Question No. 03 (Total marks 25) DKN Stores was Banland city-based retail store. Few years ago, the Stores has developed new strategic plan with the help of a consultant. Accordingly, the store has re-branded as DKN Super and expanded into adjoining cities. Now DKN Super is a chain of supermarket. At the time of launch as a supermarket, DKN Super saw a steady increase in sales and profits. In recent time, DKN Super saw decrease in sales and profitability. Consequently, staff bonus was not paid, and staff become dissatisfied The following reasons were identified for the reasons for the poor financial results. DKN Super has issued customer loyalty card but currently not giving any discounts as done by other supermarkets. Hence, most of the loyal customers has moved into other supermarkets resulting decreasing in sales. . Due to impose of lock downs and travelling restrictions time to time by the Central Government to curtail widespreading COVID -19, DKN Super has introduced online goods ordering method to its customers. Accordingly, the customers have to WhatsApp their order. However, the customers viewed this method as very inefficient method and most of customers have moved into other supermarkets which offer web stores where the customers can select the goods and place the order. Due to staff dissatisfaction, the company has been receiving many complaints through their social media platform. DKN Super has introduced their own branded goods similar to the reputed branded product at relatively low price, but customers perceived those as poor quality products. Hence, sales for those products drops resulting stock obsolesce. In response to above problems, DKN Super has made the below changes to its business in an attempted to increase revenue and profits. DKN Super has decided to offer attractive discounts to the loyalty card holders as in line with other supermarkets. Further, DKN Super has also decided to offer credit card offer scheme by Joining with leading banks. DKN Super has launched web store where the customers can select the goods and place the order. As per the user reviews, it was concluded that the web store was very much user friendly and far with the similar web stores introduced by other supermarkets. . In order to manage the staff dissatisfaction, many training programs were conducted, and salaries were increased to match with similar industry standard after conducting a salary survey. Further performance-based bonus scheme was also introduced. DKN Super has recruited well experience web master to handle social media platforms. Accordingly, the company is actively promoting the offers and discounts on much structured way, Social media engagements and responses also have been increased. In order to avoid the customer perception on poor quality of the own branded products, DKN Super has obtained local quality standards and ISO standards for their products and also offering higher loyalty points for the customers who buy their own branded products. Page 4 of 6 One year after the changes being made, Chief Executive Officer wants to use Balanced Scorecard to assess the extent to which the changes have been successful in improving the performance of the business