Vic Corporation manufactures various types of color laser printers in a highly automated facility with high fixed costs. The market for laser printers is competitive. The various color laser printers on the market are comparable in terms of features and price. Vic believes that satisfying customers with products of high quality at low costs is key to achieving its target profitability. For 2012, Vic plans to achieve higher quality and lower costs by improving yields and reducing defects in its manufacturing operations. Vic will train workers and encourage and empower them to take the necessary actions. Currently, a significant amount of Vic€™s capacity is used to produce products that are defective and cannot be sold. Vic expects that higher yields will reduce the capacity that Vic needs to manufacture products. Vic does not anticipate that improving manufacturing will automatically lead to lower costs because Vic has high fixed costs. To reduce fixed costs per unit, Vic could lay off employees and sell equipment, or it could use the capacity to produce and sell more of its current products or improved models of its current products.
Vic€™s balanced scorecard (initiatives omitted) for the just- completed fiscal year 2012 follows.

Required
1. Was Vic successful in implementing its strategy in 2012? Explain.
2. Is Vic€™s balanced scorecard useful in helping the company understand why it did not reach its target market share in 2012? If it is, explain why. If it is not, explain what other measures you might want to add under the customer perspective and why.
3. Would you have included some measure of employee satisfaction in the learning- and- growth perspective and new- product development in the internal- business- process perspective? That is, do you think employee satisfaction and development of new products are critical for Vic to implement its strategy? Why or why not? Explain briefly.
4. What problems, if any, do you see in Vic improving quality and significantly downsizing to eliminate unusedcapacity?

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Target Performance Performance Actual Objectives Measures Financial Perspective Increase shareholder value Operating-income changes from productivity improvements $1,000,000$400,000 Operating-income changes from growth $1,500,000 $600,000 Customer Perspective Increase market share Internal-Business-Process Perspective Improve manufacturing quality Reduce delivery time to customers Learning-and-Growth Perspective Develop process skills Market share in color laser printers 5% 4.6% Yield 82% 85% Order-delivery time 25 days 22 days Percentage of employees trained in process and quality management 90% 92% Enhance information-system capabilities Percentage of manufacturing with real-time feedback 85% 87%