BSC Flexibility and the Customer Perspective

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The organization selected for the project is Marie Stopes International. This UK-based non-profit organization provides contraception and female health services for women in developing countries (Marie Stopes International, 2015). The purpose of this part of a balanced scorecard for Marie Stopes International is to identify objectives, measures, targets, and actions for the customer perspective. While speaking about customers of Marie Stopes International, it is important to refer to them as “clients.”

Table 1 includes three important objectives that are set to improve female clients’ services and increase their satisfaction. These objectives are in line with the organization’s mission, vision, and strategy which are focused on providing underserved women with opportunities to choose whether or not to have children (Marie Stopes International, 2016). Marie Stopes International needs to serve as many females in developing countries as possible, and the proposed objectives are oriented to increasing the organization’s capacity and spreading its services to different locations.

Table 1. The Balanced Scorecard: Customer Perspective.

Objective	Measure	Target		Action
Increase the number of mobile midwives in developing countries to reach females in both urban and rural areas. Spreading services in rural territories to increase the number of clients addressed in underserved areas (Marie Stopes International, 2016).	The percent of mobile midwives joining the program in urban and rural areas of developing countries.	20%		Midwife Volunteer Project Spreading information about Marie Stopes International’s initiative to attract volunteer midwives to work not only in urban but also in rural territories. Action Officer: Mrs. XYZ Due Date: March 2018
Improve training for midwives, nurses, volunteers, and other healthcare providers in the context of the proposed services. Proposing more training sessions and improved courses for midwives and volunteers in all countries where the organization’s services are represented (Marie Stopes International, 2016).	Changes in female clients’ satisfaction levels as increases in the percent of received positive feedbacks.	50%		Midwife and Volunteer Training Project Concentrating on developing new courses for midwives and volunteers, as well as on improving the used training programs (Marie Stopes International, 2016). Action Officer: Mrs. XYZ Due Date: December 2017
Expand the franchising network in served countries, as well as other developing countries. Increasing the number of clinics providing services under the organization’s BlueStar franchise brand to contribute to multiplying the number of addressed clients and the level of their satisfaction with the proposed services (Marie Stopes International, 2016).	The number of clinics and medical centers that will start working under the BlueStar franchise brand is served and new countries by the end of 2018.	200 clinics and medical centers		The Advanced BlueStar Franchising Project Spreading information about the possibilities of joining the franchising project and offering new conditions for operations. Action Officer: Mrs. XYZ Due Date: December 2018
Relationships with other objectives	The determined objectives which are associated with the customer perspective are related to financial aims. Thus, outcomes achieved concerning financial objectives are important to realize client-oriented goals. Still, the aims identified with the focus on clients’ interests are prioritized, and their realization should be based on effective financial goals. For instance, the revision of the third financial objective is necessary to arrange the costs required for the realization of client-oriented projects (Marie Stopes International, 2015).
Revisions (If Any) to Module 1 Objectives
Objective/Module	Measure	Target	Action
Increase the number of donors No Revisions	The percentage increase in the number of donors.	20%	Donor Interaction Project
Improve the liquidity No Revisions	The liquidity reserves.	£30-£35 million	Management of Liquidity Risks
Reduce the expenditure on raising funds and charitable activities. Revision Rearrange the expenditure on raising funds and attracting sponsors and reduce expenditures on general charitable projects.	The expenditure on raising funds and charities (income percent).	20%	Expenditure Control Initiative

As it is shown in Table 1, there are direct relationships between objectives formulated for the financial perspective and objectives developed for the customer perspective. However, after determining client-oriented goals, it is also necessary to revise financial objectives to ensure that financial projects of Marie Stopes International will be effective to provide resources for projects associated with improving client services and increasing females’ satisfaction (Asefeso, 2013; Niven, 2014). The focus should be on determining expenditures or costs for attracting more volunteers and sponsors who can support the realization of client-oriented projects. Thus, to address its mission, vision, and strategy statements, Marie Stopes International needs to concentrate on correlating finance and customer objectives in the context of the developed balanced scorecard (Mackay, 2004; Pramudita, 2016).

Having formulated and analyzed certain goals and outcomes for Marie Stopes International, it is possible to state that the experience of developing objectives for the customer perspective is effective to revise previously set objectives for the organization’s financial strategy. Furthermore, the development of the balanced scorecard allows for creating an effective framework for improving the organization’s operations and strategies. In this case, the development of client-oriented objectives is essential to guarantee the provision of high-quality services for women in developing countries.

References

Asefeso, A. (2013). Balanced scorecard. Swindon, UK: AA Global Sourcing Ltd.

Mackay, A. (2004). Research report: A practitioner’s guide to the balanced scorecard. Web.

Marie Stopes International. (2015). Financial statements and annual report 2015. Web.

Marie Stopes International. (2016). What we do. Web.

Niven, P. R. (2014). Balanced scorecard evolution: A dynamic approach to strategy execution. New York, NY: John Wiley & Sons.

Pramudita, C. D. (2016). The balanced scorecard as strategic controlling instrument. Hamburg, Germany: Anchor Academic Publishing.

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BSC Flexibility and the Customer Perspective

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