Case Study: Crestwood Manor
A Balanced Scorecard
• Shareholder Value or Financial Perspective, includes strategic objectives in areas such as:
a. Market share
b. Revenues and costs
c. Profitability
d. Competitive position
In the next three years, Crestwood Manor board and care homes would like to improve the profitability of the board and care homes to 85%. This will help to recover the cost that it took to open and start the board and care program for Crestwood Manor.
• Customer Value Perspective, includes strategic objectives in areas such as:
a. Customer retention or turnover
b. Customer satisfaction
c. Customer value
Crestwood Manor would like an overall satisfaction from patients to be at 90% in the next three years.
• Process or Internal Operations
Perspective, includes strategic objectives in areas such as:
a. Measure of process performance
b. Productivity or productivity improvement
c. Operations metrics
Crestwood Manor will make improvements to the overall success of the program by making the necessary changes needed with trial and error. Crestwood Manor would like the measure of process performance to improve to 85% in the next three years.
• Learning and Growth (Employee) Perspective, includes strategic objectives in areas such as:
a. Employee satisfaction
b. Employee turnover or retention
c. Level of organization capability
d. Nature of organization culture or climate
e. Technological innovation
Crestwood Manor would like to open and expand by 75% in the next three years to provide more homes in the central valley and throughout California.
By setting these goals for Crestwood Manor board and care homes, it will allow me to keep track of the progress and to have goals to attain over the next three years. These goals will help expand and grow the board and care program for Crestwood Manor because they will allow me to make the necessary changes to be competitive and successful in the industry. These four goals will help me learn what is working and what is not working for Crestwood Manor and keep me accountable for the venture in the board and care program.
• Shareholder Value or Financial Perspective, includes strategic objectives in areas such as:
a. Market share
b. Revenues and costs
c. Profitability
d. Competitive position
In the next three years, Crestwood Manor board and care homes would like to improve the profitability of the board and care homes to 85%. This will help to recover the cost that it took to open and start the board and care program for Crestwood Manor.
• Customer Value Perspective, includes strategic objectives in areas such as:
a. Customer retention or turnover
b. Customer satisfaction
c. Customer value
Crestwood Manor would like an overall satisfaction from patients to be at 90% in the next three years.
• Process or Internal Operations
Perspective, includes strategic objectives in areas such as:
a. Measure of process performance
b. Productivity or productivity improvement
c. Operations metrics
Crestwood Manor will make improvements to the overall success of the program by making the necessary changes needed with trial and error. Crestwood Manor would like the measure of process performance to improve to 85% in the next three years.
• Learning and Growth (Employee) Perspective, includes strategic objectives in areas such as:
a. Employee satisfaction
b. Employee turnover or retention
c. Level of organization capability
d. Nature of organization culture or climate
e. Technological innovation
Crestwood Manor would like to open and expand by 75% in the next three years to provide more homes in the central valley and throughout California.
By setting these goals for Crestwood Manor board and care homes, it will allow me to keep track of the progress and to have goals to attain over the next three years. These goals will help expand and grow the board and care program for Crestwood Manor because they will allow me to make the necessary changes to be competitive and successful in the industry. These four goals will help me learn what is working and what is not working for Crestwood Manor and keep me accountable for the venture in the board and care program.