The next step in the preparation of a balanced scorecard for Marie Stopes International (Marie Stopes), which is a non-profit organization based in the UK, is preparing objectives related to the customer perspectives. It has been noted that the organization provides health-related guidance and services to women living in different countries. The objective of the organization is to provide assistance to women of all ages to have a better sexual and maternal life. Niven (2008) explains that customers of a non-profit organization are recipients of service and financiers. The mission, as stated on the organization’s website, “is to enable women and girls to have children by choice, not chance” (Financial Statements and Annual Report 2015, 2016, p. 9). Furthermore, the annual report of Marie Stopes indicates that the organization receives funding from different sources, including private investors and public entities.
In the case of Marie Stopes, it could be indicated that the primary group of customers include women who require guidance and support of the organization. The primary group of customers represents the demand side of the organization’s activities. Since Marie Stopes operate in different countries, therefore this group is not restricted to a single territory. The problems faced by women vary according to the country of their residence. However, the main focus of the organization is to increase its capacity in third world countries where women (customers) face poor health conditions and services. On the supply side, it could be noted that the customers of the organization are providers of funds. They are individual and business donors who provide funding for various activities of Marie Stopes. It is important for the organization to increase its funding as it plans to expand its network and increase its capacity and channels to reach women in different locations.
The customer perspectives of the balanced scorecard of Marie Stopes is prepared in the following that indicates objectives, measures, operational targets, and management initiatives (Savkin, 2016). It is ensured that these objectives coincide with the overall strategic objectives, mission, and values of Marie Stopes.
Table 1: Customers Perspectives.
Table 1 provides three objectives that will assist Marie Stopes to achieve its customer-related strategic goals. The annual report of Marie Stopes for 2015 indicated that the organization aimed to improve the outcome of its various programs operating in different countries. There are different quality benchmarks set out in the annual report. These assist the organization in reducing the number of maternal deaths, unintentional pregnancies, and unsafe abortions (Financial Statements and Annual Report 2015, 2016). The client targets provided by the organization in its ‘Power of 10’ strategic plan clear indicate that it focuses on two objectives. These objectives are to reduce the number of unsafe abortions by almost 10% and increase in the number of CPR performed in different countries (Impact 2 An innovative tool for estimating the impact of reproductive health programs, 2015).
Furthermore, the organization aimed to improve its capability and capacity that would have a positive impact on its ability to serve more women and achieve its client-related targets (2015 Annual report Marie Stopes International Australia, 2015). For this purpose, the organization needs to have more funds that could be achieved by engaging funders through charities and other events. However, the organization needs to control its expenditure on raising funds and charitable activities, as highlighted in the financial perspectives of the balanced scorecard. The increase in the number of funders and their contribution would help Marie Stopes to achieve its client-related targets. The analysis clearly suggests that there are two groups of clients for a not-for-profit organization, and the objectives set out in the balanced scorecard provided above would help the organization achieve a strategic success (Bischoff, 2011). It should also be understood that the customer perspectives of the balanced scorecard are related to the objectives identified in other perspectives of the model.
References
2015 Annual report Marie Stopes International Australia. (2015). Web.
Bischoff, A. L. (2011). The balanced scorecard. Munich: GRIN Verlag.
Financial Statements and Annual Report 2015. (2016). Web.
Impact 2 An innovative tool for estimating the impact of reproductive health programmes. (2015). Web.
Niven, P. R. (2008). Balanced scorecard: Step-by-step for government and nonprofit agencies. Hoboken, NJ: John Wiley & Sons.
Savkin, A. (2016). Balanced scorecard in nonprofit and government organizations. Web.