Socio-economic developmental strategies as retail performance indicators: A balanced scorecard approach

Figures & data

Figure 1. National development plan cycle of development scorecard. Source: RSA, 2012:26.

Figure 2. Gross monthly household income. Source: Statistics SA, 2012:10.

Figure 3. The balanced scorecard strategic framework. Source: Kaplan & Norton, 1996:76.

Table 1. Sample profile.

Interview category	Gauteng	KwaZulu-Natal	Western Cape	Total
Retail management	6	4	28	38
Retail trade and business associations	4	2	4	10
Retail sector consultants &and service providers	3	2	3	8
National Planning Commission members and staff	2	1	1	4
Total	15	9	36	60

Table 2. Aided awareness of scorecard usage.

Answer	Response (%)	Typical commentary
Always	40	‘It is part of our business planning, but top management does not keep us informed of progress or challenges.’
Sometimes	50	‘Yes, we have financial targets and we must report empowerment and community projects to boost our company image.’
Never	10	‘In a small retail business like ours, sales and profit targets and results are discussed every day.’

Table 3. Ranking of NDP priorities by retailer stakeholders.

Highest priority	Improving the quality of education, skills development and innovation
Medium priority	Raising employment, through faster economic growth
Lowest priority	Building the capability of the state, to play a developmental, transformative role

Table 4. Overall summary of findings.

Research question	Literature review	Stakeholder awareness/endorsement	Congruence rating
1. What is the relevant literature on the ‘balanced scorecard’ as a management system for planning and monitoring a diverse range of organisational performance strategies?	High	Low	Low
2. To what extent is a form of ‘balanced scorecard’ management system used by South African retail organisations in strategising, synergising and evaluating their financial and socio-economic developmental practices?	Medium	Medium	High
3. What are the key pressures, opportunities or problems for retail businesses to address socio-economic developmental strategies, as organisational performance indicators?	High	Medium	Medium
4. Is there evidence of benefits in the collaborative use of balanced scorecard perspectives, between business and state institutions, to promote socio-economic development?	Low	Low	High
5. Are there significant differences in performance scorecard perspectives, socio-economic developmental strategies and outcomes, between retail company size and sub-sectors?	High	Medium	Medium

RSA (Republic of South Africa), 2012. National development plan; vision 2030. National Planning Commission, The Presidency, Pretoria.

 Google Scholar

Statistics SA, 2012. Income and expenditure of households 2010/2011: Statistical release P0100. Statistics South Africa, Pretoria.

 Google Scholar

Kaplan, R & Norton, D, 1996. The balanced scorecard: Translating strategy into action. Harvard Business School Press, Boston, MA.

 Google Scholar