7.The Perspectives of the BALANCED SCORE CARD

Presently chapter is detailed each one of the Perspectives of the BALANCED SCORECARD, mentioning different Suggestions and characteristic that compose them, even arriving to the proposition of some indicative type, generally used in the process of monitoreo of the administration.

7.1 Financial perspective

The financial perspective incorporates the vision of the shareholders and it measures the value creation into the company. you have to responds to the question: How indicative they have to go well so that the efforts of the company really become value? This perspective in fact values one of the most outstanding objectives in organizations with spirit of lucre that is, to create value for the society.

According to that exposed until the moment the design of the Balanced Scorecard it is sustained in several environments of the Address strategic or Management. One of these environments, is the financier whose main orientation is to maximize the value of the shareholders. In some way, it is to measure the creation of value in the organization, it is to incorporate the vision of the own shareholders.

We already commented that if the given steps have been those planned and the appropriate ones, the company will obtain their benefits, a value will be generated that will be translated in some bigger benefits, in some smaller costs, or both... so that the last beneficiary will be the Shareholder. The Financial perspective will be the one that comes out at the end favored.

The EVA - Economic Added Valued - it is an element habitually mentioned for this perspective, in fact it is an indicator of financial nature, although as any other indicator it is imperfect; for example, for companys with a spotless, balanced and sustainable trajectory is usually a good indicator. The Budget is also constituted in a tool to highlight in this occasion, not in vain around 78% of the companys carry out operative budgets that very well they should be connected with the Strategy formulated by the company, although it bears it to establish ambitious goals, with those already commented Initiatives strategics and keeping in mind a dynamism marked in the forecasts.

The certain thing is that many of the traditional tools of Control of Administration are in this perspective, in form of financial indicators habitually.

Among the main financial Strategies that it can follow a company in this perspective and in some way, in connection with the cycle of life of the business, we can point out:

or Strategies of Growth or of Expansion: (companys like those ". com" and young companys)

or Strategies of Maintenance or Sostenibilidad: (it would be the drawer in which is most)

or Strategies of Maturity or Gathering: (for the business that  are in their last life)  cycle

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