8. Financial perspective: Strategic objectives

In a generic way and considering the 3 stages of the cycle of life seen previously, we can have in bill possible action roads or basic elements that are very present in this perspective:

• Increase of Revenues and of Clients (wallet)

•  Optimization of Costs and improvement of Productivity

•  I Use of Active and new Investments (reductions of circulating, I use of lazy assets, etc.)

Among the main strategic objectives that habitually are managed in this perspective we can point out the following ones:

Creation of Value

It is generally the final objective of any strategic map in companys with spirit of lucre. It seems a simple measure a priori, although  has certain complexity, in fact, if we consult the evolution of the Standard & Poor's index  from beginnings of the ninety, we will check that the market value (market valued) of the companys quoting it is more and more above the countable value (book valued) of the same ones.

In fact, we know that one of the options that can think about with the Balanced Scorecard is to consider it like a tool and/or model of  strategic of the value administration, in some way try to improve the traditional financial administration based on the tangible components; Of what is it is of negotiating the intangible components correctly - on the other hand more and more outstanding in the organizations - so that we obtain the signal Creation of value.

The certain thing is that the creation of value allows us an analysis, a quantification and an optimization of the yield of the organization, strengthening the internal communication.

Growth (Revenues)

Seen it is this way an objective very generalista, but it is necessary to consider in many occasions - and more inside this type of objectives - as much the quantity as the quality. For example, when we make reference to elements of quantity we pronounce ourselves for objectives as the "Growth of the Sales" or the "I Increase of the market Quota". on the other hand, if we center ourselves in the quality, we can be making reference to objectives as "Growth of the Sales in the Region This", "% Sales in the new productive line", "% of Sales of the new commercial team", etc.

Maintenance (Sustainability)

It is necessarily an objective to LP that accompanies in occasions to the objective of Creation of Value. In numerous circumstances it is necessary to sacrifice future value to CP to obtain it to LP, and this it can be an objective that he/she helps us to it.

To increase Profitability

An objective par excellence, although he/she has more indicator slips than of objective. The increase of the Profitability implies a good level of Sales, a good administration of the assets, a correct administration of the Fund characteristic of the company, etc. In definitive, the focus made parameters of profitability - financial (it GNAWS), market or economic (I GNAWED and ROA) - it is a common element in many strategic maps.

Investments

In this case a good orientation in the Maximization of the I GNAWED (Return on investments) or of the ROA (Return on Assets), concepts associated to the Economic Profitability of the assets. Also, objectives as improvement of the capacity in order to assigning certain assets to other strategic nature activities, or getting some concrete levels of investment can be objective interesting in this macroobjetivo of "Investments."

 Strategic administration of costs

Initially, of the possible classifications of costs that can think about, maybe the distinction among Fixed Costs (structural) and Variable Costs are the most appropriate to be able to tinge the optimization that we point out.

In fact, the cost that doesn't vary to manufacture more or less, or that it doesn't vary for variations in the volume of sales,  has the connotation of Fixed and Structural, and it is usually this the one that more it interests us to optimize in this objective of "Optimization of Costs". The Administration strategic of Costs is one of the concepts more managed in that sense.

Financial structures 

To negotiate the Fund unaware of the company correctly implies to reach a good Financial Structure through an appropriate Indebtedness. In numerous organizations it is key this objective for the maximization of the own shareholder's value.

Administration of Active

In the industrial companys, the process of production establishes a basic difference with regard to the commercial ones and of services. In fact, for the obtaining of some of the objectives that we have pointed out until here it is indispensable in numerous occasions the correct Administration of the Asset.

Before, the one made of the function financial control era, the vision was retrospective, historical data were analyzed; At the moment, the vision is of future, the continuous improvement is present in many of its made and, like we have been able to check, the focus is of Creation of Value.

Somehow what we try is from FIDELIZAR to the SHAREHOLDER. To provide him Added Value is a made strategic of first order in this perspectiva. 

Regreturns to BALANCED SCORE CARD

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