Applying the Balanced Scorecard to a Bank You have just been hired as the CFO of Bridger Bank, a small community bank in your town. Management is currently in the process of creating a balanced scorecard management system. You have been given the following list of performance measures:

a. Return on equity

b. Sales calls to potential customers

c. Thank you calls or cards to existing customers

d. Lending income

e. Number of new customers

f. Referrals (a referral is when one employee suggests that a customer see another employee for more information about a bank product)
g. Cross-sells (selling multiple products to one customer when the customer comes in for only one product)
h. Employee training hours i. Nonlending income j. Employee turnover k. Customer satisfaction l. New products introduced m. Employee satisfaction n. Customer retention 1. Classify these measures as learning and growth measures, internal processes, customer measures, and financial measures by grouping the measures in a column for each respective category.
2. After classifying the measures in columns, draw arrows from the leading measures to the lagging measures. (Hint: Some measures may be both a leading and lagging measure, and some measures may be a leading or a lagging measure for more than one other measure.)
Note: This exercise is adapted from T. Albright, S. Davis, and A. Hibbets, “Tri-Cities Community Bank: A Balanced Scorecard Case,” Strategic Finance (October 2001), pp. 54–59.