Dollarama $($In$-$class Example$)$BackgroundAs at January $29,2023,$ the Corporation had $1,486$ stores in Canada, including $65$ net new stores opened during Fiscal $2023,$ and continues to expand its network across the country. Stores average $10,452$ square feet and offer a broad assortment of consumable products, general merchandise and seasonal items, including private label and nationally branded products, all at compelling values. Merchandise is sold in individual or multiple units at select, fixed price points up to $$5\mathrm{.}00.$ The introduction of new price points up to $$5\mathrm{.}00,$ consistent with the Corporations multi$-$price point strategy in place since $2009,$ was announced on March $30,2022$ and the rollout has been ongoing in stores throughout the course of Fiscal $2023$ and Fiscal $2024.$ All stores are corporately operated, providing a consistent shopping experience, and many are located in high$-$traffic areas in metropolitan areas, mid$-$sized cities and small towns. The Corporations strategy is to grow sales, operating income, net earnings, earnings per share and cash flows by expanding its Canadian store network and by offering a compelling value proposition on a wide variety of merchandise to a broad base of customers. The Corporation continually strives to maintain and improve the efficiency of its operations. The Corporation has an online store to provide additional convenience to its Canadian customersindividuals and businesses alikewho wish to buy products in large quantities that may not be available in$-$store. A selection of products from the broader consumable, general merchandise and seasonal offering are available for purchase through the online store by the full case only. The Corporation also has operations in Latin America through its $50\mathrm{.}1\%$ equity interest in Dollarcity, a Latin American value retailer headquartered in Panama. Dollarcity offers a broad assortment of consumable products, general merchandise and seasonal items at select, fixed price points up to US$$4\mathrm{.}00($or the equivalent in local currency$)$ in El Salvador, Guatemala, Colombia and Peru. As at December $31,2022,$ Dollarcity had a total of $440$ stores with $261$ locations in Colombia, $89$ in Guatemala, $66$ in El Salvador, and $24$ in Peru.Dollarama Balanced ScorecardPerspectiveMetricWeightFinancial PerformanceEBITDA Growth$60\%$Financial PerformanceComparable Store Sales$20\%$Strategic PerformanceReal Estate Growth$20\%$DISCUSSION FOR CLASS:In theory, a good balanced scorecard $($BSC$)$ should have $4$ perspectives: Financial, Learning and Growth, Internal Business Processes and Customer, with Financial being weighted $75\%$ or more. The perspectives, the metrics used to evaluate and the weight of each perspective should be tied to the Companys strategyThe BSC is used to assess performance relative to the strategic goals of the Company. The BSC score is then used in calculating bonus payments in most companiesIn practice, we do not see full BSCs available publicly. This is due to the fact that Companys do not want to share their strategic plans in detail, largely for competitive reasons but also that providing such detail could be considered forward lookingWhat we therefore see in publicly available BSCs like Dollarama $($or the cases that will be provided for Group Project Part A$)$ is Financial Performance and then others like Strategic, DEI, ESG, etcStrategic Perspective can be a catch$-$all in that many companies will have Internal Business Processes, Customer, Learning and Growth objectives included but not publicly statedSimilarly, ESG and DEI could be also include objectives related to Internal Business Processes, Customer, Learning and Growth but not publicly detailedIS DOLLARAMAs BSC ALIGNED WITH ITS STRATEGY?The Corporations strategy is to grow sales, operating income, net earnings, earnings per share and cash flows by expanding its Canadian store network and by offering a compelling value proposition on a wide variety of merchandise to a broad base of customers. The Corporation continually strives to maintain and improve the efficiency of its operations.The BSC is aligned with the strategy in that EBITDA, Comparable Store Sales and Real Estate metrics all tie to growing sales, operating income, net earnings, EPS and cash flows and expanding its network.The BSC does not contain perspectives and$/$or metrics that would directly align to its strategy of offering compelling value proposition, broad base of customers and efficiency of operations. However, it is plausible that by offering a compelling value proposition, reaching a broad base of customers and efficiency of operations would be realized through the EBITDA, Same Store Sales and Real Estate Growth metrics.STRENGTHS of DOLLARAMA BSCFinancial Perspective is greater than $75\%(60+20\%=80\%)$Metrics are measurable and relevant $($Note: Some companies will have metrics that are not objectively measurable e$.$g$.$ completion of strategic initiatives, which would then be a weakness$)$WEAKNESSES of DOLLARAMA BSCNot very balanced; all metrics measure financial successDoes not explicitly include: Learning and Growth, Internal Business Processes and$/$or Customer perspectivesSUGGESTIONS FOR A MORE BALANCED SCORECARDInternal Business Process Perspective with measurable metrics related to operational efficiency. For example, supply chain management and inventory management, reduction in theftLearning and Growth Perspective with measurable metrics. For example, employee training and learning hours, investment into predictive analytics to maximize store layout or store locationsCustomer Perspective with measurable metrics. For example, optional survey for online orders, repeat customer metrics, customer satisfaction surveys May consider inclusion of DEI and or ESG perspectives to align with industry