distress items. The meeting in which the balanced scorecard approach was discussed was disorganized and ineffectively ledpossibly because no one other than one of the vice presidents had read anything about how to build a balanced scorecard. Nevertheless, a number of potential performance measures were suggested by various managers. These potential performance measures are: a. b. c. d. e. f. Percentage of charge account bills containing errors. Percentage of salesclerks trained to correctly enter data on charge account slips. Average age of accounts receivables. Profit per employee. Customer satisfaction with accuracy of charge account bills from monthly customer survey. Total sales revenue.