Pana Chocolate commenced operations in July 2012 and since this time it has grown significantly. It now supplies its handmade chocolates to over 5,000 retailers throughout Australia, including Woolworths and Coles. It has a growing online presence in Europe and other countries around the world. The Pana brand has a strong commitment to using organic, non-pesticide, non-GMO products and all products and ingredients are made and packaged in Australia where possible. Pana Chocolate's core activities are the manufacturing and distribution of its organic chocolate range. No machinery is used in the manufacture of its products and all products are handmade and packaged using recyclable products and the inks used in the packaging are plant based. The business employs approximately 63 people and is based in Richmond, Victoria. Revenue in 2020 reached approximately $23.3 million. The Pana company not only want to produce a great product, but they also want to ensure that the environment is taken care of. The company engages in practices such as tree planting and only sources ingredients from ethical and sustainable suppliers. According to Pana Barbounis founder of Pana Chocolate, he says that "we want to be a household name and we want Pana Chocolate products to be in everyone's pantry: to be an organic company that has a wide reach."1 He also goes on to say that his long-term vision is to become a 'global brand with global recognition' 2 As a result of the popularity in the product there has been significant growth in the business. Due to the increasing growth, the business has decided that certain strategic tools and initiatives need to be implemented to ensure success for the future of the brand.

1. How would implement the balanced scorecard for Pana Organic, including a high-level project plan, key stakeholders, key considerations and identify any high level risks to ensure it is implemented successfully.
2. The pros and cons of implementing a balanced scorecard for PANA Organic. Examples of how it could be used within the organisation and what financial and non-financial benefits could be realised.