perfect Perfect Electricals Pty Ltd (PEPL) is an Australian domestic appliance service organisation that services and repairs all domestic appliances. It is a leader in the industry. PEPL operates a fleet of vans driven by its mechanics who provide service to the customers at their home. The front office receives phone calls and registers cases and assigns them to mechanics. The inventories are maintained at state warehouses as well as in the vans.

Recently, PEPL has faced a decline in business. Customers are faced with long wait times due to absenteeism and are put on hold on the phone to register a case. Gallup employee surveys show disengaged employees. As a result, PEPL has been losing business.

PEPL decides to overhaul its business and return it to health by December 2024. Consequently, the company has decided to create a new customer care centre in an attempt to reduce the increasing defection of customers. To support its new customer care centre and its new online and digital (mobile app) system, the company decides to embark on retraining of its staff in respect to the new process and system. PEPL has announced a 24 in 24 policy where each employee must complete 24 hours of online or classroom training in the year 2024.

Sales has dropped 10 percent and profits have dropped by 15 percent in the year ending 31st December 2022. PEPL targets to reduce absenteeism, improve employee retention and not only recover, but also increase profitability by December 2024.

a) PEPL is looking to develop a Balanced Scorecard that can be used to monitor and manage the performance of the new Customer Care Centre to assist in this process. For each of the perspectives below, identify two (2) objectives and suggest one (1) lag indicator and one (1) lead indicator for EACH objective.

(i) Financial perspective

(ii) Learning and Growth perspective

[Note: The lag and lead indicator chosen in respect to each objective must be relevant to the objective and your answer must relate to the customer care centre of PEPL] (8 marks)