Steve Cesare |
More often than not, when asked to identify the company’s goals, a landscaper simply replies, “Make more money.” While that goal is noble, common and important, it does not fully address the company’s entire business scope. Singular focus on making more money is insufficient due to the fact that today’s landscape industry is characterized by multiple intangible features (e.g., competitor intrusion, antiquated business processes, employee safety) that can hinder a company’s long-term viability. Rather than focusing solely on a financial metric, it is advantageous for landscapers to adopt a more broad-based perspective of organizational goals. To that end, the Balanced Scorecard represents a mature, comprehensive and clairvoyant approach to company goal setting. The Balanced Scorecard posits that for a company to maximize the likelihood of its long-term success, four concurrent goals must be identified, measured and tracked: financial, people, business processes and customer.
During their annual business planning meeting, landscapers should consider their company’s size, scope and aspiration, and then select some of the abovementioned goals from each of the four quadrants. Once those goals have been chosen, the landscapers must then develop an action plan with specific initiatives to attain the goals and identify targeted metrics to track their progress.
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