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A balanced scorecard for evaluating the performance of motor dealerships

Lookup NU author(s): Dr Adrian SmallORCiD, Professor Christian Hicks, Professor Tom McGovern, Professor Tracy ScurryORCiD, Melissa Whipp



This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License (CC BY-NC 4.0).


The focus of Lean Production in the automotive sector has been on upstream manufacturing with limited consideration of downstream service activities. The automotive manufacturers’ national sales companies manage the sale of new cars through franchising agreements with automotive distributors. A typical dealership will have multiple value streams besides just the sale of new cars. In order to maintain operational efficiency and effectiveness performance monitoring needs to be routinely undertaken. The traditional balanced scorecard (BSC) is one approach a franchisee could adapt. The BSC incorporates four perspectives, which include: financial, customer, internal processes, and innovation and learning. The approach aims to achieve a balance between short and long-term objectives and between hard objective measures and softer subjective measures. This paper outlines the development of a balanced scorecard for an automotive distributor (dealership) that operates multiple franchises implementing a Lean Transformational change programme that will include Lean evaluation measures.

Publication metadata

Author(s): Small A, Hicks C, McGovern T, Scurry T, Whipp M

Publication type: Conference Proceedings (inc. Abstract)

Publication status: Published

Conference Name: 23rd International Conference on Production Research

Year of Conference: 2015

Pages: 793-796

Online publication date: 01/06/2015

Acceptance date: 05/05/2015

Date deposited: 22/03/2016

ISSN: 0255-5476

Publisher: Trans Tech Publications Ltd.


Series Title: Materials Science Forum