This is the suggested answer to the Balanced Scorecard exercise on Colorado Ricardo Mountain Bikes.
Financial
Revenue per bike and gross margin trend, tracked alongside the overall decline in units sold – this shows whether Ricardo is protecting profitability even as volume falls, or simply selling fewer bikes at the same thin margin.
Customer
Repeat-purchase and loyalty-scheme sign-up rates among existing Colorado riders – a direct measure of whether the loyal following identified in the SWOT exercise is actually being retained, not just assumed.
Internal Business Process
Warranty and defect return rate on bikes sold – since durability is the core of Colorado Ricardo’s brand promise, this is the clearest internal signal of whether that promise is still being kept as the business changes.
Learning and Growth
Number of staff trained in e-bike motor and battery assembly – a leading indicator of whether Colorado Ricardo actually has the capability to deliver on a move into e-mountain bikes, well before the first unit is sold.
The Learning and Growth measure above connects directly to the Boston Matrix exercise – investing in staff capability is part of the cost of turning a Question Mark into a Star.
