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Sustainable Microfinance - Balanced Scorecard's added value for ...

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6.2.9. Network & Business Development Support<br />

See paragraph 6.2.6 and 6.2.7<br />

6.2.10. Reason, Drive and Contribution<br />

Empirical findings identified three questions as the starting point of the entrepreneur.<br />

The ‘what’ question has been incorporated in the social dimension (see 6.2.2). For<br />

the ‘why’ question, the proposition is that it should primarily be addressed by the<br />

business advisor and secondly be incorporated in the entrepreneurial dimension. For<br />

the ‘where’ question theory states that; in the business sense, per<strong>for</strong>mance refers to<br />

the accomplishment of the business’ strategies (actions) in order to achieve the<br />

objectives (obligations) established. The objective may be a targeted level of<br />

profitability (key to survival) or an above average or improved return on investment<br />

(required <strong>for</strong> growth). Per<strong>for</strong>mance measurements quantify action in terms of their<br />

efficiencies and effectiveness, which represent the degree to which the obligations of<br />

the firm are fulfilled (Neely et al., 1995). As with many business models since<br />

Friedman, the emphasis is placed here on the financial aspect. Empirical findings<br />

suggest not to determine the per<strong>for</strong>mance of a business based on its financial return,<br />

but to focus on aspects such as satisfaction and measure relevant returns. The best<br />

way to illustrate these points is by quoting Bullens (2010);<br />

‘Why do we make the financial perspective so dominant? Say you are a<br />

customer at Albert Heijn and you need to pay twice as much <strong>for</strong> your product,<br />

but you are still satisfied. Does Albert Heijn have a problem then?’<br />

‘Why is that financial perspective then so important? I'll give you the<br />

answer. Everybody thinks it is important, because the paradigm we have<br />

created, the financial model dominants <strong>for</strong> the perception whether we should<br />

be satisfied. At the FNV federation, they think that when they arrange a salary<br />

increase <strong>for</strong> the people, members of the FNV, that they will be satisfied. That<br />

is their stand while negotiating. Same <strong>for</strong> interest <strong>for</strong> shareholders,<br />

companies argue that when shareholders have a higher return they will be<br />

satisfied. That is the dominant thinking. Why not ask are you satisfied? We<br />

developed those financial models when they were needed. By that time we did<br />

not have enough calculation capacity. But do we still need it?’<br />

Elmar Hoogendoorn 74<br />

<strong>Sustainable</strong> <strong>Microfinance</strong>

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