HANOI UNIVERSITY
FACULTY OF MANAGEMENT AND TOURISM
--------oOo-------
THE BALANCED SCORECARD OF
EVERPIA COMPANY
Course: Advanced Management Accounting
Tutor : Mrs. Tran Thanh Tam
Group 13 – Tut 2:
Tạ Phương Linh - 2204010052
Nguyễn Thị Lan - 2204010043
Hoàng Thị Cẩm Nhung - 2204010069
Trần Phương Anh – 2204010013
Nguyễn Phương Anh – 2204010004
Date: April 11th, 2025
1
Abstract
One of the top businesses in Vietnam is Everpia, which specializes in
making and selling mattresses, bed linens, and other home goods. The
business is well-known for producing high-quality goods for both
domestic and foreign markets under reputable brands like Everon and
Dunlopillo. In order to evaluate Everpia's performance and capacity to
meet strategic goals, this research examines the company's recent
strategy, balanced scorecard, and strategic profitability. The company's
important choices to broaden its market and enhance its offerings will be
the main focus of the strategic analysis. Everpia's performance will be
assessed using the balanced scorecard from the perspectives of internal
processes, customers, learning and growth, and finances. Lastly, the
strategic profitability analysis will show how much money the business
makes from its long-term plans. This report's conclusions will give a
broad overview of Everpia's performance and make suggestions for
improving its competitiveness and long-term growth.
2
TABLE OF CONTENTS
ABSTRACT
1. Bachground of the company ......................................................................................... 4
2. The firm strategy ............................................................................................................ 4
2.1 Industry analysis ..................................................................................................... 4
2.2. Strategy analysis .................................................................................................... 6
3. Construct a balanced scorecard that support the company’s strategy ..................... 8
3.1 Develop strategy map ............................................................................................ 8
3.2. Structure analysis of strategy map .................................................................... 10
3.3. Balanced scorecard for the company ................................................................ 11
4. Challenges in implementation ..................................................................................... 15
5. Conclusion ..................................................................................................................... 16
REFERENCES
3
1. Background of the company
Originally called the Everpia Vietnam Joint Stock Company, Everpia was established in 2003.
At first, the company wanted to provide high-quality bedding products to the Vietnamese
market. At first, Everpia focused on creating and marketing bedding products under the Everon
brand, which quickly became well-known among Vietnamese homes due to its magnificent
patterns and superior materials.
Everpia has prioritized investing in cutting-edge production technology and enhancing product
quality since its founding in order to satisfy the growing demands of its clientele. Between 2003
and 2009, the company established a broad distribution network and rose to prominence as one
of the top bedding brands in Vietnam. Everpia grew its business and started exporting goods to
other nations between 2010 and 2015, primarily to Southeast Asian and foreign markets.
Everpia also launched the Dunlopillo brand, which specializes in rubber mattresses, and swiftly
gained market share because of its excellent quality and well-known worldwide name.
As of right now, Everpia has created and shipped goods to over 30 nations. The company's
primary goods are bedding, latex mattresses, and other household items, and it targets
worldwide markets in Southeast Asia, Asia, Europe, and America. Throughout its growth,
Everpia has also accomplished a number of significant goals, particularly with regard to the
caliber of its products and the reputation of its brand. Among the company's noteworthy
accomplishments are: Vietnam'sTop 100 Outstanding Brands won the 2016 Vietnam Prestigious
Brand Award. Everpia was recognized in the Top 500 Largest Enterprises in Vietnam (VNR500)
list, indicating its dominant position in the bedding and mattress manufacturing sector.
International standards for goods and production methods are ensured by ISO 9001
accreditation for quality management systems; "High Quality Vietnamese Goods" Award. Due
to consistent product quality and customer trust, Everpia has received accolades for many years.
These accomplishments have aided Everpia in solidifying its name and standing in the
Vietnamese and global bedding and rubber mattress manufacturing sectors.
2. The firm strategy
2.1. Industry analysis
Everpia operates in the Bedding and Mattress Industry in Vietnam, a segment of the Consumer
Discretionary industry with strong competition and great growth opportunities. There are
several key factors affecting this industry, such as competitors, potential entrants into the
market, equivalent products, bargaining power of customers, and bargaining power of input
4
suppliers. Competition is one of the key elements supporting the growth of the bedding sector.
The bedding market in Vietnam is highly competitive, coming from both domestic and foreign
enterprises. Domestic competition is quite fierce with the participation of long-standing brands
such as Song Hong, Hanvico, and Kymdan, which have stable market shares and focus on
different customer segments. Meanwhile, international brands such as Dunlopillo, Tempur, and
Lien A are also expanding in Vietnam, bringing more choices to customers. This leads to a
fragmented market, where both large enterprises and small brands have opportunities to
develop, but also face many challenges in gaining consumers' trust. To stay ahead of the
competition, Everpia needs to constantly innovate and create value.
Moreover, there is still a threat from possible new competitors in Vietnam's bedding
market despite some obstacles to entry. The initial cost of production and distribution is one of
the largest obstacles. Large sums of money are needed to buildfactories and advanced
production lines, as well as to spend on marketing and distribution networks to establish a strong
brand in the sector. It has been challenging for new companies to immediately compete with
Everpia because of its enormous distribution network and large-scale production infrastructure.
However, e-commerce and green consumption trends are opening up opportunities for new
brands to enter the market without a traditional distribution system. At the same time, foreign
companies can enter through joint ventures or acquisitions of domestic businesses. Therefore,
Everpia needs to continue to consolidate its position to maintain its competitive advantage
against the arrival of new rivals.
Furthermore, there is a serious risk of alternative products. Along with traditional bedding
products, consumers also have the option of cheaper, unbranded imports from China or other
options like air mattresses, sofa beds, or smart mattresses with built-in technology. Everpia is
under a lot of pressure to preserve quality and brand distinction as a result of the rise in these
substitutions.
In addition, customer bargaining power is increasing due to the development of e- commerce
and more transparent information. They have more choices and can easily compare prices and
quality between different brands before making a decision. This requires Everpia to constantly
improve customer experience, from product quality to after-sales service, while optimizing
distribution channels to retain customers.
Besides, the bedding industry is also affected by many other factors. To be more specific, the
cost of raw materials is one of the biggest challenges, as the prices of cotton, fabric, and other
materials tend to fluctuate according to the world market situation, affecting production costs.
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In addition, the supply chain is also a concern, as many businesses still rely on imported raw
materials, leading to logistics risks and price fluctuations. For example, an Everpia bedding
factory consumes more than 4.7 million meters of fabric, 57,200 rolls of thread, and 7,735 tons
of fiber per year, showing a high level of dependence on raw materials.
In summary, the bedding market in Vietnam has many opportunities to develop thanks to
increasing income, sustainable consumption trends, and market expansion. However, this
industry also faces fierce competition, fluctuating raw material costs, and pressure from ecommerce. In this context, Everpia has a suitable strategy to adapt and develop sustainably.
2.2. Strategy analysis
2.2.1. Everpia’s strategy
There are two basic types of competitive advantage a firm can possess: low cost or
differentiation. In cost leadership, a firm sets out to become the low-cost producer in its
industry. The sources of cost advantage are varied and depend on the structure of the industry.
They may include the pursuit of economies of scale, proprietary technology, preferential access
to raw materials, and other factors. While in a differentiation strategy, a firm seeks to be unique
in its industry along some dimensions that are widely valued by buyers. It selects one or more
attributes that many buyers in an industry perceive as important and uniquely positions itself to
meet those needs. It is rewarded for its uniqueness with a premium price (Porter, Michael E.,
Competitive Advantage; 1985).
Everpia pursues a differentiation strategy instead of a cost leadership strategy due to the market
specificity, target customers, and the company’s competitive advantages. Everpia focuses on
the mid-range and high-end segments, where customers prioritize quality, brand, and
uniqueness over low prices. The bedding market is fiercely competitive with low-cost brands,
especially imported goods from China, making price competition unsustainable. If Everpia
follows a cost leadership strategy, the company will have to reduce its selling prices and cut
production costs, which may affect product quality and brand image. Meanwhile, a
differentiation strategy helps the company maintain higher prices thanks to its brand value and
exclusivity in design. In addition, changing consumer preferences favor premium, sustainable,
and high-quality products, while the threat of substitutes motivates companies to create unique
products. To cope, Everpia has invested in strong branding, eco-friendly innovation, and highquality design to stand out in the market. Finally, Everpia has also focused on superior customer
service, from its extensive store network, 24/7 consulting services, and transparent warranty
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policies. These factors help the company create long-term value and retain customers,
something that cost leadership strategies can hardly achieve.
In the bedding market in Vietnam, Vinatex is a very strong competitor and a typical example of
a company with a strategy that goes against Everpia. Vinatex applies a cost leadership strategy
by focusing on mass production at low costs, reflected in substantial revenue (VND 17,361
billion in 2024) but lower average selling price and high output. In contrast, Everpia adopts a
differentiation strategy, with lower revenue (VND 337 billion in the first 6 months of 2024),
but focuses on the high-end segment, higher selling price, and lower output. Vinatex attracts
customers with affordable rates and popular products, while Everpia competes based on quality,
brand, and service. This shows that each business chose a strategy that suits them to create
competitive advantages in the market.
Overall, thanks to its differentiation strategy, Everpia could maintain high prices, earn customer
loyalty, and create a sustainable competitive advantage instead of having to compete on price
with low-cost competitors.
2.2.2 Everpia’s strategy application
Everpia has established a strong position in the bedding market in Vietnam thanks to its
differentiation strategy, which is its primary competitive approach. Everpia has effectively set
itself apart from rivals by emphasizing innovative technology, superior customer service, a
strong brand strategy, and high-quality products.
First of all, to ensure that their products are of the highest quality, Everpia uses premium
materials, like imported cotton from South Korea and 100% pure cotton fabric. Customers are
guaranteed both durability and health safety as a result. High-end bedding sets, pressed cotton
mattresses, spring mattresses, latex mattresses, and silk blankets are just a few of the varied
things that the company sells. Because of its diversity, Everpia can serve a range of clientele,
from mid-range to high-end, and thereby distinguish itself from its low-priced rivals.
In addition, Everpia has invested significantly in its branding strategy. The company has
partnered with VMLY&R to reposition the Everon brand, making it more appealing to
Millennials and expanding its product portfolio to include household fabric goods. Moreover,
Everpia actively promotes its brand through multi-channel marketing efforts, collaborating with
influencers and leveraging platforms such as television, Facebook, TikTok, and Instagram, as
well as e-commerce marketplaces. These programs improve Everpia’s market presence and
uphold its premium brand image.
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Another crucial aspect of Everpia’s differentiation strategy is its commitment to sustainability
and technological innovation. The company’s products are certified by Oeko-Tex, ensuring they
are free from harmful substances and align with the growing trend of green consumption. Giang
Dien factory, which Everpia opened in 2023, satisfies the strictest requirements for green
building certification. This not only enhances production efficiency but also demonstrates the
company’s dedication to sustainable development. Additionally, Everpia integrates modern
thermal pressing technology to enhance product durability while maintaining optimal comfort.
Furthermore, superior customer service plays a pivotal role in Everpia’s competitive advantage.
For immediate support, the business offers a customer service hotline that is open 24/7+ and
actively interacts with clients via a variety of digital channels, including its website, Facebook,
and Zalo. To optimize customer benefits, Everpia implements clear return, exchange, and
warranty policies for post-purchase services.
Customers can experience products firsthand thanks to the company’s vast distribution
network, which includes more than 500 stores and authorized dealers throughout Vietnam. In
parallel, Everpia keeps growing its online presence by providing a smooth shopping experience
on well-known e-commerce sites like Shopee, Lazada, and Tiki.
In conclusion, Everpia has established a long-term competitive edge in Vietnam’s bedding
market as a result of this differentiation strategy. Instead of pursuing a cost leadership approach,
the company has strategically positioned itself as a premium brand that prioritizes quality,
customer satisfaction, and sustainability. This well-rounded approach has not only strengthened
Everpia’s market standing but alsopaved the way for continued growth and success in the
future.
3. Balanced scorecard
3.1. Develop strategy map
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Focal point
Financial
perspective
Strengthen
cash
Strengthen
flow
cash
flow
Increase
profitablility
Increase
revenue
growth
Focal point
Focal
Customer
perspective
Improve
customer
satisfaction
Expand
market share
Increase
online
sales
Approach
new
customers
Strengthen
B2B
relationships
D
Focal point
Learning
& Growth
Perspective
Improve
post-sales
service
Strengthen
supply chain
resilience
Enhance
manufacturing
efficiency
Trigger point
Reduce
production waste
Meet specified
delivery dates
Trigger point
Learning
& Growth
Perspective
Foster innovation
in product
development
Employee
development
Strengthen
Corporate
Culture
9
D
D
3.2. Structure analysis of strategy map
3.2.1. Strength of Ties
The strategy map of the EVE Company shows the significant influence on financial and
customer performance, particularly from learning and development through internal processes.
According to EVE's management, employee development will increase production efficiency,
which will allow them to raise customer satisfaction and ultimately boost revenue growth. It is
evident from the 2023 annual report that they have nearly met their objective of providing
technical and leadership training to staff members.
Additionally, encouraging innovation will result in the release of numerous new goods that have
the potential to increase market share and draw in new clients. The business has boosted R&D
spending and paid attention to consumer feedback in order to guarantee the quantity of new
items introduced to the market each year.
However, some goals, such as strengthening corporate culture and strengthening B2B
relationships also have an impact but not as strong. As a result, EVE has created new collections
and concentrated on sales. From there, it may satisfy the needs of new clients and raise
consumer happiness. This aids their business in maintaining and growing its market share as
well as creating a sustainable business ecosystem.
3.2.2. Orphan Objectives
Strengthening corporate culture is a strategic goal that is an orphan among the other goals. since
it is neither directly related to sales performance or consumer pleasure with the product, nor
does it encompass internal operations. Employee development is only marginally impacted by
implementing certain health care programs for employees or planning team-building exercises
to foster camaraderie. As a result, the EVE corporation ought to allocate more funds to the
advancement of human resource management and development of innovation.
3.2.3. Focal points
In EVE's map, there are 3 clear focal points: enhance manufacturing efficiency, improve
customer satisfaction, and increase revenue. The first focal point is enhancing manufacturing
efficiency. In recent years, when consumers are more likely to seek out competitors with lower
pricing, EVE's improvement of production processes by investments in automation, better
personnel training, and cost-cutting measures like minimizing manufacturing waste can help
the company reverse the revenue decrease.
Enhancing customer happiness is another focal point, which can be achieved by expanding the
supplier base and enhancing logistics management to increase supply chain efficiency and
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expedite product delivery to customers. Additionally, as more people are shopping online these
days, maintaining an online store makes it simpler for customers to get products. Additionally,
better post-sales service enhances the purchasing experience for customers.
Finally, revenue growth is also a key focal point when Everpia is one of the first FDI enterprises
listed on the stock exchange with the Everon bedding brand, which was once a sensation in
Vietnam but is currently losing ground to rivals due to competitors. Therefore, the corporation
must concentrate on creating new items to attract new clients and grow the market both
domestically and internationally in addition to increasing customer happiness.
3.2.4. Trigger points
Employee development was a major trigger point in EVE's strategy since it increased factory
productivity and encouraged process innovation, which turn fueled the creation of new products
to satisfy consumer demand. Another powerful internal process trigger that affected supply
chain performance and customer satisfaction was meeting the designated delivery date. The
objectives drove advancements at all levels and indicated areas where strategic gains might be
obtained from investments in automation, logistics, and training.
3.2.5. Distinctive Objectives
Based on competitive analysis, EVE Company had several specific objectives that reflected the
company’s unique positioning and strategic priorities in order to set itself apart from its rivals.
New product introductions like eco-friendly textiles and natural latex mattresses which show a
clear differentiation strategy, and the company's target is sustainability. Increasing Online Sales
Contribution by digital transformation efforts by combining UX enhancements and e-commerce
capabilities helped the company attract new clients. Lastly, for a business that is focused on
products, strengthening B2B relationships also shows innovation. It showed that EVE intended
to grow by forming strategic alliances in the hotel and lodging industries. These specific
element highlight the business's focus on innovation and its initiatives to increase its market
share both domestically and abroad.
3.3. Develop balanced scorecard for the company
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Objective
Target
Performance
Actual
Performance
10%
−𝟓. 𝟕%𝒂
5%
-4.8%
75 days
80 days
Strengthen branding, e-commerce, and
retail presence
18%
14%
Develop high-end customer file
100
128
85%
78%
30%
24%
10 new
contracts
7 contracts
10%
8%
Within 4
hours
Within 3
hours
98%
96%
25 days
26 days
3%
4%
Measure
Initiative
Financial persective
Increase Revenue
Growth
Revenue growth
rate
Improve Profitability
Net profit margin
Strengthen Cash Flow
Cash conversion
cycle
Increase product offerings and fortify
distribution networks
Manage production costs and negotiate
supplier contracts
Enhance policies for accounts receivable
and inventory management.
Customer perspective
Increase Market
Share
Approach new
customers
Improve Customer
Satisfaction
Increase Online
Sales Contribution
Strengthen B2B
Relationships
Market share
percentage (%)
Number of new
customers
Customer satisfaction
score (CSAT)
Percentage of
revenue from ecommerce
Number of new B2B
contracts signed
Implement loyalty programs and
enhance customer service
Enhance online store UX and increase
digital marketing
Promote alliances with lodging facilities,
resorts, and merchants.
Internal – Business-Processes perspective
Enhance
Manufacturing
Efficiency
Improve postsales
service
Meet specified
delivery dates
Production
efficiency (units per
hour)
Service response
time
On-time delivery
Reengineer order-delivery
Strengthen Supply
Chain Resilience
Reduce Production
Waste
Supplier lead time
(days)
% of defective
products per batch
Diversify supplier base and improve
logistics management
Improve quality control measures and
raw material selection
Invest in automation and process
improvements
Improve customer-service process
Learning & Growth perspective
Invest in Employee
Development
Foster Innovation in
Product
Development
Strengthen
Corporate Culture
Training hours per
employee
Expand training programs for leadership
& technical skills
30 hours per
year
28 hours
Number of new
products launched
Increase R&D investment and customerdriven innovation
Launch 5 new
product lines
3 new
products
Employee
engagement score
(%)
Implement workplace wellness programs
and team-building initiatives
80%
75%
a (Revenues in 2024 - Revenues in 2023) / Revenues in 2023 = (VND 741.2b – VND 786b ) /VND 786b = (5.7%)
12
Corporate EVE uses the objectives of the balanced scorecard to drive the organization to higher
levels of performance. The Balanced Scorecard completes the final column that reports actual
performance at the end of 2024, allowing comparisons with performance goals.
3.3.1. Financial perspective
In order to boost its market share, acquire new clients, and improve customer satisfaction,
Everpia concentrated on growing its brand awareness, e-commerce sales, and business-tobusiness connections. However, due to heightened competition and the company's strategic
strategy, market share has fallen to 14% (down from 15% in 2023) rather than reaching the
desired 18%. Attracting new customers is one of the core and challenging requirements for the
company. EVE targets high-end customers who love the comfort and softness that EVE's
products bring. Therefore, EVE has stepped up sales activities from dealers to showrooms, the
company actively launched many collections to suit customers' choices. The results show that
the company has actually attracted 52% more customers than in 2023. Along with that, the
Company also focuses on customer satisfaction and sets a target of 85% of customers being
satisfied with the company's products and services. However, Customer Satisfaction (CSAT)
also dropped slightly to 78%, missing the target, which shows the need to improve service
quality and customer loyalty programs. Positively, e-commerce revenue grew to 24% of total
sales, approaching the 30% goal and demonstrating advancements in digital transformation.
Additionally, despite the goal of ten new B2B contracts, seven were signed, indicating a slower
but continuous growth in this market. According to these results, in order to reclaim its market
position, Everpia should boost digital marketing, enhance customer support, and form stronger
alliances.
3.3.2. Customer perspective
In order to boost its market share, acquire new clients, and improve customer satisfaction,
Everpia concentrated on growing its brand awareness, e-commerce sales, and business-tobusiness connections. However, due to heightened competition and the company's strategic
strategy, market share has fallen to 14% (down from 15% in 2023) rather than reaching the
desired 18%. Attracting new customers is one of the core and challenging requirements for the
company. EVE targets high-end customers who love the comfort and softness that EVE's
products bring. Therefore, EVE has stepped up sales activities from dealers to showrooms, the
company actively launched many collections to suit customers' choices. The results show that
the company has actually attracted 52% more customers than in 2023. Along with that, the
13
Company also focuses on customer satisfaction and sets a target of 85% of customers being
satisfied with the company's products and services. However, Customer Satisfaction (CSAT)
also dropped slightly to 78%, missing the target, which shows the need to improve service
quality and customer loyalty programs. Positively, e-commerce revenue grew to 24% of total
sales, approaching the 30% goal and demonstrating advancements in digital transformation.
Additionally, despite the goal of ten new B2B contracts, seven were signed, indicating a slower
but continuous growth in this market. According to these results, in order to reclaim its market
position, Everpia should boost digital marketing, enhance customer support, and form stronger
alliances.
3.3.3. Internal – Business – Processes perspective
With a strategic long-term vision: "To become a global company responsible for society and
the environment, bringing added value to shareholders, employees and the community",
Everpia aims to improve production efficiency, supply chain resilience and operational
efficiency. EVE focuses on automation and process improvement, streamlining the production
process, and improving production efficiency by 8% compared to 2023.
In the digital transformation era, EVE also catches up with the trend of selling through online
stores. This requires the company to improve customer response time as quickly as possible.
Customers' inquiries and immediate answers are also a good condition to support Customer
perspective. Along with that, the company's delivery time and on-time delivery rate have also
been improved, contributing to increased customer satisfaction, as well as reducing the rate of
returned goods due to long delivery.
As a foreign company entering the Vietnamese market, EVE has an advantage in the supply of
foreign materials and technology. Therefore, focusing on delivery time and the quality of goods
from suppliers to the company is extremely important. Cost and timely delivery help the
company minimize the burden of input costs and scarcity of raw materials. EVE chooses
reliable suppliers and the ability to cooperate for a long time, joining hands to promote the
potential of both parties. Supplier delivery time has improved slightly to 28 days, although still
higher than the target of 26 days, showing the need for better logistics management and supplier
diversification.
In addition, Everpia sought to reduce the rate of defective products from 5% to 3%, but only
reached 4%, showing progress but still many challenges in quality control. While improvements
have been made, further investment in automation, supply chain optimization and quality
control will be necessary to achieve long-term efficiency.
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3.3.4. Learning & Growth perspective
To maintain the growth period, Everpia prioritizes employee development, innovation and
corporate culture. The company has increased the number of training hours for employees,
expanded efforts to improve the skills of the workforce, and increased employee engagement
with the company. As one of the few companies choosing a differentiation strategy, EVE
always pays attention to launching new products with new, innovative technology. On July 3
and 4, 2024, Everon launched the Everon 100% natural latex mattress line with more active
ingredients at Saigon Center. This is a mattress line made entirely from natural latex and more
than active ingredients, as part of the strategy to exploit segments in the effective sleep of sleep.
EVE continuously launches special products with special materials such as cotton blankets from
recycled fibers, rubber mattresses, towels from silk cotton, ... attracting the eyes of today's
customers. This result shows that Everpia has been and is continuing to enhance training
programs, quickly deliver new products and provide a more attractive working environment to
promote sustainable growth.
4. Challenges in implementation
Everpia, while adopting the balanced scorecard as a strategic management tool, may encounter
several significant obstacles in its practical application. These challenges arise across the
model’s four core perspectives - Financial, Customer, Internal Processes, and Learning &
Growth. A closer examination reveals that gaps between targets and actual performance in each
area could hinder the company’s ability to leverage the benefits of this framework fully. From
the financial perspective, one of the biggest challenges is profitability.
Although the company set a target of increasing net profit margin by 5%, the actual result was
negative (-4.8%), indicating that Everpia is having difficulty controlling costs. The reason may
come from high input material prices, competitive pressure on prices, or high operating costs.
In addition, the company’s cash conversion cycle is still higher than the target (over 75 days),
indicating inventory and debt management inefficiency, affecting cash flow and reinvestment
ability. Considering the customer perspective, although the number of new customers exceeded
the target, market share and customer satisfaction index (CSAT) did not meet expectations.
Specifically, market share only reached 14% compared to the target of 18%, and CSAT was
78% while the target was 85%. This shows that the brand is not strong enough to retain
customers in the long term, and customer care programs need to be improved. In addition,
15
revenue from e-commerce only accounted for 24%, lower than the target of 30%, reflecting that
online channel exploitation is still ineffective despite investments in UX and digital marketing.
Regarding the internal business processes perspective, Everpia has difficulty improving
performance and controlling production quality. Performance increased by 8% but still did not
reach the target of 10%, while the rate of defective products remained at 4%, higher than the
target of 3%. In addition, on-time delivery and supplier delivery time have not met the set target,
showing that the supply chain and logistics still need to be optimized. In terms of the learning
and growth perspective, Everpia has also not met expectations. Only three new products have
been released, as opposed to the five that were intended. This could affect the brand image, as
Everpia is a company following a differentiation strategy that needs constant innovation to
maintain its pioneering and creative image. Failure to meet targets could weaken the brand
position in the eyes of consumers. In addition, the employee engagement level is only at 75%,
not reaching the target of 80%, showing the need to improve internal culture and talent retention
policies - key factors in the differentiation strategy.
5. Conclusion
In conclusion, although Everpia’s balanced scorecard reflects a clear strategic directionfocusing on quality and service to create competitive advantage-the actual implementation still
faces many challenges. To make the most of this model, Everpia needs to improve
synchronously in financial efficiency, customer experience, internal operations, and human
resource development.
16
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