Summary

RS Sailing is currently lacking sufficient monitoring the performance of their global dealers because the management system of RS Sailing did not grow along with the growth the company went through. Therefore, a structured approach to keep track on their global dealers performances is desired. The aim of this study is to establish initial steps towards the development of a dashboard in guidance with the Sales Balanced ScoreCard alongside internal company data. To this end, the following research question has been defined: “In what way should RS Sailing track the progress of their global dealers in order to achieve the set company objectives and maintain these in future perspective?” The research question has been answered by applying qualitative research, wherefore seven employees were interviewed as the internal data is of crucial importance. Additionally, the information gap that was left has been replenished with the use of desk research. The dimensions ‘Uniqueness’ and ‘Success factors’ of the interviews have given the input to formulate the CSFs. The dimension ‘Objectives’ has formed the most input for the KPIs. The response received shows the importance of the collaboration with the dealers and the aim of increasing sales. On this basis, it is recommended to firstly establish the CSFs and KPIs and to complete the Sales Balanced ScoreCard. Secondly, assigning targets to every KPI enhances the value of the ultimate dashboard. Thirdly, assigning responsible persons for implementing and maintaining the dashboard is highly advised.