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Balanced Scorecard (BSC) belongs to the most detailed prepared and the best known approaches to the performance measurement and management. The original idea behind the BSC was to define such parameters of the company performance which reflect the final performance better than hitherto preferred complex rentability values. Compared to the traditional system, which measures performances focused primarily on financial area, essence of BSC particularly is underpinning difficult quantifying of qualitative indicators (customer loyalty, employee loyalty, rate and reasons for turnover, employee satisfaction, etc.) and their connection to traditional financial indicators. Hereby is the basic condition of BSC method fulfilled, and it is its balance. The core of the system is the way and the content of the conception of the measures in a mutual balance and the causal bonds connected with the strategy formulation. The paper declares the partial results of the research realized in the Slovak Republic and focuses on the critical areas of the BSC implementation. [ABSTRACT FROM AUTHOR]