In the last few decades, due to the increasing connectivity of the world and stronger competition in the market, the rapid development of technology, ever more complex business processes and high customer demands, new business conditions have emerged that companies need to adapt as quickly as possible to ensure the best possible position in the market. As a consequence, today's managers need to know certain tools, techniques and methods in order to successfully manage a business and to adapt to market conditions as soon as possible. In the 1990s, the BSC model became one of the most important models for measuring business success and increasing its efficiency. BSC can be interpreted as a management accounting model designed for enterprise management to reconcile and support key processes. The BSC model is based on four basic perspectives that are interconnected and of equal importance, namely: financial perspective, customer perspective, internal business process perspective, and learning and development perspective. This model requires the involvement of the whole enterprise in achieving the set goals, not just the management. On the example of G.S. Plin d.o.o. an analysis of the current reporting model was conducted, which focused mainly on financial ratios, which is why the BSC model was designed and implemented. In the end, it was determined that the observed company should introduce the BSC model because management using the BSC model receives a greater range of information than the existing model, that is, the company is now focusing on both financial and non-financial indicators.