Key Performance Indicator workshop
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The presentation by Stephen Lynch emphasizes the importance of Key Performance Indicators (KPIs) for business success, noting that 92% of companies fail to measure them effectively. It discusses the structure of KPIs across various functional areas including sales, marketing, operations, and finance, and stresses the need for accountability and regular performance reviews. Additionally, it highlights the benefits of using KPIs, such as increased transparency, focused objectives, and improved decision-making.
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Key Performance Indicator workshop
- 1. Presenter: Stephen Lynch Twitter: @StephenLynch @RESULTSdotcom Email: Stephen.Lynch@Results.com Presentation Available: www.RESULTS.com/slides Key Performance Indicators
- 2. However beautiful the strategy, you should occasionally look at the results
- 3. 92% of companies don’t measure KPIs [3]
- 4. 92% of companies don’t measure KPIs [3]
- 5. 92% of companies don’t measure KPIs [3]
- 6. 92% of companies don’t measure KPIs [3]
- 11. Questions to identify your KPIs 1. What are the functional areas of our operating model? 2. What result or outcome are we looking for in each area? 3. What “activities” or “actions” drive this outcome? 4. What “effectiveness” measures let us know how well these activities are being performed?
- 17. # phone calls # appointments booked # sales demonstrations % who attend appointment % who buy (conversion rate)
- 21. RED = Unacceptable performance standard YELLOW = Watch closely. Need help? GREEN = Target performance standard Questions / Answers: #realKPIs || @RESULTSdotcom
- 22. In the past, we used Spreadsheets
- 23. Now we use software
- 24. CEOS AND BUSINESS LEADERS OF FAST GROWTH SMBsfor RESULTS focused management dashboard harnessing the power of KPIs and live data our PRODUCT is a are trying to take control of their business, engage their workforce, and achieve extraordinary results WHO transparency into your entire organization from company-wide strategic goals to individual tasks THAT PROVIDES OTHER SOFTWARE PROVIDERS, WE OFFER SMBS THE COMPLETE SUITE OF TOOLS TO MANAGE THEIR BUSINESS AND ENGAGE THEIR TEAM UNLIKE OUR PURPOSE end disengagement by reprogramming management
- 28. 18% actively disengaged 52% not engaged 30% engaged DISENGAGED 70% of employees are
- 29. “I know what is expected of me at work” Questions / Answers: #realKPIs || @RESULTSdotcom
- 33. Always aim for the STARS, if you miss… ..you’ll at least reach the moon
- 42. Questions / Answers: #realKPIs || @RESULTSdotcom
- 43. Team / Functional Area KPIs (example) Team / Functional Area name = (e.g. Sales Team ) Performance Thresholds KPI Description Person Accountable Measurement Frequency RED GREEN # New appointments booked Hans Daily average 20 - 25 % “No shows” Hans Weekly 25% - 20% # Sales Presentations delivered Tyler Weekly 55 - 75 % Prospects that purchased on the day Tyler Weekly 50% - 60% $ Weekly Sales Revenue Jenny Weekly $45,000 - $55,000
- 44. KPI Hierarchies (roll ups) (example) Team / Functional Area name = (e.g. Sales Team ) Performance Thresholds “Parent” Goal KPI Description Person Accountable Measurement Frequency RED GREEN # Sales presentations – total team Tyler Weekly 55 75 “Child” Goals Person Accountable Measurement Frequency # Sales presentations - Jeff Jeff Weekly 15 20 # Sales presentations - Marie Marie Weekly 15 20 # Sales presentations - Sergey Sergey Weekly 15 20 # Sales presentations - Arzu Arzu Weekly 10 15
- 45. Questions / Answers: #realKPIs || @RESULTSdotcom Single Point Accountability
- 46. Create leads Convert leads into sales Provide product-service Delight customers Grow cash make profit
- 47. Team / Functional Area KPIs Team / Functional Area name = MARKETING Performance Thresholds KPI Description Person Accountable Measurement Frequency RED GREEN
- 48. Marketing KPIs What result or outcome are we looking for in this area? What “activities” or “actions” drive this outcome? What “effectiveness” measures let us know how well these activities are being performed?
- 49. KPI Hierarchies Team / Functional Area = MARKETING Performance Thresholds “Parent” Goal KPI Description Person Accountable Measurement Frequency RED GREEN “Child” Goals Person Accountable Measurement Frequency
- 50. Marketing KPIs (sample) What it is Total Leads Lead shows the total raw number of leads being created by your marketing endeavors Marketing qualified leads Marketing Qualified Leads (MQL) tracks the number of Leads that meet the qualifying criteria as being an ideal target market customer for your offering, based on information known about the lead Sales qualified leads Sales Qualified Leads (SQL) tracks the number of Leads that have been qualified as interested in your offer, and potentially "ready to buy" within the desired timeframe Cost per sales qualified lead Cost per Sales Qualified Lead measures the average cost required to get a lead to the sales team for further contact from the sales team. It is calculated by dividing total marketing spending by the number of new SQLs generated. Sales by lead source Sales by Lead Source measures the sales generated by each available sales source (e.g. reseller, affiliate marketer, search engine, client referral). : Click-Through Rate Click-Through Rate measures the rate at which an ad or link on a landing page is clicked relative to the number of times the ad or page is shown (impressions). It can also measure the success of an online advertising campaign for a particular website as well as the effectiveness of an email campaign by the number of users that clicked on a specific link. . Cost per conversion Cost per Conversion measures the average cost incurred to acquire a lead or sale through an advertising campaign. Total Impressions Total Impressions measures the total number of times an ad is displayed, whether it is clicked or not. Each time an ad is displayed it is counted as one impression. New Subscribers Subscribers tracks the number of new subscribers to defined media content. Website Visits Visits tracks the total number of visits to a website. One visitor can account for multiple visits. Visitor bounce rate Visitor Bounce Rate the percentage of visitors who enter the site and "bounce" (leave the site) rather than continue viewing other pages within the same site. Page views Page Views tracks the total number of times a web page is viewed by visitors to a website.
- 52. Create leads Convert leads into sales Provide product-service Delight customers Grow cash make profit
- 53. Team / Functional Area KPIs Team / Functional Area name = SALES Performance Thresholds KPI Description Person Accountable Measurement Frequency RED GREEN
- 54. Sales KPIs What result or outcome are we looking for in this area? What “activities” or “actions” drive this outcome? What “effectiveness” measures let us know how well these activities are being performed?
- 55. KPI Hierarchies Team / Functional Area = SALES Performance Thresholds “Parent” Goal KPI Description Person Accountable Measurement Frequency RED GREEN “Child” Goals Person Accountable Measurement Frequency
- 56. Sales KPIs (sample) What it is Appointments booked Appointments books tracks the number of appointments made with Sales Qualified leads in the period (typically per week). Sales presentations given Sales presentations tracks the number of sales presentations your sales team actually delivered to Sales Qualified leads in the period (typically per week) Sales made Sales tracks the number of sales made, or the $ value of sales closed in the period (typically per week) Average Sale Value Average Sale Value shows the average amount spent by customers Sales Qualified Leads (SQL) to Sales conversion Sales Qualified Leads (SQL) to Sales Conversion measures the number of sales as a percentage of Sales Qualified Leads. Presentations to Sales conversion Presentations to Sales Conversion measures the number of actual sales made as a percentage of sales presentations given Cost of Customer Acquisition Cost of Customer Acquisition measures the cost to acquire a new customer. It takes into account both the marketing and sales costs, divided by the number of sales made. Sales Pipeline Sales Pipeline displays the estimated $ value of Sales Qualified Leads in the pipeline that are expected to purchase within the desired timeframe - based on existing sales qualified leads conversion rates Sales vs. Last year Sales vs. Last year compares last year's sales to this current year's sales over the same weekly or monthly period, typically expressed as a % Customer orders Customer orders shows the number of orders placed , or the $ value of orders placed Upsells Upsells shows the value of sales made to existing customers during the period.
- 59. Create leads Convert leads into sales Provide product-service Delight customers Grow cash make profit
- 60. Team / Functional Area KPIs Team / Functional Area name = OPERATIONS Performance Thresholds KPI Description Person Accountable Measurement Frequency RED GREEN
- 61. Operations KPIs What result or outcome are we looking for in this area? What “activities” or “actions” drive this outcome? What “effectiveness” measures let us know how well these activities are being performed?
- 62. KPI Hierarchies Team / Functional Area = OPERATIONS Performance Thresholds “Parent” Goal KPI Description Person Accountable Measurement Frequency RED GREEN “Child” Goals Person Accountable Measurement Frequency
- 63. Operations KPIs (sample) What it is Customer Satisfaction Customer satisfaction is a survey measure of how well your customers are satisfied with your product / service by aggregating the results of satisfaction surveys sent to customers. Net Promoter Score is commonly used here Lost customers Lost customers shows the number of customer accounts that have been lost due to other competition, dissatisfied customers, or any other reason. Customer retention Customer retention measures the proportion of contractual customers or subscribers who remain customers during a given time period. It can be based on the % of customer accounts retained, or % of "existing customer revenue" that is retained Customer churn Customer churn measures the proportion of contractual customers or subscribers who were lost during a given time period. It can be based on the % of customer accounts lost, or % of "existing customer revenue" that is lost. In the case of revenue churn it is possible to have "negative churn" if upsells to existing customers exceed lost revenue from customers who terminate Complaints Complaints show the number of customer complaints Support Tickets Support tickets show the number of customer requests for support Average response time Average response time measure how quickly you respond to customer support requests Deliveries In-Full and On- Time DIFOT shows what percentage of orders has been fulfilled successfully Return Rate Return Rate shows the rate at which products returned to due to damage or dissatisfaction Cost of Inventory on Hand Cost of Inventory on Hand shows the current cost of the inventory owned by the company in its various stages. The inventory stages are Raw Materials, Work-In-Process, Finished Goods, and In Transit. Inventory Turnover Inventory Turnover shows the number of times inventory is sold or used each month during the period. Inventory turnover is also known as inventory turns, stock turn, stock turns, turns, and stock turnover. Labor Costs Labor costs is usually calculated as a percentage of revenue. It includes all expenses associated with employees, including wages, insurance, taxes, and benefits
- 64. KPI Tables Worksheet Table Available: http://bit.ly/KPI_Tables
- 65. Create leads Convert leads into sales Provide product-service Delight customers Grow cash make profit
- 66. Team / Functional Area KPIs Team / Functional Area name = FINANCE Performance Thresholds KPI Description Person Accountable Measurement Frequency RED GREEN
- 67. Finance KPIs What result or outcome are we looking for in this area? What “activities” or “actions” drive this outcome? What “effectiveness” measures let us know how well these activities are being performed?
- 68. Finance KPIs (sample) What it is Gross Profit Margin Gross Margin measures difference between revenue and the cost of making a product or providing a service, before deducting overhead, payroll, taxation, and interest payments. Net Profit Margin Net profit margin is the percentage of revenue remaining after all operating expenses, interest, taxes have been deducted from a company's total revenue. Accounts Receivable Days Accounts Receivable Days (also known as Days Sales Outstanding or DSO) shows the average number of days that a company takes to collect revenue after a sale has been made. Monthly Recurring Revenue Monthly Recurring Revenue (MRR) is a measure of the predicable and recurring revenue components of your subscription business. It will typically exclude one-time and variable fees. Annual Recurring Revenue Annual Recurring Revenue (ARR) is a measure of the predicable and recurring revenue components of your subscription business. It will typically exclude one-time and variable fees. Customer Lifetime Value Customer Lifetime Value (LTV) assesses the average financial value of a customer. The present value of the future cash flows attributed to a customer during their relationship with the company Average Subscription Days per Customer Average Subscription Days per Customer shows the average number of days customers have been subscribing to the product / service Cash Balance Cash Balance measures the amount of cash contained in company bank accounts. Cash Burn rate Cash Burn rate is a term synonymous with "negative cashflow". It is the additional capital that needs to be injected per month to finance operations. For example, a burn rate of 1 million would mean the company is spending 1 million of capital per month to stay afloat. Cash Runway Cash Runway is the amount of time until your cash runs out, assuming your current income and expenses stay constant. Typically calculated by dividing the current cash position by the current monthly burn rate.For example, if a firm that's not generating profits is burning $20,000 per month and has $100,000 in the bank, it has a "runway" of five months. Revenue per employee Revenue per employee is a measure of how efficiently a particular company is utilizing its employees. Divides revenue by the number of employees. Revenue growth Revenue growth represents the percentage growth in a company's revenue, often measured over the trailing 12 months
- 70. Review KPI performance thresholds every quarter Review RED and GREEN thresholds every quarter to make sure they are SMART – especially “Achievable” and “Relevant” based on your current strategic reality / seasonal factors / other trends Confirm goal owner “buys-in” to the new performance threshold and is willing to be held firmly accountable for keeping their KPI being “in the GREEN” as part of a continuous weekly / monthly review of their performance Questions / Answers: #realKPIs || @RESULTSdotcom
- 71. Team / Functional Area KPIs Team / Functional Area name = Performance Thresholds KPI Description Person Accountable Measurement Frequency RED GREEN
- 72. Team / Functional Area KPIs Team / Functional Area name = Performance Thresholds KPI Description Person Accountable Measurement Frequency RED GREEN
- 73. Team / Functional Area KPIs Team / Functional Area name = Performance Thresholds KPI Description Person Accountable Measurement Frequency RED GREEN
- 75. - You are on an extended holiday in the tropics…. - All you can receive is a weekly text from your business that contains a small handful of numbers (5 max) that tell you how well your business is performing as a whole - If the KPI’s are “green” you can go back to reading your book - If the KPI’s are “yellow” you need to ring the office to see what is going on - If the KPI’s are “red” you need to cut your holiday short and return home - What are the “critical success factors” for your organization? Imagine this…
- 76. Business Model - Critical Success Factors (example) Industry Type = (e.g. Restaurant) Performance Thresholds KPI Description Person Accountable Measurement Frequency RED GREEN # Customers Chloe Weekly 2700 3000 $ Average spend per customer Rajesh Weekly $35 $40 # Complaints Rajesh Weekly 10 5 $ Revenue per available seat hour (RevPASH) Mark Weekly $12 $15 Labor cost as % of revenue Mark Weekly 35% 30%
- 77. Business Model - Critical Success Factors Industry Type = Performance Thresholds KPI Description Person Accountable Measurement Frequency RED GREEN
- 78. When (specifically) will the KPI scores be posted? Who is the 1 person accountable to ensure ALL data is posted? List your answers below:
- 82. Questions / Answers: #realKPIs || @RESULTSdotcom
- 85. Someone in “The Red” What’s happening here? What 1 thing can we do this week to improve this? How can I help? What support do you need?
- 86. Accountability is meaningless without consequences What positive consequences can the person accountable expect if their KPI is consistently in the “GREEN” at the end of the month? What negative consequences can the person accountable expect if their KPI is consistently in the “RED”… • For 1 month? • For 2 months in a row? • For 3 months in a row? • For 4 months in a row? Questions / Answers: #realKPIs || @RESULTSdotcom
- 87. Review your performance thresholds NOW Be conservative in the beginning Get everyone used to “winning” You can always raise the bar later
- 89. Accountability – getting it right Growth inhibited by: - Wrong person in the role - Wrong KPIs - Too many Goals - Unrealistic performance thresholds - Not keeping Goals and Tasks current and visible every week - Not running weekly meetings to discuss results - Not holding each person firmly accountable for performance - No consequences for poor performance - Waiting too long to address poor performance Growth maximized by: - Right person in the role - Right KPIs - Realistic “green” performance thresholds – adjusted regularly - Goals and Tasks kept current and visible every week - Weekly team and 1-on-1 meetings to discuss results - Each person held firmly accountable for performance - Good performance and progress praised and recognized
- 90. 10 Benefits of KPI Dashboards 1. Radical Transparency - motivates action 2. Drive your operating model (Business as usual) 3. Keep people focused critical success factors 4. Communicate “what” needs to be done 5. Delegate authority to staff to figure out “how” 6. Recognize progress when things going well 7. Early warning indicator when things going wrong 8. More effective meetings 9. Objective decision making based on data 10. Drive business execution and RESULTS
- 92. Thank you for your time!