Business Key Performance Indicators ( Kpis)

How to effectively and efficiently develop and use key performance indicators for businesses

What you'll learn
Developing and using key performance indicators
The key performance indicators guide
Three ways key performance can build a better team
Four foundation stones guiding the development engagement to the next level
The performance analysis
Process component within performance measure
Common mistakes in using key performance indicators
Recommendations for using key performance indicators
Requirements
No requirement
Description
Key performance indicators (KPIs) refer to a set of quantifiable measurements used to gauge a company's overall long-time performance. KPIs specifically help determine a company's strategic, financial, and operational achievements, especially compared  to those of other businesses within the same sector.Also referred to as key success indicators(KSIs), KPIs vary between companies and between industries, depending on performance criteria.For example, a software company striving to attain the fastest growth in its industry may consider year-over-year (YOY) revenue growth, as its chief  performance indicator. Contrarily, a retail chain might place value on same-store sales, as the best KPI metric in which to gauge its growth. Key performance indicators (KPI) gauge a company's output against a set of targets, objectives, or industry peers.Key performance indicators tied to the financials typically focus on revenue and profit margins. Net profit, the most tried and true of profit-based measurements, represents the amount of revenue that remains, as profit for a given period, after accounting for all of the company's expenses, taxes, and interest payments for the same period. Calculated as a dollar amount, net profit must be converted into a percentage of revenue (known as "net profit margin"), to be used in comparative analysis. For example, if the standard net profit margin for a given industry is 50%, a new business in that space knows it must work toward meeting or beating that figure if it wishes to remain competitively viable. The gross profit margin, which measures revenues after accounting for expenses directly associated with the production of goods for sale , is another  common profit-based KPI.Customer-focused KPIs generally center on per-customer efficiency, customer satisfaction, and customer retention. Customer lifetime value (CLV) represents the total amount of money that a customer is expected to spend on your product over products over the entire business relationship. Customer acquisition cost (CAC), by comparison, represents the total sales and marketing cost required to land a new customer. By comparing CAC to CLV, business can measure the effectiveness of their customer acquisition efforts.     

Overview

Section 1: Introduction

Lecture 1 Introduction

Lecture 2 What is key performance indicators

Lecture 3 Common mistake in using key performance indicators

Lecture 4 Recommendations for using key performance indicators

Section 2: Developing And Using Key Performance Indicators

Lecture 5 Senior management team commitment

Lecture 6 Establishing a winning Key performance indicators project team

Lecture 7 Establishing a " just do it" culture and process

Lecture 8 Setting up holistic Key performance indicators development strategy

Lecture 9 Marketing the key performance indicators system to all employees

Lecture 10 Identifying organization wide critical success factors

Lecture 11 Recording performance measure in a database

Lecture 12 Selecting team - level performance measures

Lecture 13 Selecting organizational winning key performance indicators

Lecture 14 Developing the reporting frame work at all levels

Lecture 15 Facilitating the use of winning key performance indicators

Lecture 16 Refining key performance indicators to maintain their relevance

Section 3: The Key Performance Indicators Guide

Lecture 17 What makes a key performance indicators effective

Lecture 18 How to define your key performance indicators

Lecture 19 What is SMART key performance indicators

Lecture 20 How to write and develop key performance indicators

Lecture 21 Using key performance indicators as part of performance management framework

Lecture 22 Key performance indicators in action

Section 4: Three Ways Key Performance Indicators Can Build A Better Team

Lecture 23 Unlocking the power of employee engagement

Lecture 24 The role of key performance indicators in employee engagement

Lecture 25 How deciding on KPI can take your employee engagement to the next level

Section 5: Four Foundation Stones Guiding the development and use of KPIs

Lecture 26 Partnering foundation stone

Lecture 27 Transfer of power to frontline foundation stone

Lecture 28 Integration of measurement, reporting, and improvement of performance foundation

Lecture 29 Linking performance measure to strategy foundation stone

Section 6: The Performance Analysis

Lecture 30 Introduction

Lecture 31 Select the most appropriate automation tool

Lecture 32 Collect and monitor performance

Lecture 33 Analyze and draw conclusion

Lecture 34 Improve performance

Section 7: Process Component Within Performance Measure

Lecture 35 Describe the intended result

Lecture 36 Understanding alternative measures

Lecture 37 Select the right measure for each objective

Lecture 38 Define composite indices as needed

Lecture 39 Set target and thresholds

Lecture 40 Define and document selected performance measures

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