Business Key Performance Indicators ( Kpis)
Date: 24 June 2022 | Posted by: voska89
Last updated 8/2021
MP4 | Video: h264, 1280x720 | Audio: AAC, 44.1 KHz
Language: English | Size: 3.65 GB | Duration: 2h 46m
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 toВ 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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