p r i n c i p a
S A M P L E
P E R F O R M A N C E
M E A S U R E S
I M P L E M E N T I N G K P I S C O N S U L T I N G M O D U L E
E X A M P L E P E R
F O R M A N C E
M E A S U R E S
OVERVIEW
You can u this document in conjunction with the 4-stage process outlined in the consulting module “Identifying and Developing KPIs”. This document provides a list of suggested performance measures, but is by no means definitive. Becau Critical Success Factors and KPIs vary so much from business
to business, you should approach each KPI consulting engagement as if it were your first and identify tho measures that are most important to the individual business future success.
CUSTOM ER RELATED M EA SURES
CUSTOMER SATISFACTION
Overall Relationship
Average survey scores in each area of concern.
Customer satisfaction ratings from surveys, which may include questions addressing any or all of the following matters:
⏹Brand value
⏹Customer intent to repurcha
⏹Customer perception of aesthetics
⏹Customer perception of availability
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⏹Customer perception of ea to work with
⏹Customer perception of financing
⏹Customer perception of hidden or indirect costs
⏹Customer perception of quality of outputs
⏹Customer perception of reliability
⏹Customer perception of rviceability
⏹Customer perception of warranties
⏹Customer rating (%)
⏹Price
⏹Product quality
⏹Satisfied customer index (%)
⏹Service attributes such as timeliness, responsiveness, understanding of needs of
customer/customer's business, quality of relationship, knowledgeable staff, customer focus, and proactivity
⏹Service quality
⏹Market perceived value
⏹Partnering index-Rating by customer relationship with organization, including
such things as involvement in planning, involvement in projects, investment in product and rvices (e.g., information technology)
⏹Percent of survey respondents giving each grade (for example, on a 1-5 scale)
归里⏹Referral customers
⏹Separate analysis of the survey scores of the most important, valuable, or
profitable customers
⏹Profitability of each customer (sales and cost of sales for each customer)
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⏹Percent of unprofitable customers
⏹Customers' satisfaction with products/rvices as compared to satisfaction with
tho of competitors
⏹Share of purchas made by customers (that is, the portion of the customers'
purchas that go to the organization versus their purchas from competitors, sometimes called "share of wallet")
Quality
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⏹Claims
⏹Customer complaints
⏹Customer perception of quality of outputs per survey
⏹Customer perception of reliability per survey
⏹Errors in order fulfillment, such as wrong items shipped, shipments not made,
incorrect billings (total number or as a percent of orders taken)
⏹Number of customer complaints
⏹Product return rates
⏹Returns
⏹Returns as a percentage of sales
⏹Total product returns (dollars or units)
⏹Warranty claims
⏹Warranty claims as a percentage of sales or shipments
Service
⏹Average number of customers per week with unsolved problems
⏹Average respon time per customer request
⏹Average respon time to solve customer problem
⏹Customer complaints resolved
辛苦的笔顺⏹Customer perception of ea to work with per survey
⏹Number of customer complaints resolved on the first contact
⏹Number of potential orders that had to be declined
⏹Percent of delivery deadlines met (compared to either the date requested or
promid)
⏹Percentage of customer problems solved within stated time frame (say, 48 hours)
⏹Rate of respons exceeding specified time frame (for example, 24 hours)
⏹Sales versus first request date
⏹Service attributes such as timeliness, responsiveness, understanding of needs of
customer/customer's business, quality of relationship, knowledgeable staff, customer focus, and proactivity per survey
⏹Service quality rating per survey
Price
⏹Direct price
⏹Price relative to competition
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⏹Total cost to customer (relative to competition)
Customer Retention
⏹Average customer duration with company (months)
⏹Average duration of customer relationship
⏹Customer retention rates
⏹Customer turnover rates
⏹Customers lost (# or %)
孙大兴⏹Lost business revenues compared to market average (%)
⏹Net customer gains
⏹Number of dormant customers (for example, tho who have not purchad
anything in six months)
⏹Percent of customers who are repeat customers
⏹Percent of new business done with repeat customers
⏹Percent of revenue from existing customers
⏹Ratio of customers with no sales activity in last six months to total customers
⏹Repeat customers
SALES
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Sales Volume
⏹Annual sale per customer ($)
⏹Average sale amount (per transaction)
⏹Average sales per customer
⏹Average sales price per unit
⏹Customer revenue list
⏹Frequency (number of sales transactions)
⏹Growth rate, for each significant product or product line
⏹Order backlog
⏹Profitability of each product/rvice or product/rvice line
⏹Sales orders taken ($)
⏹Sales per other relevant unit, such as sales per square foot
⏹Sales per relevant unit, broken down by geographic area or product line
Sales Mix
⏹Growth rates by product
⏹Percent of sales from each distribution channel
⏹Percent of sales from each product/rvice or product/rvice line
