Kpi Quotes

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Key Performance Indicators should be customized to each business.
Hendrith Vanlon Smith Jr, CEO of Mayflower-Plymouth
When you're running a public company, you're held accountable to a multitude of stakeholders all of whom require explanation for your performance.
Hendrith Vanlon Smith Jr, CEO of Mayflower-Plymouth
On the other hand, data smart marketers look beyond data and do not go around chasing KPI. They focus on solving their customers’ problems, one at a time.
Himanshu Sharma (Maths and Stats for Web Analytics and Conversion Optimization)
Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.
Douglas W. Hubbard (Business Intelligence Sampler: Book Excerpts by Douglas Hubbard, David Parmenter, Wayne Eckerson, Dalton Cervo and Mark Allen, Ed Barrows and Andy Neely)
Core Purpose: the one word/idea/speech driving the business 2.   BHAG®: the one 10- to 25-year goal for the company 3.   Profit per X: the one overarching KPI representing the core economic engine of the enterprise 4.   Brand Promise: the one most important measurable promise (of three) representing the brand 5.   The Critical Number: the one key driver for the year and the quarter
Verne Harnish (Scaling Up: How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0))
Говоря о KPI, нужно отметить, что любая система показателей эффективности включает в себя как запаздывающие, так и опережающие показатели. Запаздывающие показатели описывают конечный желаемый результат, например рост NPS в точке контакта на 20 пунктов. Мнение о том, что система запаздывающих показателей достаточна, – миф, приводящий в конце отчетного периода к спорам в стиле «Я сделал все, что мог, но не смог». Именно поэтому нужны показатели опережающие, связанные с запаздывающими, как причина со следствием. Например, для упомянутого выше показателя NPS опережающим показателем может являться количество собранных во время опроса анкет. Не пренебрегайте проработкой опережающих показателей – и вы избавите себя от многих проблем внутри компании.
Илья Балахнин
By the way, be prepared to learn that your price might not be high enough. The number of escalated deals is an important KPI here. Having too few escalated deals could indicate the sales team is finding it too easy to sell. You need to ask yourself whether you priced your product high enough.
Madhavan Ramanujam (Monetizing Innovation: How Smart Companies Design the Product Around the Price)
Just as there is an advice paradox, there is a data paradox: no matter how much data you have, you still depend on your intuition for deciding how to interpret and then apply the data. Put another way, there is no good KPI for measuring KPIs. There are no good metrics for evaluating metrics (or for evaluating metrics for evaluating metrics for evaluating metrics, and on it goes). When a culture shifts too far into faith in data, people with great intuitions leave. They'll find employment where their judgment is valued rather than remain as an annoyance in some powerful equation maker's report. Making great things requires both intuition and logic, not a dominance of one over the other.
Scott Berkun (The Year Without Pants: and the Future of Work)
Digital Marketing Career a career where KPI measure by competitive winning against the competitors.
Momenul Ahmad
The fundamental KPI for stickiness is customer retention. Churn rates and usage frequency are other important metrics to track. Long-term stickiness often comes from the value users create for themselves as they use the service.
Alistair Croll (Lean Analytics: Use Data to Build a Better Startup Faster (Lean (O'Reilly)))
KRAs and KPIs KRA and KPI are two confusing acronyms for an approach commonly recommended for identifying a person’s major job responsibilities. KRA stands for key result areas; KPI stands for key performance indicators. As academics and consultants explain this jargon, key result areas are the primary components or parts of the job in which a person is expected to deliver results. Key performance indicators represent the measures that will be used to determine how well the individual has performed. In other words, KRAs tell where the individual is supposed to concentrate her attention; KPIs tell how her performance in the specified areas should be measured. Probably few parts of the performance appraisal process create more misunderstanding and bewilderment than do the notion of KRAs and KPIs. The reason is that so much of the material written about KPIs and KRAs is both
Dick Grote (How to Be Good at Performance Appraisals: Simple, Effective, Done Right)
Always use $$$ where possible Using a monetary value is always the best way to hold your audience’s attention and have them remember the KPI.
Brian Clifton (Successful Analytics ebook 2: Gain Business Insights By Managing Google Analytics)
Cash is the oxygen that fuels growth. And the cash conversion cycle (CCC) is a key performance indicator (KPI) that measures how long it takes for a dollar spent on anything (rent, utilities, marketing, payroll, etc.) to make its way through your business and back into your pocket. In
Verne Harnish (Scaling Up: How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0))
A gdzie twój bursztyn? - Nie dostałem jeszcze od ciebie żadnego podarunku. - Załóż coś, dopóki go nie znajdę - odparła. Rafael nie był już samotny i nie powinien korzystać z ofert wszystkich kobiet pragnących przespać się z archaniołem. Należał do niej. - Nie chcę ci poplamić dywanów, zabijając te wszystkie napalone wampirze ladacznice. - Jakie to romantyczne, Eleno. - Ton jego głosu był spokojny, a twarz niewzruszona, ale łowczyni wiedziała, że z niej kpi. Więc ochlapała go wodą.
Nalini Singh (Archangel's Kiss (Guild Hunter, #2))
Metric is part of transparent visual management allowing pulling.
Pearl Zhu (Performance Master: Take a Holistic Approach to Unlock Digital Performance)
Of course, the web servers are not always the cause of the problem. I have seen many cases where virtual users timed out waiting for a web server response, only to fnd that the actual problem was a long-running database query that had not yet returned a result to the application or web server tier. This demonstrates the importance of setting up KPI monitoring for all server tiers in the system under test (SUT).
Ian Molyneaux (The Art of Application Performance Testing: Help for Programmers and Quality Assurance)