Dirk Coetsee

47 Most Important KPIs for Property Business

kpis property
Advertising and promotion
Average commission per sale
Average commission per salesperson
Commission margin
Net profit
Office cost (telephone, fax, and other office cost)
Rent cost of premises
Sold homes per available inventory ratio
Total income
Wages and salaries (including commissions and vehicle allowances)
Year-to-year variance on average sold price
Year-to-year variance on dollar volume of sold listings
Year-to-year variance on sold average dollar per square foot
Annual return on investment in percentage
Construction/purchaser rate – New constructed or purchased units over time
Cost per square foot
Equity value growth in percentage
Lease events coverage ratio – Number of lease inquiries over number of available units
Management efficiency – Number of leased spaces over number of staff
Market share growth
Monthly return on investment as percentage
Occupancy cost – Cost per occupied unit
Operation cost to rent income ratio
Percentage of rent collected
Price to income as percentage
Profitability per square foot
Real estate demand growth – Market rental demands
Rented space usage quality – Average number of tenant visits over rented space
Renting cost – Renting cost per square foot
Renting return on investment – Rent income over cost
Revenue per square foot
Risk metrics as percentage
Total property management income per property manager
Usage efficiency – Available renting square feet over number of staff
Utilization (vacancy) rate – Rented square feet over total square feet, or rented units over total units
Average gross multiplier for portfolio
Cost per square foot to value per square foot ratio
Equity to value ratio
Gross multiplier per commercial property
LTV (loan to value) ratio per property
Mortgage rate index
Overall LTV (loan to value) ratio for portfolio
Price per square foot to value per square foot ratio
Profitability per square foot
Property value growth (market trend)
Purchase price-to-appraisal value ratio
Rental value growth rate ROI (return on investment)

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69 Most Important KPIs for Manufacturing

Asset utilization
Avoided cost
Capacity utilization
Comparative analytics for products, plants, divisions, companies
Compliance rates (for government regulations, etc.)
Customer complaints
Customer satisfaction
Cycle time
Demand forecasting
Faults detected prior to failure
First aid visits
First time through
Forecasts of production quantities, etc.
Increase/decrease in plant downtime
Industry benchmark performance
Integration capabilities
Interaction level Inventory
Job, product costing
Labor as a percentage of cost
Labor usage, costs-direct and indirect
Machine modules reuse
Maintenance cost per unit
Manufacturing cost per unit
Material costing, usage
Mean time between failure (MTBF)
Mean time to repair
Number of production assignments completed in time
On-time orders
On-time shipping
Open orders
Overall equipment effectiveness
Overall production efficiency of a department, plant, or division
Overtime as a percentage of total hours
Percentage decrease in inventory carrying costs
Percentage decrease in production-to-market lead-time
Percentage decrease in scrap and rework costs
Percentage decrease in standard production hours
Percentage increase in productivity
Percentage increase in revenues
Percentage material cost reduction
Percentage reduction in defect rates
Percentage reduction in downtime
Percentage reduction in inventory levels
Percentage reduction in manufacturing lead times
Percentage savings in costs
Percentage savings in inventory costs
Percentage savings in labor costs
Percentage savings in transportation costs
Planned work to total work ratio
Predictive maintenance monitoring (maintenance events per cycle)
Process capability
Quality improvement (first-pass yield)
Quality tracking-six sigma
Reduced time to productivity
Reduction in penalties
Savings in inventory carrying costs
Scheduled production
Spend analytics
Storehouse stock effectiveness
Supplier trending
Time from order to shipment
Time on floor to be packed
Unplanned capacity expenditure
Unused capacity expenditures
Waste ration reduction
Work-in-process (WIP)

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Remote performance management – The new Norm

custom performance coaching

“All management has become change management”

Harvard Business review

While some companies have grappled with adapting their culture to one of having to manage remote teams’ others have found to their surprise that they could increase productivity through remote work with relative ease.

In essence, the rapid changes forced upon us all through the Pandemic has swiftly impacted the way work is done and managed and we had to embrace it swiftly or suffer unchartered consequences.

In the past as technology advanced in the workspace Human resources practisioners started to advocate a ‘High Tech/ High Touch approach, sending a warning signal that we would do well to not over focus on tech at the expense of empowering our workforce and creating a healthy work environment for them.

Remote work has challenged our capacity as leaders and forced an urgent and multi-layered question upon us:

How do we ensure quality engagement, employee motivation and a positive and sustainable high-performance culture within the context of remote work?

 Oh, but wait a minute ….

The above question is not complete- How do we manage the new norm of remote work within the context of waves of change thrusted upon us around every corner at dizzying speed?

Questions such as the above can be intriguing but they can also be overwhelming unless we take brave action towards practical solutions. It is high time that the paradigm is shifted from sharing discourses and philosophies through well marketed webinars to implementation of useful change initiatives.

The master Philosopher and Poet Rumi said:

‘As you go out on the way, the way appears’

An interpretation of his eloquent words can be that by taking swift action based upon professionally researched information (limited during the new norm) the answers will come.

Some of our clients (whom we will not name for the sake of privacy),  has weathered the storm for various reasons, yet three key and common reasons are highlighted for the purposes of this writing:

  • They have maintained their well-established Learning Culture even when not in operation through regular knowledge sharing sessions both internally and from external experts.
  • They always have taken a strong stand on their company values but even more so during lockdown. Their value system is not a philosophy it is a non-negotiable practice.
  • Daily continuity meetings stimulated creative solutions, fostered solidarity in leadership and built confidence in employees.

They rose to maximum production capacity within an impressive timeframe and it is almost ‘business as usual’ for their teams

Now, add  time-saving ,engaging and inspirational performance management to sound Change Leadership principles such as displayed by some of our clients and you might just have stumbled upon a potent combination that will help you thrive and be sustainable post Pandemic.

A Harvard and Gallup study has proven that 90% of all employees on average need clear goals , kpis’ , clear information on what to execute and how to execute it. A lack of clarity on the way forward is therefore a red flag.

Considering the absence ‘of a crystal ball’ wherein all of us can remotely view a certain future we can do well to ‘future-proof’ our companies by:

  • Creating a sustainable Learning culture
  • Taking a stand on our company values
  • Obtaining buy in from all stakeholders and co-creating solutions
  • Giving employees clarity through goal and kpi -setting
  • Inspiring the workforce through quality leadership

All of the above is possible to achieve even with remote working teams. Considering the wealth of technology available to us we can apply a high tech/high touch when it comes to engaging our team members.

Online Performance management has progressively become more engaging. By aligning the hearts and minds of our team members to the Vision, purpose and values of the company and through inspirational and fair management of tasks and KPIs we can create a new and bright future together.

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24 Most Important KPIs to lift up your F&B business

When it comes to setting and tracking your KPIs, many restaurant owners are fully aware of the usual suspects.

Sales revenue. Spend per Head. Table Turnover Rate….

But there are a number of other KPIs that you should be tracking to be more successful in your F&B sector.

By tracking the right KPIs, your Food & Beverage business will be able to make adjustments to various strategies.

Without the right ones, however, your company might be reporting and making decisions based on misleading information.

The Most Important KPIs You Should Be Tracking

KPIs for Restaurants

  • Cash flow
  • Cost of goods sold
  • Labour cost percentage
  • Sales per employee per hour
  • Revenue per available seat hour
  • Table turn rate
  • Average table occupancy
  • Spend per head
  • Employee turnover
  • Customer experience KPIs
  • Customer retention rate
  • Social engagement
  • Website traffic
  • Cash flow = beginning cash – ending cash
  • COGS = beginning inventory + purchases during the period – ending inventory
  • Labour cost percentage = amount spent / total sales * 100
  • RevPASH = overall revenue / seats available * open hours
  • Table turnover rate = period of time / number of tables served during that time period
  • Average table occupancy = number of occupied tables / total number of available tables
  • Spend per head = total revenue / number of customers
  • Employee turnover = number of employees who left during the time period / average number of employees * 100
  • Online reviews
  • Customer retention rate = the number of customers at the end of a period – the number of new customers acquired during that period / the number of customers at the start of that period * 100

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How to set the right Objectives for your Company?!

To have better chance to achieve company objectives, it is important to choose the right method of objective setting. You can do it via the SMART approach:

Set SMART objectives

The term SMART was first introduced by George T. Doran: “There’s an S.M.A.R.T way to write management objectives and objectives”. Using the SMART method provides a clear & simple way to define and manage company objectives.

Specific: There is a higher chance of achieving a specific objective than a general objective. Be clear on what exactly needs to be achieved by writing down objectives that responds properly to the five “W” questions:

  • What does the company want to achieve?
  • Why is the objective important?
  • Who are those involved?
  • Where will the objective be achieved?
  • Which resources will be needed to achieve it?

These questions will give clarity on what the objective is about.

Measurable: How will you know if the objective has been achieved? The objective should be trackable with a clear exception. Being able to track the progress of the objective will help the whole company stay focused, meet the deadlines and also remain motivated. An measurable objective should be able to address any of these questions correctly:

  • How much?
  • How many?
  • How will I know when it is accomplished?

Achievable: How realistic is the objective? Can it be achieved? Achievable objectives have the tendency to be more successful. It should stretch abilities, but at the same time, it should be possible attainable.

  • How can this objective be accomplished?
  • Considering other factors, how realistic is the objective?
  • Is the objective achievable within the time frame?

The questions above will help in considering influence, resources, and the work environment in achieving the objectives.

Relevant: Does this objective have a potential to impact your company’s vision and values and future? When setting a objective, it should be instrumental to the mission and vision of your company. The objective must mean a lot to the company success path.

  • Is it solving an issue?
  • Is it moving everyone forward?
  • What questions is the objective answering to?

A objective that is relevant will be worthwhile, will match efforts and needs, and it will be the right time to achieve it.

Time-bound: A objective should have a deadline to focus on and with something to work toward. This will enhance priorities and eliminate waste of time and most probably resources. When an objective has an end date, the focus will be on it and not on daily activities that can affect the long-term objective. For every objective, includes a specific time frame, specific date, mile stone or something that can indicate when it will be finalized.

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