Most Important KPIs for Restaurants

kpis for restaurants
Sales and profitability KPIs
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
Online reviews
Customer retention rate
Marketing KPIs
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

41 Best KPIs for the Logistic Sector

logistics kpi
Annualized inventory turns
Annualized cost of goods sold (COGS)/average daily inventory value
Backlog value
Value of open, not yet fulfilled, booked order lines
Book to fulfill ratio
Booked order value/fulfilled value
Book to ship days
Average of shipped date – Firm date (booked date used if no firmed date)
Booked order value
Booked order line value (not including returns)
Claims percentage for freight costs
Customer order promised cycle time
Defects per million opportunities
Inventory months of supply
On-time line count
On-time pickups
Pick exceptions rate
Percentage of picks with exceptions
Pick release to ship
Planned inventory turns
Planned cost of goods sold/planned inventory value
Planned margin
Planned revenue – Planned costs
Planned margin percentage
Planned margin/planned revenue
Planned on-time shipment
Planned service level (percentage of shipments shipped on time)
Planned resource utilization
Planned resource usage
Product revenue
Product sales revenue (not including service) recognized in selected period (based on AR invoice lines)
Product revenue backlog
Value of booked order lines less returns plus deferred revenue backlog (invoiced but not recognized)
Production value
Value of work-in-process (WIP) completions into inventory
Production to plan rate
Production standard value/planned standard value
Receipt to put-away
Time elapsed from pick release to ship confirm
Time elapsed from receipt
Transit time

55 Most Important KPIs for Digital Marketers

kpi digital marketing
Annual cost per reading
Average cost per article
Average cost per subscription
Average dollars per email sent or delivered
Average order size
Average quarter-hour audience
Average revenue per subscription
Average time spent listening per user (day/week/month/year)
Bounce rate
Click to open rate (number of unique clicks/ number of unique opens)
Click-through rate
Click-through rate (CTR)
Conversion rate
Conversion rate (number of actions/unique click-throughs)
Conversion rates
Cost per broadcast hour
Cost per consumed (by viewers/listeners) hour
Cost per customer
Cost per lead, prospect, or referral
Cost per production hour
Cost per viewer/listener
Cost per visitor
Cost per action (CPA)
Cumulative audience sessions
Delivery rate (emails sent, bounces)
Gross ratings points
Life cycle cost per reading
Local content as a percentage of all content
Net subscribers (number of subscribers plus new subscribers) -(bounces + unsubscribes)
Number of broadcast hours per day/week/month/year
Number of or percentage of spam complaints
Number of orders, transactions, downloads, or actions
Open rate
Output per employee (unique first run broadcast hours by employee for each medium)
Pay per click (PPC)
Pay per lead (PPL)
Pay per sale (PPS)
Percentage of broadcast hours by genre (news/sports/entertainment, etc.)
Percentage of overhead (non-direct operating costs) against total expenditure
Percentage of orders, transactions, downloads, or actions of emails sent or delivered
Percentage unique clicks on a specific recurring Iink(s)
Referral rate (“send-to-a-friend”)
Site stickiness (number of pages visited per visit)
Subscriber retention (number of subscribers, bounces, unsubscribes/number of subscribers)
Total cost per subscription
Total listener hours (day/week/month/year)
Total revenue
Total revenue per subscription
Unique visitors (total number of unique visitors per day/week/month)
Unsubscribe rate
Utilization of production resources
Value per visitor
Viewers/listeners for each medium as a percentage of total population
Website actions (number of visits to a specific web page or pages)
Website traffic (total page impressions per day/week/month)

5 Secrets to Getting the very Best out of Your Employees

custom performance coaching

‘My Employees must Perform!’


‘Because I Pay them!’

This transactional approach to people might have a scent of logic to it – We pay people in return for their performance.

However, my friends,  willpower and energy is finite , our team members needs more than money to sustain them. The initial excitement of a new job and the willingness to impress might in some instances boost performance for a while yet more ingredients are needed to secure sustainable performance from our people.

# Secret 1

When focussed effort made to ensure that my team are empowered with the right skills, information and the communication in the business is both clear and uplifting we have made a positive step towards ensuring sustainable performance.

#Secret 2

When employees are empowered, meaning that they are encouraged to influence and participate in decision making, they are increasing their competencies and more responsibility is accepted and awarded, they are much more likely to perform at their best.

#Secret 3

When employee rewards are not only available but perceived to be fair and personal your companies’ performance is likely to be boosted. Rewards are not only bonuses, sincere verbal praise and other personal rewards are most likely to uplift your team spirit and performance

# Secret 4

When employees are inspired by a shared vision and value system it serves as fuel for increased performance. When employees see the positive impact they are making collectively on society and experience their working environment as a family unit due to sharing , understanding and living the same set of values they will be energised towards increased performance.

# Secret 5

Co-create clear goals and Kpis’ with your team members. Co-creation means our team members had a voice and they were not simply told what to do. Co-creation is an effective antidote to blame-shifting.

Clarity brings focus and diminishes the negative spells of doubt, insecurity and misunderstandings. A strong and collective focus on co-created ,clear and agreed upon goals and kpis’ will serve as a catalyst to amazing growth when combined with the other 4 elements of Performance above.

Learn more about our online performance management tool

Get your Free access to FlowyTeam here:

Dirk Coetsee, Custom Performance Coaching

Solution Focused in Building a Great Team – “Growing Importance of Teams”

powerwoosh kevin wong

A team is a group of people, usually between 3 and 12, with diverse experiences and complimentary skills, and who work together to achieve a common purpose, goal or task. The latter is what really separates a group from a team.  

Teams meet to share information and perspectives, make decisions, and solve problems through the joint efforts and contributions of all committed members. Members rely on each other to achieve mutually defined results, share a common purpose and performance goals, and hold each other accountable.

When team difficulties arise, they are considered “team problems” not an individual’s problem. Team accountability requires living up to the promises that each member makes to another. Members share the excitement and sense of accomplishment that comes from working and struggling together towards a common goal. Good teams will talk openly about their ideas, look to members for suggestions, and feel “safe” sharing their ideas.

Peter Honey, leading industrial psychologist and learning says that teams have always been important but now they have become essential. This is because of a number of inter-related factors:

  1. The whole quest for Total Quality, continuous improvement and improved customer service means that the functional barriers are breached and people forced to co-operate between functions, not just within a function. 
  • The need to respond more rapidly to market forces and changes external to the organization, means that organizational structures are more complex (matrix management is just one example) and more flexible. This increases the need for collaborative decision making (more ‘we’ decisions, less ‘I’ decisions).  Our guests’ expectations, for e.g., are constantly rising and getting more complex. We no longer can satisfactorily meet their expectations if we do not have effective teams in place.
  • Raised expectations about participating in, or at the very least being consulted about, decisions that affect people and their work practices. This automatically increases the demand for more group/team decision making.  
  • The increased use of project teams and task forces, often multi-disciplinary, to come together rapidly to tackle a major issue or problem and then disband.
  • The empowerment movement and the changing role of managers from director to facilitator or a coach, inevitably puts greater emphasis on the group/team and less on ‘divide and conquer’ management styles.
  • Last but not least, the attempts to create Learning Organizations. This is only possible if learning teams (mini Learning Organizations) meet frequently to trawl their experiences for learning and agree what to do better/differently in future. The key to creating a Learning Organization is to have lots of overlapping Learning Teams.

Due to the current COVID-19 pandemic situation, a new trend has emerged, which is the formation of a Remote Team, and the latest concept of leadership to lead the remote team is known as Distant Leadership.  As leaders in today’s highly volatile environment, how do you lead from afar and still maintain the team’s productivity and performance level is the big question. I shall explore more on the topic of how to lead remote team effectively in my next article.

Kevin Wong, Powerwoosh Asia Bhd.