|Sales and profitability KPIs|
|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|
|Customer experience KPIs|
|Customer retention rate|
|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|
|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|
|Annualized inventory turns|
|Annualized cost of goods sold (COGS)/average daily inventory 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|
|Pick exceptions rate|
|Percentage of picks with exceptions|
|Pick release to ship|
|Planned inventory turns|
|Planned cost of goods sold/planned inventory value|
|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 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)|
|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|
|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)|
|Click to open rate (number of unique clicks/ number of unique opens)|
|Click-through rate (CTR)|
|Conversion rate (number of actions/unique click-throughs)|
|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|
|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 per subscription|
|Unique visitors (total number of unique visitors per day/week/month)|
|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)|
‘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.
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.
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.
Get your Free access to FlowyTeam here: https://flowyteam.com/signup
Dirk Coetsee, Custom Performance Coaching
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:
- 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.