Performance indicators are essential tools which will tell you if your business is on target or veering off course. Using the right indicators will help you deliver the right results. Key Performance Indicators cuts straight to the 75plus KPIs that matter. It explains what key performance indicators are, gives you short overviews of each metric and describes how to use the measure effectively. There are worked examples throughout which will equip you with the skills to understand, assess and interpret the most important aspects of any business. From net profit margin, to customer satisfaction through to brand equity, six sigma and employee engagement, the book gives you all the essential performance indicators. A practical guide to the most powerful financial and non-financial performance indicators vital for every business||About the Author - Bernard Marr is a leading global authority and best-selling author on organisational performance and business success. He regularly advises leading companies, organisations and governments across the globe, making him an acclaimed and award-winning keynote speaker, researcher, consultant and teacher. He is acknowledged by the CEO Journal as one of today's leading business brains. Bernard has written a number of seminal books and over 200 high profile reports and articles on managing organisational performance.

Title Page; Copyright Page; Contents at a Glance; Table of Contents; Introduction; About This Book; Foolish Assumptions; Icons Used in This Book; Beyond the Book; Where to Go from Here; Part I: Getting Started with Key Performance Indicators; Chapter 1: Introducing Key Performance Indicators (KPIs); Why Every Company Needs KPIs; The Fishing Analogy; The Datafication of our World; KPIs as vital decision support tools; Making KPIs Work in Your Business; Create a KPI culture; Decide on the right KPI framework; Develop the right KPIs; Analyse and report; Assessing Your Financial KPIs. Revenue and profitLiquidity and cash flow; Shareholder value; Financial efficiency; Assessing Your Customer KPIs; Customer satisfaction and loyalty; Market share; Assessing Your Operational KPIs; Project performance; Efficiency and quality; IT; Assessing Your Employee KPIs; Employee engagement; Talent retention; Chapter 2: Types, Targets and KPI Mistakes; Understanding that KPIs can be Strategic or Operational; The pear tree analogy; Why we can measure everything and how to do it; Creating the Right Set of KPIs; What is a good number of KPIs?; Tracking the tangible and intangible. The leaders and the laggersSetting the Right Targets for Your KPIs; KPIs vs. targets; Making targets specific; Making targets realistic and achievable; Knowing Where People Go Wrong with KPIs; Measuring everything that walks and moves; Collecting the same measures as everyone else; Not choosing the relevant KPIs; Chapter 3: Creating a Culture of Fact-Based Decision-Making; Implementing the Key Components of Fact-Based Management; Establishing senior management buy-in; Introducing KPIs for the right reasons; Establishing the processes and culture. Creating Improvement and Performance Preview MeetingsIntroducing strategy revision meetings; Establishing strategic performance preview meetings; Putting in place operational performance improvement meetings; Aligning personal performance discussions; Chapter 4: Organising Your KPIs; Understanding the Need for KPI Frameworks; Weighing the options; Selecting the right framework; Introducing the Balanced Scorecard; Getting a grasp of the four BSC perspectives; Tackling the financial perspective; Making sure you're delivering to your customers; Looking at your internal processes. Improving and driving future valuePutting it on paper and mapping it out; Looking at Alternative KPI Frameworks; Using Quality or Lean Frameworks; Using Project Management Frameworks; The Risky Side of Business; Part II: Implementing and Using KPIs Effectively; Chapter 5: Developing a KPI; The Question is The Answer: Developing Key Performance Questions (KPQs); Harnessing the power of questions; Creating good key performance questions (KPQs); Deciding on the Right KPIs; Step 1: Linking KPIs to strategic objectives; Step 2: Identifying the unanswered questions.