A good measurement system always has key performance indicators or KPIs. And it follows that these KPIs are the main features of performance evaluation systems. This demonstrates how balanced scorecard systems and strategy maps rely on key performance indicators. And these indicators are often the basis for improving performance, especially in determining how to increase profitability. By doing so, managers and executives can find it easier to keep track of the performance of the company. This emphasizes the need to select the right kind of indicators in evaluating performance. A company can have several performance indicators but a certain few can already tell much about how the company has performed over a certain period of time.

At present, there are quite a lot of means we can depend on if we are a novice in using key performance indicators into the company. Such means can give us a sample KPI which we can employ to grasp more concerning the KPIs themselves, and we can also discover the most employed indicators of businesses that offer similar products or services as we do. We can make a catalog of the KPIs that we are attracted to employing and then we can limit them down to the model number of indicators for the company.

We are familiar with the balanced scorecard concept having four viewpoints and from these viewpoints we would be able to appropriate indicators. In the first viewpoint (the fiscal viewpoint), the indicators we can employ comprise the total assets, capital productivity ratio, asset profitability, market price per share, added value for each worker, and the effectiveness of assets among others. In the customer viewpoint, indicators we can employ are the number of customers, the number of customers in comparison to every worker that the company has, the percentage or number of lost customer, customer satisfaction, trademark index, average expenditures in serving one customer (often in annual terms) and the mean time between the first contact or interaction between the customer and the business.

The third viewpoint is the internal company procedure. At this point, we can look for KPI examples for the balanced score card concept that aim at the relation of precise and timely instructions that have been accomplished, the mean advancement period for the newest product or service, supplier frequency, labor output increase, turnover of material assets, and the quantity of instructions that have been correctly carried out.

Lastly, we have the learning and development viewpoint. This is where we can use indicators that focus on the operating costs that have been employed for modernization and research, the exact influence of the research expenses in the entire aggregate of spending, quantity of sensible thoughts from every worker, employee satisfaction index, as well as the span of projects in modernization and research. These are only a number of the sample indicators in the balanced scorecard concept viewpoints that can help us in determining how to increase productivity. There is a increasing catalog of KPIs that we can inspect and employ in finding the most appropriate KPI model.

Author's Bio: 

CMOE has been helping companies with balanced scorecard and team building since 1978. Through how to increase profitability and other innovative business techniques CMOE has established themselves a leader in the business world. Visit www.cmoe.com for more information.