1 / 15

Jean Roberson jqroberson@gmail

Learn about Key Performance Indicators (KPIs) for evaluating organizational success and revenue metrics, including customer health, churn, and financial indicators.

karnes
Download Presentation

Jean Roberson jqroberson@gmail

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Key Performance Indicators Jean Roberson jqroberson@gmail.com

  2. Key Performance Indicators KPIs evaluate the success of an organization or of a particular activity in which it engages. Often success is simply the repeated, periodic achievement of some levels of operational goal (e.g. zero defects, 10/10 customer satisfaction, etc.), and sometimes success is defined in terms of making progress toward strategic goals

  3. Key Performance Indicators • Quantitative indicators that can be presented with a number. • Qualitative indicators that can't be presented as a number. • Leading indicators that can predict the outcome of a process • Lagging indicators that present the success or failure post hoc • Input indicators that measure the amount of resources consumed during the generation of the outcome • Process indicators that represent the efficiency or the productivity of the process • Output indicators that reflect the outcome or results of the process activities • Practical indicators that interface with existing company processes. • Directional indicators specifying whether or not an organization is getting better. • Actionable indicators are sufficiently in an organization's control to effect change. • Financial indicators used in performance measurement and when looking at an operating index.

  4. What really matters?? “If you don’t have revenue you are not an entrepreneur” • Revenue and Sales Metrics • Historical Performance • Contracts • Revenue • Customers • Monthly recurring revenue (MRR) • Annual recurring revenue (ARR) • Revenue per customer • Lifetime Value (LTV) • Churn

  5. What really matters?? “If you don’t have revenue you are not an entrepreneur” • Revenue and Sales Metrics • Predictive • Marketing Qualified Leads(MQL) • Sales Qualified Leads(MQL) • Trials • Conversion Rates • Pipeline • Churn • Month over month growth • Increased or decreased revenue per customer

  6. What really matters?? “If you don’t have revenue you are not an entrepreneur” • Revenue and Sales Metrics • Customer Health • Trouble tickets • Time to response • Customer satisfaction • Returns • Renewals • Cancellations • Product usage or activity

  7. What really matters?? “Never run out of cash” • Financial • Burn Rate – how much cash are you burning each month – cash from customers less cash expenses • Months of burn – how many months before you run out of cash? • Revenue • Growth rates • Market share • Margin • Cash flow breakeven – when do you stop burning cash?

  8. What really matters?? “Don’t let great get in the way of good” • Product • Milestones Achieved • Product Roadmap • Release Schedule • Minimal Viable Product (MVP) • Customer input • What will customers pay? • How much will it cost to produce?

  9. How to present?? “Don’t let great get in the way of good”

  10. * * * = Projections

  11. 2017 Budget to Actual Revenue Drivers

  12. 2017 Budget Cost Drivers

  13. Key Metrics – MRR – Customers – Cash Burn • *= Projections, • Contracts are billed annually in advance

More Related