Performance Tracking

Performance Tracking - (KPIs 1 2. 3.LeveragingInsights...

Info iconThis preview shows pages 1–5. Sign up to view the full content.

View Full Document Right Arrow Icon
Performance Measurement (KPIs) Best practices for portfolio companies
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
 071022 Building A Powerful Consumer Brand In China Lays  Case Practical Steps To A Successful  China Soy  And Laguna Examples  China Brand Launch 1. Defining Competitive Advantage    2.   Managing The Innovation Process   3.   Leveraging Insights 4.   Compelling Branding 5.   Impactful Creative 6.   Effective Media Selection 7.   Reinforcing Image with Packaging 8.   Effective Customer Management 9.   Pricing and Promotion Plans 10.  Profitable Entry Strategy 11.  KPI’s and Performance Tracking 12.  Managing HQ Expectations  China  Context  
Background image of page 2
 071022 3 How many companies regularly track even 2 of the  1. “Balanced” set  (both rear-view and forward-looking) of metrics tracked and reviewed over time 2. At least 10 forward-looking, non-financial  KPIs that are widely understood / accepted  within the  business and that are tracked over time 3. Specific KPIs where measurement is  directly driven from customer  behavior or that are defined as  “pleasure / pain points” based on voice-of-customer 4. “Cascade” linking CEO- and BoD-level metrics to function- or BU-specific  operational metrics 5. Targets (both minimum and stretch)  set for KPIs … performance is measured vs. baseline and vs.  target 6. Owners (1, not many)  for each KPI with  comp linked  to respective KPI 7. KPI tracking reports that enable drilling  into subordinate metrics and supporting-drivers of KPI  performance 8. “Dashboards” fed by enterprise-wide systems  – including systems directly driven by customer  behavior – rather than solely “R/Y/G” mgmt judgments 9. Regular  weekly or monthly “rhythm”  for reviewing KPIs involving CEO, function / BU leaders,  metric owners, etc. 10. KPI  review meetings  focused on combination of highlighting  performance gaps  and reviewing  gap-closure plans
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
 071022 4 Why is this so hard? Preference of  looking thru the rear-view mirror  … hindsight is 20-20 Unwilling to “shine bright spotlight”  … financial metrics are owned by everyone (and no  one) but customer, operational, people metrics tend to have specific owners Easier to measure internally-oriented metrics  (financial performance, etc.) than the  voice of the customer Challenge of alignment  … getting top-down metrics driven to grass-roots Target-setting too soft  … bias to make an easy target vs. fail on a tough one Challenge of getting  individual ownership and comp linkage in a group-performance  culture  (esp. in Asia) Challenge of  collecting reliable, timely data from disparate systems Tendency for 
Background image of page 4
Image of page 5
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}

Page1 / 26

Performance Tracking - (KPIs 1 2. 3.LeveragingInsights...

This preview shows document pages 1 - 5. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online