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KPI Base on Balanced score card


Working session

The process starts with the objectives in a strategy map Return on capital employed Revenue growth strategy

Financial

Members/ Partners

Develop new source of revenues

Productivity strategy

Build financial strength

Increase Members value through customer management process (acquisition, retention, satisfaction)

Internal Processes

Understand better members needs and Innovate in our offers

Employee Learning & Growth

Foster a member centric culture

Fundraising efficiency

Demonstrate Community Leadership & new partnerships

Achieve operational excellence

Support market access (incl internationalizat ion)

Develop key competencies in international and European market access, fundraising

Improve use of assets (eg database)

Develop label notoriety

Foster collaborative projects involving our members

Adopt new technologies that support process improvement


Working session

The objectives are translated into a set of key performance indicators Strategic Priority

Financial

Members

Definition

F1

Develop new source of revenues

Ability to diversify our sources of revenues and achieve growth

F2

Build financial strength

Manage our activities so that we are cash positive

F3

Fund raising efficiency

Amount of money spends to raise €1

F4

Improve use of assets (eg database)

Manage our transaction costs and membership database

M1

Increase Members value through customer management process (acquisition, retention, satisfaction)

Form relationships with members which allow us to fully understand and address their needs.

M2

Demonstrate Community Leadership & new partnerships

Qualify as an innovation intermediary by developing mutually supportive relationships with the local communities in which we conduct business

M3

Develop label notoriety

Measure the number of people who are aware of the brand overtime

I1

Innovate in our offers to adapt to our members needs

Develop a portfolio of offers targeted to members needs

I2

Achieve operational excellence

Continuously seek ways to improve and simplify processes to achieve our strategic business objectives

I3

Support market access (incl internationalization)

Provide superior value to our members s by supporting their participation to international events

I4

Collaborative projects involving our members

Support the enrolment of members in collaborative projects

E1

• Foster a “customer” centric culture

Create a positive “members” experience all along the relationships

E2

• Develop key competencies in market access, fundraising

Improve our skills and knowledge by developing people and adapting best practices found from internal or external sources to realise all of our priorities.

E3

• Adopt new technologies that support process improvement

Develop a set of new tools to improve our operations

Internal processes

Employee Learning and Growth

3

Measures (KPIs & Target)


Proposed KPI

M1 • Increase Members value through customer management process (acquisition, retention, satisfaction) M2 • Demonstrate Community Leadership & new partnerships M3 • Develop label notoriety

Member’s CRM  Member satisfaction surveys  Evolution of membership (attrition rate, new members)  Members’ involvement in cluster initiatives (participation rate in topics team) Community leadership & new partnerships  Number of joint initiatives (contracts  Number of joint events held (participation rate) Label notoriety  Survey results (subindicators per groups (industry, society, public authorities, research)  Media monitoring incl. for other initiatives not just the cluster’s own(webtraffic, followers, likers…)

Output key performance indicators  

Innovage training sessions: Effective public policies to stimulate innovation (Sofia, Bulgaria, 20th November 2013)

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