Post on 09-Mar-2016
description
KPI
Base on Balanced score card
The process starts with the objectives in a strategy map
Employee Learning &
Growth
Internal Processes
Members/ Partners
Financial
Develop key competencies in
international and European market
access, fundraising
Achieve operational excellence
Demonstrate Community
Leadership & new partnerships
Increase Members value through customer management
process (acquisition, retention, satisfaction)
Develop label notoriety
Build financial strength
Develop new source of revenues
Working session
Fundraising efficiency
Adopt new technologies that support process
improvement
Foster a member centric culture
Support market access (incl
internationalization)
Improve use of assets (eg database)
Productivity strategy Revenue growth strategy
Return on capital employed
Foster collaborative projects involving
our members
Understand better members
needs and Innovate in our
offers
3
The objectives are translated into a set of key performance
indicators Strategic Priority Definition Measures (KPIs & Target)
Financial 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
Members
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
Internal processes
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
Employee Learning and Growth
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
Working session
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…)