Archive for September, 2010

Over 1000 Key Performance Indicators (KPI) in practice reports on smartkpis.com

Tuesday, September 28th, 2010

www.smartKPIs.com registered members can now learn about how companies use Key Performance Indicators (KPIs) to monitor their performance by reviewing over 1000 KPIs in practice reports documented and published in the online repository. The smartKPIs.com team focused in the last month on publishing reports from the Resources  and Financial Institutions industry. KPIs in practice reports specific to the Manufacturing, Utilities and Telecommunication industries were also added to the database.

The KPIs in practice repository now contains reports from over 125 countries, as diverse as Jordan, Japan, New Zealand, Romania, Singapore, Mauritius or Bermuda. The countries with the highest number of KPIs in practice reports are:

The industries with the highest number of documented performance measures are:

Example of a documented KPIs in practice report: Richmond Public Schools

KPIs in Practice user experience on http://www.smartKPIs.com

Life Expectancy – Outcome performance measure for health improvement

Friday, September 24th, 2010

In a recently published article, A Healthy Bottom Line: Healthy Life Expectancy as an Outcome Measure for Health Improvement Efforts, the Milbank Quarterly, a multidisciplinary journal of population health and health policy, recommends the adoption and adaptation of Healthy Life Expectancy (HLE) as an national outcome measure in USA.

The article sustains that HLE is a a clear, consistent, and important population health outcome measure that can enable informed judgments about value for investments in health care, combining both length and quality of life (Stiefel, Rocco & Zell, 2010).

Also referred as health expectancy or health life expectancy, HLE measures the estimate average number of years a person of a certain age is expected to live, if the current mortality rates continue to apply (smartKPIs.com, 2010).

Healthy life expectancy is becoming a standard summary measure of population health at both the international and national levels, being used for several purposes:

  • highlighting health inequalities;
  • targeting resources for health promotion;
  • evaluating the impact of health policies;
  • planning for health, social, and fiscal policy.

A common way to illustrate healthy life expectancy is shown in the figure bellow:

Source: European Health Expectancy Monitoring Unit (2007)

Applicability

A large and growing number of countries now measure HLE at the national level:

  • UK uses Healthy Life Expectancy for policy applications, for monitoring the quality of life and social exclusion of the elderly and in deliberations on changing the retirement age .
  • South Australia’s Strategic Plan has as a goal between 2000-2014, the increase of HLE at birth by 5 % for males and 3 % for women. The improvement in HLE has been evaluated and implemented based on an assessment of efficacy,  acceptability, feasibility, and cost, stratified by socioeconomic status. At the middle of this period, HLE at birth had steadily increased by 1.9 % for males and 1.3 % for women.
  • The federal government’s Healthy People 2010 from USA has as initiatives, the increase of quality, years of healthy life and to eliminate disparities.

A related question about the utility of the HLE remains with regards to the sensitivity of the measure to impacts of improvement efforts on changes in a population’s mortality and morbidity. This article supports the adoption of HLE as an outcome measure at the national, state, community, and health care system levels in the United States to compare the effectiveness of alternative practices, evaluate disparities, and guide resource allocation (Stiefel, Rocco & Zell, 2010).

References:

European Health Expectancy Monitoring Unit. 2007. Interpreting Health Expectancies, available at: http://www.ehemu.eu/pdf/Interpreting_HE_guide_ver_6.pdf (Accessed 27 September 2010)

Stiefel, M, Rocco P & Zell, B 2010, A Healthy Bottom Line: Healthy Life Expectancy as an Outcome Measure for Health Improvement Efforts, available at: http://onlinelibrary.wiley.com/doi/10.1111/j.1468-0009.2010.00588.x/pdf (Accessed 27 September 2010)

smartKPIs.com 2010, Health life expectancy, available at: http://www.smartkpis.com/kpi-key-performance-indicator/Health-life-expectancy-4146.html (Accessed 27 September 2010)

Marketing Performance – a review of instruments and models (II)

Tuesday, September 21st, 2010

Continuing the brief incursion in the most widely known instruments and models used in managing and improving marketing performance, today’s post explores two concepts traditionally used in a strategy management context: the SWOT analysis and the PEST analysis.

Both instruments are used in relation to the marketing environment, which consists of the following levels:

  • Internal environment – it is made of the internal forces existing in all organizational functions.
  • External environment – it is made of the forces from outside the organizations, that form the:
  • Micro-environment – forces that can influence and can be influenced by the organization;
  • Macro-environment – forces that influence the organization’s activity, but in respect to which the organization can only react and adapt.
  • Both the SWOT and the PEST analyzes make an evaluation of the organization’s environment, but from two different perspectives:

    A.  The SWOT analysis captures both the internal and the external environment (at both micro and macro levels). The emphasis is put on identifying and analyzing the following aspects:

    • Strengths – which are the organization’s main advantages in terms of internal capabilities;
    • Weaknesses – which are the organization’s main weak points, such as the lack of certain internal capabilities or their low performance;
    • Opportunities – which refer to trends, ideas, developments or other external aspects that could bring an advantage to the business;
    • Threats – refer, on the contrary, to external forces and developments that could damage the business if not addressed.

    So, the SW part of the SWOT analysis focuses on the internal marketing environment and the OT on the external marketing environment. From the point of view of the OT, a business can fall into one of the four categories:

    • Mature business (if it deals with low opportunities and low threats)
    • Speculative business (if it deals with high opportunities and high threats)
    • Problematic business (if it deals with low opportunities and high threats)
    • Ideal business (if it deals with high opportunities and low threats)

    B.  The PEST analysis focuses only on the external environment, more precisely on the forces that influence businesses and industries at a macro level, thus it can be considered a part of the SWOT analysis which puts a great emphasize on the following four macro forces:

    • Political: trade agreements, trade regulations, marketing ethics etc.;
    • Economic: income levels that influence the buying power, interest rates, growth forecasts etc.;
    • Sociocultural (these are considered to have the most powerful and resistant influence on consumer behavior): consciousness to environment protection, the role of women in the society and in purchase decisions etc.;
    • Technological: inventions and patents, communication mediums etc.

    Both SWOT and PEST analyzes are useful as their regular employment can reveal vital information for the business, both in terms of internal and external developments. Further on, these informations can be used in decision-making and execution, helping organizations get the best of their actions and opportunities on the market.

    The Global Gender Gap Index

    Monday, September 20th, 2010

    The Global Gender Gap Index, first introduced in the World Economic Forum’s Global Gender Gap Report 2006, represents a framework for capturing the magnitude and scope of gender-based disparities and tracking their progress. The Index offers national benchmarking on gender gaps for economic, political, education and health based criteria, providing country rankings that allow effective comparisons across regions and income groups, over time (World Economic Forum, 2009).

    Measuring the gender gap is realized in four fundamental categories:

    • economic participation and opportunity;
    • educational attainment;
    • political empowerment;
    • health and survival.

    Each category is based on variables analyzed at the level of each country. The Global Gender Index 2009 includes a coverage of 134 countries, based on a set of 14 indicators, presented in the figure below:

    Source: World Economic Forum (2009)

    The 2009 report presents the detailed country ranking, the comparison with previous years,  regional classifications and relationship with other Key Performance Indicators at country level, such as the relationship between GDP per capita and the Glocal Gender Gap Index 2009:

    Source: World Economic Forum (2009)

    For the last four years, the World Economic Forum has been quantifying the magnitude of gender based disparities and their progress, through publishing the annual Global Gender Gap Reports. The rankings are based on a straightforward methodology and quantitative analysis, intended to serve as a base for raising awareness among a global audience of the challenges posed by gender gaps and designing effective measures for reducing them (World Economic Forum, 2009).

    References:

    World Economic Forum 2009, The Global Gap Report 2009, available at: http://www.weforum.org/pdf/gendergap/report2009.pdf (accessed 20 September 2010)

    Marketing Performance – a review on instruments and models (I)

    Thursday, September 16th, 2010

    Marketing as a discipline has benefited from the contribution of a great number of thinkers, both academics and practitioners. They have proposed several theories, models and instruments studied and used by people and organizations worldwide.

    The volume of such theories and instruments is quite impressive and, despite their great recognition, it sometimes happens that companies forget to resort from time to time to such simple, yet effective exercises of performance analysis.

    In this blog post, we will focus on two marketing instruments used in product analysis and positioning. Future posts will explore more wide-known models used in this context.

    The first instrument analyzed is the Boston Consulting Group (BCG) matrix.

    This instrument is useful for companies that possess a portfolio of products and want to evaluate the performance of each of the product it commercializes. It is called a “matrix” because it is based on a diagram with two axes, one representing the market growth and the other the product’s relative share in that market (see figure below).

    The result is that the company’s portfolio of products is divided into four sub-components, each of them reflecting the product’s position based on its performance. Depending on where the product is situated, the company has to make strategic decisions on what to do next with it. For example, it must select the “question marks” based on their potential and invest on the ones that are the most promising. On the other hand, it has to decide what to do with the low-performing “dogs”, most of the times giving up on further on commercializing them. It is argued that in order to insure long-term value creation, the company portfolio must contain both high-growth products that need cash inflows and low-growth products that generate the cash needed to invest in them (Value Based Management.net, 2010).

    The second instrument is the Positioning Map.

    This is also a graphic representation of how your product is perceived by customers by comparison to other competing products. The Euclidean space that represents the market is divided into four sub-spaces, commonly based on a pair of attributes (such as quality and price, performance and design etc.):

    Although it is highly subjective (i.e. it is also called perceptual map, as it is based on consumer’s perceptions on the brands), it can help in positioning the product relative to the competition and selecting which positioning areas to enter and the competitors to compete against. Also, it reflects the product’s or the brand’s performance in positioning itself as it desires in the marketplace, both in the consumer’s minds and in relation to competitors.

    Stay on smartKPIs.com for new suggestions of marketing instruments and methods to use in order to analyze and raise the performance of your brand and your organization.

    References:

    Value Based Management.net 2010, The BCG matrix product portfolio method, available at: http://www.valuebasedmanagement.net/methods_bcgmatrix.html (accessed 16 September 2010).

    Davis Cup playoff – a “real KPI” test for the Australian tennis squad

    Wednesday, September 15th, 2010

    Tennis has become in the last decades an increasingly popular and competitive game throughout the world, mostly because of the increased media coverage and large  money prizes that are nowadays in stake. In a recent article published in The Sydney Morning Herald announcing the upcoming Davis Cup playoffs, it is acknowledged that there has been an explosion of nations with talented players and that the tennis competitions have become much tougher than it was 20 years ago.

    With more than 35 different nationalities occupying the top 100 in the men’s rankings, Davis Cup, “the world championships of tennis” competition has the same faith as the other tennis competitions becoming today more competitive than ever.

    In this new conditions, for the Australian team, a 28 times champion of the century competition, acceding in the top 16 teams after a three year absence has become a real challenge, but also an important performance milestone to overcome.

    The team Australia will face in the Davis Cup playoffs  is the Belgium squad. Todd Woodbridge the Australian Davis Cup coach considers the upcoming confrontation as a tough test. To emphasize the importance of the game the Australian captain describes the three day hard-court playoff as a “real key performance indicator”. A nice and well outlined metaphor for the new performance levels the national tennis squads have to meet, we’d like to add.

    References

    Additional resources

    High Performance Organizations (HPO) characteristics

    Tuesday, September 14th, 2010

    In his latest paper, Dr. Andre A. de Waal, the academic director at the Center for Organizational Performance based in the Netherlands, presents a framework to analyze the similar characteristics and factors of High Performance Organisations (HPO). The study conducted, The characteristics of a High Performance Organisation, was based on a systematic review of the literature, through the analysis of 290 selected studies, these being summarized by three researchers.

    Combining the definitions from literature, de Waal (2010) concludes that a High Performance Organization (HPO) can be defined as “an organization that achieves financial and non-financial results that are better than those of its peer group over a period of time of at least five to ten years“.

    The range of returns for HPO is analyzed through financial and non-financial KPIs, by comparing their current state within the HPO versus its competitors:

    Range of returns for HPO

    Source: de Waal (2010)

    The HPO framework contains the main eight factors that define and influence success within organizations, making them become HPOs. The framework was defined based on a combination between the frameworks of Kotter and Heskett (1992) and the one of Scott Morton (2003). The factors from the framework influence together the degree in which organizational members exhibit performance-driven behaviour which in turn designates whether or not the organization is a HPO (de Waal, 2010).

    Framework with the eight factors influencing high performance

    Source: de Waal (2010)

    The paper focuses on the thematic findings of the literature review and its greatest contribution is the overview of academic and practice work aimed at understanding the secrets of top management practices. However, further research is recommended to focus on validating these characteristics in practice, through underlining the direct link between HPO characteristics and organizational performance.

    References:

    de Waal, A 2010, The characteristics of a High Performance Organisation, Center for Organizational Performance, Hilversum.

    Kotter, J.P. & Heskett, J.L  1992, Corporate culture and performance, Free Press, New York.

    Morton, C 2003, By the skin of our teeth. Creating sustainable organisations through people, Middlesex University Press, London.

    Country Brand Index 2009 – USA, Canada and Australia atop the list

    Monday, September 13th, 2010

    United States of America tops the list of the best country brands in 2009, followed by Canada and Australia. The Country Brand Index rankings revealed by FutureBrand for several years now is recognized as the most complete and thorough evaluation of a country brand.

    Source: FutureBrand, 2010

    How is the Country Brand Index put together?

    A country brand is more than just a logo (Marazza, 2007). A country is a complex product, defined by far more than the land outlined by its borders. A country is a political, economical, cultural, historical and linguistic entity. Thus, a country brand can become hard to be defined and evaluated according with its true value.

    FutureBrand has developed a three tiered methodology for examining and ranking country brands that permits data triangulation and minimal bias. The Country Brand Index incorporates:

    - A global quantitative survey

    - Expert opinions, and

    - Relevant secondary sources for statistics that link brand equity to assets, growth and expansion.

    Key methodology figures and insights:

    - The survey tracks the perception of more than 3,000 international business and leisure travelers;

    - Travelers were selected from 9 countries: US, UK, China, Australia, Japan, Brazil, UAE, Germany and Russia;

    - Respondent perception of 102 country brands were quantified through questions about country perception;

    - The country brands were assessed on 29 attributes and 7 measures of brand strength;

    - Survey results were weighted and aggregated in proportion of regional volume of travel consumption, for assuring a minimal bias;

    - 47 panel experts with no association with a specific destination were interviewed, to strengthen and give credibility to country brand evaluation.

    Assessing country brands – The framework

    Countries are multifaceted, complex products. In order to assess their strengths, weaknesses and opportunities, as accurately as possible, FutureBrand has developed a multilayered framework that crystallizes the way we look and perceive a country brand. The framework built on 8 dimensions, captures every important aspect of a country, from geography, to economy and ethos. It facilitates the development of a holistic country brand platform by allowing to discern between strengths, weaknesses and opportunities. Thus, it gives a good sense of what is the maturity and brand level of performance, identifying possible gaps that need to be addressed.

    Source: FutureBrand, 2010

    Measuring the brand strengths

    One of the most important components of the country brand assessment framework is the measurement of the brand strengths. For assessing this important dimension FutureBrand uses the Hierarchical decision Model (HDM). The model based on 7 measures asses the country brand development in terms of the place a brand occupies in the minds of its audiences. The seven measures are:

    % AwarenessDo key audiences know that the country exists? How top of mind it is?

    % FamiliarityHow well do people know the country and what it offers?

    % AssociationsWhat qualities come to mind when people think of the country?

    % PreferenceHow highly do audiences esteem the country?

    % ConsiderationIs this one of the countries being thought of visiting?

    % Decision/Visitation To what extent do people follow through and visit the country?

    % AdvocacyWhat is the visitors’ willingness to recommend the country to family, friends and colleagues?

    In order to get the complete picture of the country brand performance, both rating and ranking of each measure were considered.

    Overall, the FutureBrand report provides with a good sense of what are the best country brands in the world. The report provides also a wide range of interesting statistics and country brands’ performance evaluations according with different criteria. To download the complete report, visit futurebrand.com.

    Smartkpis.com recommendations

    To support the marketers’ needs smartkpis.com includes a wide selection of Key performance indicators for the Marketing functional area. A considerable number of articles addressing different key marketing performance aspects are also available.

    References

    A taxonomy of sources used for KPI selection

    Saturday, September 11th, 2010

    smartKPIs.com Performance Architect update 36/2010

    Working with Key Performance Indicators (KPIs) requires selecting a group of relevant KPIs first. There are many options for this: start with a blank page, review other sources, or get someone else (such as a consultant) to do this for you among others.

    Some of the general rules to follow on embarking on such a journey are:

    1. Do your research. Selecting KPIs is a learning experience, a journey in itself. There are many insights to gain by taking it step by step instead of just getting to the destination. Research is an important component of this journey.
    2. Acknowledge the uniqueness of your environmental settings. While some KPIs are widely used across organisations (i.e. % Satisfied customers, $ Sales revenue and % Profit rate), others are unique to each organisations as they reflect their strategy and specific conditions of operating. Each organisation should select the KPIs based on their relevance and not on their popularity.
    3. Clarify what you want to achieve. If you want to improve things and learn from KPIs, you should not avoid selecting challenging KPIs, difficult to measure or difficult to improve. The easy choice is selecting KPIs that make you look good. While this may serve some purpose on the short term, on the medium to long term it will impact the relevance and credibility of KPIs in the organisation.

    Having these general rules in mind, the question is: “Where do we do our research to inform the KPI selection process?”. The main sources of information can be grouped in three categories:

    Primary Sources

    • Front-line employees input – they are at the core of the value generation chain and know what matters for operational success.
    • Input from managers – due to their perspective across the value generation process, role in shaping strategy and their relationship with various stakeholders.
    • Board input – in many instances they mandate the use of specific KPIs and their selection in strategic / operational is non-negotiable.
    • Input from suppliers – their insight in the supply chain is valuable as they can bring an external perspective to what needs to be measured and improved
    • Customer input – their opinion matters.

    Secondary sources

    • Strategic development plan (3-5 years)
    • Annual business/strategic plan
    • Annual reports
    • Internal operational reports
    • Competitor review reports

    External sources

    Individually or in combined, these sources can generate a list of prospective candidates for KPI selection, anchored to organisational objectives. Ultimately the decision on which KPIs will be used should be based on discussions within the organisation to determine the most relevant ones. Consultants can be useful in this process as facilitators, but not necessarily as “fountains of truth”. Their role should be more as guides on this journey, providing tools, information and advice, but not developing the final list of selected KPIs in an ivory tower. Enjoy the journey!

    Stay smart! Enjoy smartKPIs.com!

    Aurel Brudan
    Performance Architect,
    www.smartKPIs.com

    Walker, Rob 1992, “Rank Xerox – Management Revolution”, Long Range Planning, Vol. 25, No. 1, pp. 9 to 21

    smartKPIs.com TV – Measuring Cuteness – Mali and Jazz

    Thursday, September 9th, 2010

    A couple of weeks ago, smartKPIs.com celebrated a new milestone by reaching the 5,000 documented Key Performance Indicator (KPI ) examples mark.

    The team has prepared a special video to mark the occasion and the launch of the smartKPIs YouTube channel.

    Enjoy Mali and Jazz:

    Music credits: www.pogomix.net

    Over 900 Key Performance Indicators (KPI) in practice reports on smartkpis.com

    Wednesday, September 8th, 2010

    www.smartKPIs.com registered members can now learn about how companies use Key Performance Indicators (KPIs) to monitor their performance by reviewing over 900 KPIs in practice reports documented and published in the online repository. The smartKPIs.com team focused in the last month on publishing reports from  Education & Training and Financial Institutions industry. KPIs in practice reports specific to the Manufacturing, Utilities and Resource industries were also added to the database.

    The KPIs in practice repository now contains reports from over 120 countries, as diverse as Jordan, Japan, New Zealand, Romania, Singapore, Mauritius or Bermuda. The countries with the highest number of KPIs in practice reports are:

    The industries with the highest number of documented performance measures are:

    Example of a documented KPIs in practice report: Panama Canal Authority

    KPIs in Practice user experience on http://www.smartKPIs.com

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