FinanceKPI / metricPrice quality strategyHow should price quality strategy be measured and interpreted?Guide positioning and pricing for a product or service.
keymodelsSearch
Find frameworks by question, context, or constraint.
- Records
- 820
- Domains
- 10
- Tags
- 60
Content type
Resources
48 shownPress ArrowDown from search to enter results
FinanceKPI / metricPrice quality strategyHow should price quality strategy be measured and interpreted?Guide positioning and pricing for a product or service.
StrategyKPI / metricStrategic dialogueHow should strategic dialogue be measured and interpreted?Use strategic dialogue when an organisation must make and implement choices across functions, or when success depends on knowledge and commitment held by partners and stakeholders. It is particularly useful where analysis alone will not create shared understanding, yet leaders still need a disciplined path from exploration to decision and delivery.
OperationsKPI / metricMetric definition cardWhat exactly does this metric mean, how is it calculated, and which decision should it support?
StrategyKPI / metricBlue ocean strategy (Kim and Mauborgne)How should blue ocean strategy (kim and mauborgne) be measured and interpreted?Use the approach when a red ocean position offers limited prospects for profitable growth. In their twenty fifteen work on “red ocean traps,” Kim and Mauborgne identified six mental models that obstruct market creation:
StrategyKPI / metricBalancing stakeholder interests (corporate social responsibility)How should balancing stakeholder interests (corporate social responsibility) be measured and interpreted?Whenever strategic choices create different consequences for the groups on which the business depends.
Organisational behaviourKPI / metricTraining return on investmentHow should training return on investment be measured and interpreted?Answer the performance question: “How effective is our training in driving business results?”
StrategyKPI / metricThree generic strategies (Porter) and the fatal bias (Goddard)How should three generic strategies (porter) and the fatal bias (goddard) be measured and interpreted?Use this framework when defining or reviewing a business level strategy, testing whether a value proposition has a credible economic basis, or diagnosing a company whose initiatives pull in conflicting directions. It is particularly useful when:
MarketingKPI / metricPage views and bounce ratesHow should page views and bounce rates be measured and interpreted?Answer the key performance question: “How effective is our internet strategy?”
StrategyKPI / metricStrategic repositioning and shaping profit growth optionsHow should strategic repositioning and shaping profit growth options be measured and interpreted?Use it whenever strategic direction must be translated into specific choices about where and how profit will grow.
StrategyKPI / metricMaking the strategic investment decisionHow should making the strategic investment decision be measured and interpreted?Use this approach when you must choose among strategic alternatives with different costs, benefits, timing and risks. Use payback only as a screening method when a full discounted cash flow analysis is disproportionate or unavailable.
MarketingKPI / metricCustomer retention rateHow should customer retention rate be measured and interpreted?Answer the key performance question: “To what extent are we keeping the customers we have acquired?”
TemplateKPI / metricCommunications StrategyHow should communications strategy be measured and interpreted?
Organisational behaviourKPI / metric360-degree feedback scoreHow should 360-degree feedback score be measured and interpreted?Answer the key performance question: “How well are our people performing in the eyes of those who have a stake in their performance?”
StrategyKPI / metricStrategic due diligence and the market contextual plan reviewHow should strategic due diligence and the market contextual plan review be measured and interpreted?Use strategic due diligence and the Market Contextual Plan Review to refine a strategy or business plan before committing capital. The ambition is a plan robust enough to survive forensic examination by a specialist adviser acting for a demanding investor.
FinanceKPI / metricOperating profit marginHow should operating profit margin be measured and interpreted?Use operating profit margin to track whether revenue is converting into operating profit, to compare business units or periods using the same accounting definition, and to investigate the effect of pricing, volume, mix and operating costs. It is especially useful alongside revenue growth: growth that requires operating costs to rise faster than revenue will reduce the margin.
OperationsKPI / metricService profit chainHow should service profit chain be measured and interpreted?Map hypotheses linking employee conditions, delivered service, customer behaviour and economics.
StrategyKPI / metricDeliberate and emergent strategy (Mintzberg)How should deliberate and emergent strategy (mintzberg) be measured and interpreted?Use the distinction when the market is changing faster than the planning cycle, when frontline teams are discovering opportunities that senior leaders did not foresee, or when actual investment and operating decisions no longer match the formal plan. It is also valuable during a strategy review because it separates three questions that are often confused: What did we intend? What did we actually do? What should we now choose to continue?
StrategyKPI / metricProduct recycling rateHow should product recycling rate be measured and interpreted?Use it to answer the key performance question: “To what extent are we minimising the environmental impact of the products we produce or sell?”
FinanceKPI / metricReturn on investment (ROI)How should return on investment (roi) be measured and interpreted?Answer the key performance question: “How well are we generating sustainable profits?”
MarketingKPI / metricConversion rateHow should conversion rate be measured and interpreted?Answer the key performance question: “To what extent are we able to convert potential customers into actual customers?”
Organisational behaviourKPI / metricBalanced scorecardHow should balanced scorecard be measured and interpreted?Use the BSC when traditional financial reporting is too narrow to manage strategy. It complements financial outcomes with the non financial drivers of future success across financial , internal business processes , learning and growth and customer perspectives. The scorecard asks:
MarketingKPI / metricCustomer turnover rateHow should customer turnover rate be measured and interpreted?Answer the key performance question: “How well are we retaining customers?”
FinanceKPI / metricGross profit marginHow should gross profit margin be measured and interpreted?Determine how much gross profit the organisation retains from each dollar of sales.
Organisational behaviourKPI / metricEmployee churn rateHow should employee churn rate be measured and interpreted?Answer the key performance question: “How well are we retaining our staff?”
FinanceKPI / metricWorking capital ratioHow should working capital ratio be measured and interpreted?Answer the performance question: “How well are we managing our cash flow?”
StrategyKPI / metricProfit from the core (Zook)How should profit from the core (zook) be measured and interpreted?Use the framework whenever a growth strategy appears to be drifting away from the customers, capabilities, channels or economics that give the company an advantage.
OperationsKPI / metricReturn on innovation investment (ROI2)How should return on innovation investment (roi2) be measured and interpreted?Answer the key performance question: “To what extent are our investments in innovation generating a return?”
FinanceKPI / metricPrice/earnings ratio (P/E ratio)How should price/earnings ratio (p/e ratio) be measured and interpreted?Answer the performance question: “How does the market value this company relative to its earnings?”
AccountingKPI / metricRatio analysisHow should ratio analysis be measured and interpreted?Compare a company with carefully selected peers or relevant industry ranges.
OperationsKPI / metricDelivery in full, on time (DIFOT) rateHow should delivery in full, on time (difot) rate be measured and interpreted?Answer the key performance question: “To what extent are our customers getting what they want at the time they want it?”
OperationsKPI / metricCapacity utilisation rate (CUR)How should capacity utilisation rate (cur) be measured and interpreted?Use CUR to answer: “To what extent are we using our practical production or work potential?”
StrategyKPI / metricMintzberg’s 5Ps for strategyHow should mintzberg’s 5ps for strategy be measured and interpreted?Use the five Ps when:
StrategyKPI / metricStrategy mapsHow should strategy maps be measured and interpreted?Use a strategy map to describe strategic objectives across the four balanced scorecard perspectives and to show how contributions are expected to connect. Combined with indicators, targets and initiatives, it gives management an architecture for steering execution.
OperationsKPI / metricEarned value (EV) metricHow should earned value (ev) metric be measured and interpreted?Answer the key performance question: “To what extent are our projects making the desired progress?”
StrategyKPI / metricGood strategy, bad strategy (Rumelt)How should good strategy, bad strategy (rumelt) be measured and interpreted?Use the framework to develop a strategy, test whether an existing plan is genuinely strategic and replace broad aspiration with a focused response to a consequential problem.
StrategyKPI / metricCorporate strategy: parenting advantageHow should corporate strategy: parenting advantage be measured and interpreted?Use it to understand how the businesses inside one corporation fit together.
FinanceKPI / metricDebt-to-equity (D/E) ratioHow should debt-to-equity (d/e) ratio be measured and interpreted?Answer the key performance question: “To what extent are we financing our business through debts versus equity?”
MarketingKPI / metricMarket growth rateHow should market growth rate be measured and interpreted?Answer the key performance question: “To what extent are we operating in markets with future potential?”
FinanceKPI / metricReturn on assets (ROA)How should return on assets (roa) be measured and interpreted?Answer the key performance question: “To what extent are we able to generate profits from the assets we control?”
FinanceKPI / metricNet profitHow should net profit be measured and interpreted?Answer: “To what extent are we generating bottom line results?”
MarketingKPI / metricNet promoter score (NPS)How should net promoter score (nps) be measured and interpreted?Answer: “To what extent are our customers willing to recommend us?”
StrategyKPI / metricWaste recycling rateHow should waste recycling rate be measured and interpreted?Answer the performance question: “To what extent are we recovering our waste for reuse or recycling?”
FinanceKPI / metricCAPEX to sales ratioHow should capex to sales ratio be measured and interpreted?Use the ratio to ask: “How much are we investing in future capacity relative to our sales and competitors?”
FinanceKPI / metricRevenue growth rateHow should revenue growth rate be measured and interpreted?Answer the key performance question: “How well are we growing the business?”
FinanceKPI / metricReturn on equity (ROE)How should return on equity (roe) be measured and interpreted?Answer the key performance question: “How efficiently are we using the investments that shareholders have made to generate profits?”
Organisational behaviourKPI / metricOrganisational configurations (Mintzberg)How should organisational configurations (mintzberg) be measured and interpreted?Use the configurations when a strategy is being translated into an operating model, when coordination repeatedly fails, or when a reorganisation is under consideration. The analysis can reveal which part of the organisation currently has the most influence, how work is actually coordinated and whether those choices are mutually consistent. It can also show what must change if the organisation’s strategic priorities or environment have changed.
FinanceKPI / metricReturn on capital employed (ROCE)How should return on capital employed (roce) be measured and interpreted?Answer the key performance question: “How well are we generating earnings from our capital investments?”
Organisational behaviourKPI / metricRevenue per employee (RPE)How should revenue per employee (rpe) be measured and interpreted?Answer the key performance question: “How much revenue does the organisation generate relative to its workforce?”