Customer Scorecard Summary
The following table contains summary information for the KPIs that make up the Customer Scorecard. In addition to the KPI description and related critical success factor, this summary table includes the dimension or object type, perspective type, and KPI calculation definition.
Note: The following is not a complete list of all the KPIs delivered with the Customer Scorecard, but only of the KPIs related to critical success factors. Fifty-six predefined KPIs are delivered with the Customer Scorecard; some KPIs measure Customer Relationship Management activities, while others measure operations that drive the CRM activities.
Critical Success Factor |
KPI Name |
Dimension (Object Type) |
Perspective |
KPI Calculation |
---|---|---|---|---|
Increase Revenue/Customer. |
Revenue by Customer |
Customer Master List |
Financial |
Total Revenue grouped by Customer. |
Maximize Profit. |
Profitability by Customer |
Customer Master List |
Financial |
Total Revenue – Total Expense, by Customer. Data is accessed from PF_LEDGER_F00, that is, ABM/Data Manager. |
Maximize Profit. |
Profitability by Product |
Product |
Financial |
Total Revenue – Total Expense by Product. Data is accessed from PF_LEDGER_F00, that is, ABM/Data Manager. |
Maximize Profit. |
Profitability by Channel |
Channel |
Financial |
Total Revenue – Total Expense, by Channel. Data is accessed from PF_LEDGER_F00, that is, ABM/Data Manager. |
Maximize Profit. |
Average Deal Value |
Customer Master List |
Financial |
Total deal volume divided by number of orders, by customer. |
Increase Revenue/Customer. |
Average Discount |
Product |
Financial |
Total Discounts divided by total deal volume, by customer. |
Decrease Cost/Customer. |
Cost to Support by Customer |
Customer Master List |
Financial |
Activity Based Management Costs by Customer. |
Decrease Cost/Customer. |
Cost to Support by Product |
Product |
Financial |
Activity Based Management Costs by Product. |
Increase Market Share. |
Market Share |
Product |
Financial |
Manual KPI. Market Share by Product. |
Increase Effectiveness of Internal Processes. |
Days Sales Outstanding |
Business Unit |
Financial |
Trade Accounts Receivable / (Revenue / # Days in a Period), by business unit. |
Increase Customer Base. |
Pipeline Revenue |
Territory |
Financial |
Absolute pipeline by territory. |
Increase Customer Satisfaction. |
Customer Satisfaction |
Business Unit |
Customer |
Average Survey Score by business unit. This is based on support surveys. |
Increase Customer Base. |
Customer Acquisition Rate |
Business Unit |
Customer |
(# New Customers Current – # New Customer Prior) / # New Customers Prior, by business unit. |
Extend Duration of Existing Customers. |
Repeat Customer Rate |
Business Unit |
Customer |
# Repeat Customers / Total # of Customers, by business unit. |
Extend Duration of Existing Customers. |
Customer Value |
Customer Master List |
Customer |
Composite of customer value scores. |
Increase Revenue/Customer. |
Average Number of Products per Order |
Customer Master List |
Internal Process |
Total # of Products / Total # of Orders, by Customer. |
Deliver on Commitments to Customer. |
Average Time to Fulfill Orders |
Customer Master List |
Customer |
AVG (Schedule Arrival Time – Order Date), by Customer. |
Deliver on Commitments to Customer. |
On Time Delivery |
Business Unit |
Customer |
# On Time or Early Orders / Total Orders, by business unit. |
Increase Customer Base. |
Lead Response Rate |
Campaign |
Internal Process |
# of Accepts / List Size by Campaign. |
Develop Effective Marketing Campaigns. |
Conversion Rate |
Campaign |
Internal Process |
# Opportunities Won / # of Leads, by Campaign. |
Develop Effective Marketing Campaigns. |
Average ROI |
Campaign |
Internal Process |
(Revenue - Marketing Costs) / Revenue, by Campaign. |
Provide Superior Customer Service. |
Average Time to Close Case |
Product |
Internal Process |
AVG (Resolution Date – Creation Date), by Product. |
Provide Superior Customer Service. |
Rolling Average No. of Cases |
Support Organization |
Internal Process |
(# of Cases Current Period + # of Cases Prior Period + # of Cases 2 Periods Ago) / 3, by Support Organization. |
Hire and Retain Best People. |
Employee Fill Ratio |
Department |
Internal Process |
Manual KPI |
Hire and Retain Best People. |
Sales Reps Achieving Quota |
Business Unit |
Learning & Growth |
Manual KPI |
Train and Empower Employees. |
Sales Training Completed |
Business Unit |
Learning & Growth |
# of Sales Employees Completed Training / Total Sales Force, by business unit. |
Train and Empower Employees. |
Support Training Completed |
Support Organization |
Learning & Growth |
# of Support Employees Completed Training / Total Support Force, by Support Organization. |
Increase Effectiveness of Internal Processes. |
Lost Business |
Sales Territory |
Financial |
Sum of estimated revenue over all closed-lost opportunities, by sales territory. |
Increase Effectiveness of Internal Processes. |
Revenue by Channel |
Channel |
Financial |
Total revenue for the period, by channel. |