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Eight Financial KPIs To Help Measure Your Business
Eight Financial KPIs To Help Measure Your Business
Eight Financial KPIs To Help Measure Your Business
When running a small business, you can’t rely on your gut instinct all the time, especially
when it comes to evaluating your company’s financial health. You should be objective rather
than subjective when determining the financial health of your company.
One way to objectively track the health of your business is through the use of key
performance indicators, otherwise known as KPIs. Different types of KPIs represent an array
of markers that companies use to measure performance in a variety of areas — from
marketing campaigns to supply chain management to finance.
According to KPI.org, KPIs “are the critical (key) indicators of progress toward an intended
result. KPIs provide a focus for strategic and operational improvement, create an analytics
basis for decision-making, and help focus attention on what matters most.”
Keeping close tabs on your small business’s financial performance is essential to long-term
success. Below, you’ll find eight actionable KPIs that will help you measure your business’s
financial health.
So for instance, imagine that you earn $1 million in total revenue for the year. The direct
costs associated with your product are $400,000. The equation would then look like this:
Typically, you want your gross profit margin to be at least 10%. Anything lower than that
may be cause for concern. Gross profit margins can also vary considerably by industry. For
instance, engineering and construction firms have an average gross profit margin of 12.15%.
Banks, on the other hand, have 100% profit margins. So long as you’re hitting or exceeding
your industry average, you’re in good shape.
2. Net profit
Your net profit is your bottom line — the amount of cash left over after you’ve paid all the
bills. Net profit accounts for both direct and indirect expenses. The formula for calculating
net profit is straightforward.
Like with gross margins, net margins also vary by industry. It’s also reasonable to expect net
margins to be considerably lower than gross margins. For instance, the average gross margin
for the advertising industry is 28.54%, but the average net margin is only 3.10%.
If customer A consistently pays her bills within 15 days, while customers B, C, and D drag
their payments out to 90 or even 120 days, you may have found a root cause of your
business’s cash flow problems. You can then take steps to start charging interest on overdue
accounts or let go of slow-paying clients.
5. Current ratio
Current ratio provides you with a measure of liquidity. You can use this KPI to determine if
you have the necessary cash on hand to fund a large purchase. Creditors may also use this
formula to determine the likelihood of you repaying a loan.
6. Quick ratio
The quick ratio is another KPI that’s extremely relevant to a business’s financial health. The
quick ratio shows a company’s ability to pay short-term financial liabilities immediately. The
quick ratio is a better indicator of the ability to do so than the current ratio, as the current ratio
accounts for a business’s likelihood of making these payments within a year. The formula for
quick ratio is:
Customer acquisition ratio = net expected lifetime profit from customer ÷ cost to
acquire customer
To calculate the expected lifetime profit from the customer, you’ll need to consider a
customer’s purchasing frequency and average purchasing price. Your costs to acquire the
customer can include things like marketing and onboarding costs. The actual variables that
make up these components will vary from company to company.
If your firm is healthy, this ratio will be at least one. If it’s less than one, it’s an indication
that you’re spending too much to acquire customers and losing money as a result. A high
ratio, on the other hand, means that your investment is worthwhile. For instance, imagine the
equation yields a customer acquisition ratio of three. This means that you’re earning $3 for
every $1 you spend to acquire a new customer.
ROI of research and development = (Gain from investment – cost of investment) ÷ cost
of investment
There’s no black and white answer as to what a good ROI is. If you’re in the 5% range, you
should be comfortable that your efforts are paying off. Anything lower than that and you may
want to evaluate whether you should reallocate your R&D funds.
Lastly, you’ll want to make sure that your performance measurement includes both leading
indicators and lagging indicators. Lagging indicators involve things that have already
happened in the past. KPI examples of lagging indicators include total sales last month and
income per employee. Leading indicators, on the other hand, are important metrics that keep
track of inputs, allowing you to determine how likely you are to meet your strategic goals.
Conversion rates are an excellent example of a leading indicator.
You determine that you can measure your progress toward this goal by tracking an increase
in revenue versus an increase in dollars spent. You then realize that hiring additional sales
staff and focusing on customer satisfaction and retention can help you achieve these goals.
You’ll know after six months whether you’ve completed this goal, although you’ll check in
every four weeks for a real-time depiction of how you’re doing.
Using these criteria ensures that you’re creating SMARTER KPIs. SMARTER stands for:
Specific
Measurable
Attainable
Relevant
Time-Frame
Evaluate
Re-evaluate
Choosing SMARTER KPIs ensures that these key metrics are working well for you,
increasing your chances of meeting your short-term and long-term goals.