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50 Kpis Cheat Sheet by Nicolas Boucher
50 Kpis Cheat Sheet by Nicolas Boucher
by Nicolas Boucher
Accounts
Accounting KPIs
Measures how much profit a Measures a company's ability to Measures the proportion of a Measures how quickly a company Measures how quickly a company
company generates with the meet its short-term financial company's financing that comes collects outstanding debts from pays its suppliers
money shareholders have invested obligations from debt versus equity customers
Net Income / Total Equity Current Assets / Current Liabilities Total Debt / Total Equity Net Credit Sales / Average Total Supplier Purchases /
Accounts Receivable Average Accounts Payable
Invoice Processing
Gross Profit Margin Net Profit Margin Time Fixed Asset Turnover Inventory Turnover
Measures the percentage of Measures the percentage of revenue Measures how efficiently Measures how effectively a Measures the number of times
revenue that is left over after that is left over after deducting all accounting is at processing company uses its fixed assets to inventory is sold and replaced
deducting the cost of goods sold expenses, including taxes invoices generate sales during a period
(Revenue - Cost of Goods Sold) Net Income / Revenue Total invoices processed / Total Revenue / Net Fixed Assets Cost of Goods Sold / Average
/ Revenue time spent on invoice processing Inventory
Average Days
Cash Burn Rate Delinquent Operating Cash Flow Free Cash Flow Overdues Ratio
Net Cash spent by a company in a Measure the average number of Money generated by daily Expands on the OCF concept by Measures your effectiveness of
Cash KPIs
specific time frame days that payments are overdue or operations also excluding interest payments collecting cash and the quality of
delinquent beyond the agreed and including asset purchases your receivables
payment terms
Cash Spent (monthly average) - Net Income + Non-Cash Expenses – OCF + Interest Payments - Overdues / Total Receivables
Cash Received (monthly average) Days Sales Outstanding (DSO) - Best Increase in Working Capital
Possible Days Sales Outstanding (BPDSO) Asset Purchase
Days of Inventory Days Sales Days Payables Cash Conversion Cash Reserves in
Outstanding Outstanding Outstanding Cycle Days
Average number of days that a Measures how much profit a Average number of days that it Days to convert inventory into cash Measures of how long your
company holds inventory for company generates with the takes a company to pay its flows from sales organisation could survive if cash
before turning it into sales money shareholders have invested suppliers dried up tomorrow
Average Account Payables / Yearly DIO+DSO−DPO Cash Reserves / Average Daily
Average Inventory / Yearly Cost Of Average Account Receivables / Cost Of Goods Solds (COGS) x 365
Goods Solds (COGS) x 365 days Annual Sales x 365 days days Expenses
Employee
Revenue Growth Market Share Productivity Innovation Index Brand Equity
by Nicolas Boucher
Measures the increase in revenue Measures the company's portion of Assesses the company's ability to Measures the perceived value and
Measurers the overall productivity
CEO KPIs
from one period to another the total market sales within its foster innovation and drive new strength of the company's brand
industry and efficiency of the workforce product development in the marketplace.
(Current period revenue - Previous
period revenue) / Previous period Total Sales of the Company / Total Productive Hours / Total Revenue derived from New Brand Awareness × Brand
revenue Total Sales of the Market Worked Hours Products / Total Revenue Perception × Brand Loyalty
Measures the company's success Measures the company's progress in Measures the level of employee Measures the rate at which employees Measures the cash inflows and
in expanding into new markets or achieving sustainability goals, such as , satisfaction and commitment to are leaving the company outflows of the company during a
segments improving energy efficiency, or the company given period
implementing sustainable practices. (Number of Employees who left
Employee Engagement Score based during the period / Average Operating Cash Flow +
Revenue from New Markets / Sustainability Goals Achieved on the average of responses of an Number of Employees during the Investing Cash Flow +
Total Revenue / Total Sustainability Goals employee survey period) x 100 Financing Cash Flow
Customer Churn Rate New Buyer Growth Lifetime Value Customer Average Revenue
Rate Acquisition Costs Per User
SaaS KPIs
Speed at which you gain new Revenue from a customer over the Amount of money a company
Percentage of customers lost in a customers over defined periods of Average revenue generated per
given time frame retention time period spends to get a new customer customer
time
Customers lost / Total (New buyers this month - New buyers Customer Value * Average Cost of Sales and Marketing / Total revenue / Total number
Customers last month) / New buyers last month Customer Lifespan Number of New Customers Acquired of customers
Current Cash Balance / Burn (New MRRt + Expansion MRRt) / Number of customers * Annual Contract Value per client
Rate ARR / FTE (Churned MRRt + Contraction MRRt) Average billed amount * Number of potential clients
Return on Price-to-Earnings
Investors KPIs
Income from asset / Asset invested Dividend / Net income Net Income / Average number Market Price per Share / Annual Dividend per Share /
of outstanding shares Earnings per Share Market Price per Share
Share Buyback Current Ratio Quick Ratio Gross Margin Ratio NetPromoter Score
Ratio
Reflects commitment to returning Company's ability to pay its Company's ability to pay its Measures customer satisfaction
capital to shareholders and increasing current liabilities with current Measures the profitability of a
current liabilities with quick assets company's products or services and loyalty
the value of remaining shares assets
Total Shares bought back / Total Current Assets / Current (Current Assets - Inventories) / (Revenue - Cost of Goods Sold) % of Promoters - % of
Marketcap Liabilities Current Liabilities / Revenue Detractors