KPI's and metrics for digital processed comps

	A	B	C	D	E	F	G
1	DEPARTMENT	DEPARTMENT	METRIC NAME	DESCRIPTION	ABOUT	CALCULATE	TAG

2	Social Media	Marketing & Growth	Conversion Rate	The percentage of users who take a desired conversion action, found by dividing number of conversions by total traffic per period	Conversion Rate is a measure of the success rate of turning customer leads or potential customers into actual customers.	Conversion Rate = (Number of Goal Achievements / Visitors) x 100	Conversion
3	Customer Service	Marketing & Growth	Market Share	Market Share provides a measure of the relative share a business has in a given market compared to its competitors.		Relative Market Share (%) = organisation's market share /largest competitor's market share.
4	Customer Service	Marketing & Growth	First Contact Resolution (FCR)	Percentage of support issues resolved by the customer service department upon first contact. For web chats or live calls, this means your agent resolved the issue before the customer ended the chat session or hung up the phone. It can be calculated by dividing the number of issues resolved on the first contact by the total number of contacts. Issues are deemed “resolved” if the customer says so. This lets you narrow down to issues that aren’t being resolved on the first contact and address the root cause	First Contact Resolution (FCR) is a measure of the effectiveness with which a company is resolving customer queries. It basically measures the rate at which customer queries are resolved at first contact.	FCR Call Statistics (A) = (Total number of queries) / (Total number of calls) x 100
5	Financial	Sustainability	Energy Consumption	Energy Consumption is a measure of how much energy a company is consuming which can be measured by the amount of energy purchased from an energy supplier in a given period.
6	Social Media	Marketing & Growth	Bounce rate	The percentage of visitors who only went to a single page of your site, bouncing back to the place they came from rather than clicking further into the site	Bounce Rate essentially represents a measure of website attractiveness. It measures the percentage of initial visitors to a website who 'bounce' away to a different site, rather than continue on to other pages within the same site.		Acquisition
7	Marketing & Growth	Customer Service	Net Promoter Score (NPS)	The Net Promoter Score is a measure of customer satisfaction and customer loyalty. It is based on a single question: How likely is it that you would recommend [Company X or product Y or service Z] to a friend or colleague?	To calculate this one, customers answer the question, How likely is it that you would recommend [your company] to a friend or colleague? using a scale of 0-to-10 points.	Net Promoter Score = % of Promoters - % of Detractors	Brand Effectiveness
8	Financial	Customer Service	Customer Lifetime Value	Customer Lifetime Value is an indicator of the financial value a customer provides over the lifespan of the entire customer relationship.
9	Financial	Customer Service	Customer Profitability	Customer Profitability is an indicator of how much profit a business is generating from individual customers. Customer profitability is basically a measure of the net dollar contribution made by individual customers to an organisation.
10	Operations	Customer Service	SERVQUAL	SERVQUAL is a measure of the service quality a company provides to its customers. Based on a multi-item survey that takes into account both service expectations and service perceptions it provides an insight into the gap between the service level customers expect and their actual view of the service.
11	Sales	Customer Service	Customer turnover rate	Customer Turnover Rate measures customer loyalty through the rate at which acquired customers are leaving or not renewing.		Customer Turnover = Lost customers over period t / total number of customers at the end of period t
12	Social Media	Customer Service	Customer Retention Rate	The percentage of the total number of customers retained in context to the customers that have cancelled.		Customer Retention Rate (CRR) = Number of customers at the beginning of a period / number of those customers that remained customers at the end of a period	Retention
13	Financial	Engineering & IT	Tech Costs as Percentage of Revenue	IT Cost as a Percentage of Revenue is one of the most common measures of the efficiency of IT operations.		Total spend on IT (comprising hardware, software and networking costs - including outsourcing costs) as a percentage of annual revenues (sales).
14	Financial	Engineering & IT	Tech Project Cost Variance	IT Project Cost Variance is an indicator of the extent to which projects are delivered within budget.		Project Cost Variance (PCV) = SPC - APC
15	Marketing & Growth	Engineering & IT	Website Non-Availability	Website Non-Availability measures the time that a website is not available. Downtime is calculated for individual URLs but multi-step processes such as shopping with card payment or user registrations can be identified as 'non-available' if one of the steps is not functioning. The software automatically verifies the server status, downloads the full HTML content and measures the response time of the specified website.
16	Marketing & Growth	Financial	Quotation Conversion Rate	Quotation Conversion Rate measures the success rate (percentage) a company achieves of converting quotes for business into actual orders.		Quotation Conversion Rate = (Number of Successful Quotes / Number of Quotes submitted) x 100
17	Marketing & Growth	Financial	Sales per Channel	Sales by Channel is an indicator that breaks sales down by the channel through which the sales were generated. This provides an insight into the effectiveness of different channels such as direct sales, shops, online, etc.
18	Marketing & Growth	Financial	Sales Volume Projection	Sales Volume Projection measures the projected or expected volumes of sales over a future period. It is basically a measure of the order book a company has plus any sales a company is sure to secure.
19	Marketing & Growth	Financial	Upselling Success Rate	Upselling Success Rate measures the percentage of upselling attempts or opportunities that are successful and sales are made.		Upselling Success Rate = (Number of Successful Up-Sales / Number of Upselling Attempts (or Opportunities)) x 100
20	Operations	Financial	Return on Innovation Investment	Return on Innovation Investment measures the returns generated from investments in innovation.		Return on Innovation Investment = [(Net Profit from new products and services) - (innovation costs for these products and services)] / (innovation costs for these products and services)
21	Product & Project Management	Financial	Number of budget iterations
22	Sustainability	Financial	Saving Levels due to Conservation and Improvement Efforts	Saving Levels Due to Conservation and Improvement Efforts measures the total level of savings (in carbon emissions, water usage, energy usage or costs) generated from the conservation and improvement projects identified.
23	Customer Service	Marketing & Growth	Brand Equity	Brand Equity is a measure of the value a brand adds to an organisation's products or services. Brand equity can result in price premiums or customer loyalty.
24	Customer Service	Marketing & Growth	Corporate Reputation	Corporate Reputation is an indicator of the reputation a company has in the eyes of its customers, potential customers or the general public.
25	Customer Service	Marketing & Growth	Customer Engagement	Customer Engagement measures the level to which customers are engaged with the brand of a business. It is a survey based measure of the strength of a customer's relationship with an organisation.	Customer Online Engagement Level measures the level of engagement of customers with each other, a company or a specific brand, measured primarily by online interaction. Customer Online Engagement takes into account individual metrics such as duration of visits, frequency of visit, depth of visit, click-through rate as well as sales, downloads, recommendations, reviews, comments, etc.
26	Customer Service	Marketing & Growth	Market Growth Rate	Market Growth Rate is a measure of the extent at which the market a company operates in is growing. This provides an insight into the size of the opportunity a company might have.		Market Growth Rate (%) = total sales in the market for this year /total sales in the market for last year
27	Customer Service	Marketing & Growth	Online Share of Voice	Online Share of Voice (OSOV) measures the relative share of online mentions of a brand (company or product) - especially in Social Media forums - relative to competitors.		OSOV = (Number of mentions for your brand / Number of mentions for your brand and all your competitor brands) x 100
28	Customer Service	Marketing & Growth	Social Networking Footprint	Social Networking Footprint is data collected through online tools that measure how consumers interact with a brand or a company on social media sites.
29	Financial	Marketing & Growth	Acquisition Retention Spending Ratio	Acquisition Retention Spending Ratio provides companies with an insight into the amount they spend to acquire new customers compared to the amount they spend to retain. In most industries it is significantly more expensive to acquire new customers.		Acquisition Retention Spending Ratio = Spending to acquire new customers / spending to retain existing customers
30	Financial	Marketing & Growth	Cost to Serve	Cost to Serve (by customer or segment) is a measure that helps to understand the profitability of a customer account (or segment) by assigning costs of serving this customer based on the level of activity and overhead costs incurred by this customer.
31	Financial	Marketing & Growth	Cross-Selling Success Rate	Cross-Selling Success Rate measures the percentage of upselling attempts or opportunities that are successful and sales are made.		Cross-Selling Success Rate = (Number of Successful Cross-Sales / Number of Cross-Selling Attempts (or Opportunities)) x 100
32	Financial	Marketing & Growth	Percentage Revenue per Major Customer	Percentage Revenue per Major Customer measures a company's profitability on a per-customer basis to establish how important individual customers are relative to the overall customer base.
33	Financial	Marketing & Growth	Revenue	Revenue (also referred to as turnover or sales) is simply the income that a company receives from its normal business activities, usually the sale of goods and or services.		Total Revenue = Price of goods or services x Quantity sold
34	Financial	Marketing & Growth	Revenue per User	Revenue per User (RPU) measures a company's profitability on a per-user basis. You simply take overall revenue and divide it the total number of users or customers.		RPU = Total Revenue / Total Users (Customers)
35	Marketing & Growth	Marketing & Growth	Retention rate
36	Sales	Marketing & Growth	Monthly new leads/prospects
37	Social Media	Marketing & Growth	Cost per conversion	Dollar amount of how much a brand pays in order to attain a conversion			Conversion
38	Customer Service	Operations	DIFOT Rate	Delivery In Full, On Time (DIFOT) Rate is a measure of delivery reliability. It measures the percentage of deliveries that have been completed in full and on time.		Delivery in-full and on-time (DIFOT) = units or orders delivered in full on time / total units or orders shipped
39	Financial	Operations	Operating Expense Ratio	Operating Expense Ratio is an indicator of how well a company is managing the ongoing costs of operating the business. It takes the operating expenditure (OPEX) and divides them by sales in a given period.		Operating Expense Ratio = (OPEX in period t / Sales Revenue in period t) x 100
40	Sustainability	Operations	Carbon Footprint	Carbon Footprint is a measure of the level of harmful greenhouse gas emissions a company produces. An organisation's carbon footprint can be broken down into the primary and secondary footprints. The primary footprint is the sum of direct emissions of greenhouse gases from the burning of fossil fuels for energy consumption and transportation. The secondary footprint is the sum of indirect emissions of greenhouse gases during the life cycle of products used by an individual or organisation.
41	Sustainability	Operations	Water Footprint	Water Footprint is a measure of the total level of freshwater consumption for the direct or indirect operation of the business.
42	Customer Service	Product & Project Management	Tickets resolved
43	Operations	Product & Project Management	Earned Value	Earned Value (EV) measures the extent to which projects are making the desired progress. It allows companies to understand how much work has been completed as well as the costs of the work, both in relation to the project expectations.		EV = % complete x BCWP
44	Financial	Recruiting & HR	Human Capital Value Added	Human Capital Value Added (HCVA) is a measure of the extent to which employees add value to the business.		HCVA = Revenue - (Total Costs - Employment Cost) / Full Time Employees
45	Financial	Recruiting & HR	Revenue per Customer	This gives you an idea of how much gross revenue you make per customer. How you calculate this will vary depending on the type of business. For us as a SaaS business, we look at the Life Time Value of a customer (LTV) based on what they pay in their subscription and how long a subscription typically lasts. If you were coffee shop you might instead look at the average spend in a visit			Efficiency
46	Financial	Recruiting & HR	Revenue per FTE	With employee costs usually making up the bulk of a company’s expenses, it’s often useful to measure how much revenue you are actually generating for each employee in your company. This gives you an idea of whether or not you’re making an appropriate amount of revenue for the size of your business	One of those stats that almost all say is important when they look at which companies to invest in. Whilst not a precise science, revenue per employee (total revenue / total employees) is a good indicator of how efficient you are. Payroll is usually the biggest P&L cost, and organizations with a low revenue per employee rate don’t tend to survive long. The key is to benchmark within your industry, as there is no ‘right’ answer for what this should look like overall.	Revenue per Employee = Revenue / Number of (full time equivalent) Employees	Employee Efficiency
47	Financial	Sales	Sales	Sales (also referred to as turnover or revenue) is simply the income that a company receives from its normal business activities, usually the sale of goods and or services.		Total Sales = Price of goods or services x Quantity sold
48	Marketing & Growth	Sales	New leads
49	Marketing & Growth	Social Media	Click-Through Rate	Click-Through Rate measures the amount of people who actually visit a company's website after key word searches (see also Search Engine Rankings) or in response to an advert.
50	Marketing & Growth	Social Media	Traffic	The most obvious example of traffic would be website hits – but same applies if you have a physical store-front too. How many people are walking past your store (or browsing your site) and therefore how many people have a chance to see your products and perhaps become leads. This is usually measured by combining a volume measurement with a time period – so you KPI might be ‘Website visitors per day’.			Leads
51	Operations	Sustainability	Supply Chain Miles	Supply Chain Miles measures the distance goods (or services) have traveled across the supply chain of a business.		Supply Chain Miles = Distance between location of production and the location of the final delivery
52	Customer Service		Abandon Rate of Calls & Chats	Analyzing the abandon rate can help a customer service department decide whether measures like ringbacks should be implemented where a customer has an option to request a call back after holding on to a queue. Additionally, abandon rates can help you optimize resources such as utilizing staff from other departments during peak hours
53	Customer Service		Average After Call Work Time	In most customer service departments, the work doesn’t end when a customer disengages the call. In many cases, agents will spend some more time informing colleagues about the call, sending emails and updating the database. This time a customer agent spends wrapping up a transaction at the end of customer call is referred to as the “after call work time”. Most managers will want to reduce this time so as to minimize the cost of interaction with a custome
54	Customer Service		Average Resolution Time	Great customer service is synonymous with timely resolution of issues. If your department responds to customer queries faster, they will be happier with your services and will be more likely to stick around for longer. If the department is unable to keep the resolution time low, it might be an indication that your team is understaffed. This is actually a major cause of client resentment and dissatisfaction across the globe
55	Customer Service		Cost per Call (Contact)	Cost per call is essentially the cost of a customer call (or live chat) arriving and being picked by a contact center agent. Basic cost per call can be calculated by dividing the number of calls per hour by an agent’s hourly wage. This helps you determine the additional costs associated with handling extra calls. If a certain number of calls is reached, you may want to add more agents and supervisors.
56	Customer Service		Customer Callbacks	This is the measure of the number of repeated calls or support tickets from a customer within seven days from their first contact. This customer service KPI encourages agents to not just resolve the current issue but to comprehensively and proactively address any potential future issues that can be anticipated out of the customer’s current issue. In essence, don’t just react to the complaints and issues that clients are raising now
57	Customer Service		Customer Complaints	Customer Complaints are indicators of customer dissatisfaction with the goods or services a company provides.	Every day, week and month, it’s important to measure the number of new issues/support tickets/complaints being generated. This allows you to understand if these new issues correlate to any new business developments such as new product launch. If the number of new issues spikes up, you might need to investigate and resolve the root cause
58	Customer Service		Customer Retention	Many times customer retention depends on the quality of service and products offered, but what can ultimately count the most is the experience the customer gets while dealing with your business on a human level. Customer service agents are your frontline ambassadors and their interaction with customers while offering requested information or resolving arising issues will determine whether customers will stick around or look elsewhere
59	Customer Service		Customer Satisfaction Score	A customer service department needs to keep track of your customer satisfaction (CSAT) score. This customer service KPI measures the performance of your customer service department. You can achieve this by issuing a mini-survey to your customers after they have completed an experience with your service. You need to take it seriously and don’t rely on email feedback alone as your survey mechanism
60	Customer Service		Total refunds
61	Customer Service		Wait TimeforCallers	Having to wait in queues for endless minutes can be quite frustrating. So ensure that your average call wait time is within an acceptable range and your customers are satisfied. This customer service KPI can be calculated by dividing the total time customers wait in call queues by the total number of customer calls answered
62	Engineering & IT		Active Defects
63	Engineering & IT		Application And Service of Total Cost	This metric helps understand what it costs to deliver each IT offering. For example, how much do you spend on storage, networks, security, and which departments use these offerings the most. This can help uncover the ‘longtail’ application run cost, while also aligning the expenses with business objectives			Measuring FinancialMetrics in IT
64	Engineering & IT		Automated Tests
65	Engineering & IT		Average age of Software	Average age of Software measures the average age of the software in use. Old or aging software applications can indicate up-coming up-grade bills or potential issues with software performance and compatibility.
66	Engineering & IT		Average age of Tech Infrastructure	Average age of IT Infrastructure measures the average age of the IT infrastructure in place. Old or aging IT infrastructure can indicate up-coming up-grade costs or potential issues with IT performance.
67	Engineering & IT		Bugs
68	Engineering & IT		Crash Rate
69	Engineering & IT		Deployment frequency
70	Engineering & IT		Employee engagement and satisfaction	Although new and exciting projects are great, most of the time IT teams spend most of their day helping other employees and customers in the less sexy tasks (“I forgot my password again”). With this in mind, it’s important to measure the level of engagement from employees and maintain focus on the overall strategy. You can measure this through surveys (eNPS – see HR KPIs)			Measuring People in IT
71	Engineering & IT		Enterprise Architecture Compliance Ratio	Enterprise Architecture Compliance Ratio measures the extent to which IT projects are compliant with the Enterprise Architecture (a conceptual blueprint of the structure and operation of an organisation).		Enterprise Architecture Compliance Rate = (Number of IT project deemed compliant to EA in time period t) / (Total number of proposed IT project in time period t) x 100
72	Engineering & IT		Help Desk First Call Resolution	Help Desk First Call Resolution (HD FCR) is a measure of the effectiveness of the IT help desk		FCR Call Statistics (A) = (Total number of queries) / (Total number of calls) x 100
73	Engineering & IT		Incident Resolution Index	Incident Resolution Index measures the incidents that are resolved within the Service Level Agreement. Incidents can refer to infrastructure incidents or incidents with applications. Both can be measured and reported separately.		Incident Resolution Index = Incidents resolved within SLA / Total Incidents
74	Engineering & IT		Internal Tech Service Satisfaction Score	Internal Service Satisfaction Score measures the level of satisfaction with the IT services provided. Satisfactions should be measured against the range of solutions and services delivered by the IT function such as:
75	Engineering & IT		KPIs On Service Desk	KPIs in the service desk include the ticket resolving process, new processing system procedures, point of sale, and queuing procedures among other computerized systems. The effectiveness and accuracy of the service desk department will determine how much the end users will rely on the company to solve their related concerns			Measuring People in IT
76	Engineering & IT		Measuring Agility	This looks at how quickly and effectively your IT team can react to change in the needs of an organization. This can include the ability to scale processes and also being able to pivot on projects without impacting time or budgets significantly. Your IT team can run as usual, grow, or transform, and measuring how adaptable you are will help you to understand how well positioned you are to achieve your potential.			Measuring Process and Solutions
77	Engineering & IT		Engineering Budgets	This one is pretty obvious one, but accurately measuring the budget and tracking it as a project progresses will put teams in a position to stay on target or address anomalies well ahead of overspending			Measuring FinancialMetrics in IT
78	Engineering & IT		Number of Tech Security Breaches	Number of IT Security Breaches is an indicator that will give companies a feel of how vulnerable they are to cyber-attacks and how secure their information infrastructure is. The formula for number of security attacks is a straight forward adding up of all incidences in a given time period.
79	Engineering & IT		Project Delivery Time	This is one of the KPIs that IT teams often get measured on by the wider business: Did they deliver what they promised on time? It is relatively easy to measure if you are managing projects with timelines and clear targets (weekly, monthly, quarterly, yearly). Slight delays in any process in the organization are likely to cost you time in the end			Measuring Process and Solutions
80	Engineering & IT		Quality Assurance	One thing is to deliver a project on time, but if it is riddled with issues and bugs, this means very little. Measuring number of issues per project and as a whole, can help determine where there may be challenges when launching projects, and with time, this will improve the process and reduce friction.			Measuring Process and Solutions
81	Engineering & IT		Service Level Agreements (SLAs)	This is quite a specific way to measure and present both performance (time) and quality. The numbers are agreed and measured monthly or quarterly to identify if the agreed level of service is being delivered. SLAs often get a bad rap because they often show an IT team is not as good as hoped, but on the flipside, they can present transparency and set realistic expectations if used positively.			Measuring Process and Solutions
82	Engineering & IT		Showback (Chargeback)	A common approach from IT departments is to provide ‘chargebacks’ to other departments for rendered services. This demonstrates the value IT brings, but it is often met with resentment. By switching to ‘showback’ IT teams can measure and report on the resources allocated to each department, maintaining the awareness. Measuring where resources are allocated can really help IT identify areas of weakness or stress			Measuring FinancialMetrics in IT
83	Engineering & IT		Speed of deployment
84	Engineering & IT		Supplemental Financial KPIs	This sounds a little vague, but measuring other less obvious metrics can also become extremely helpful. For example, moving to cheaper technologies or tracking costs by activity (development vs maintenance vs running systems), can highlight areas of improvement			Measuring FinancialMetrics in IT
85	Engineering & IT		System Downtime	System Downtime measures the extent to which IT systems are available when they are needed.		System Downtime = Planned Operating Time in time period t - Actual Operating Time in time period
86	Engineering & IT		Team initiative(s)	This is almost a direct result of the level of engagement from the IT team. Highly engaged teams are more likely to come up with new initiatives and/or new ways of solving current challenges. Measuring internal initiatives will not only give you an indication of the level of engagement, but also the readiness to tackle unexpected turns in an agile environment			Measuring People in IT
87	Engineering & IT		Tech Happiness (NPS)	We’ve covered NPS in the Customer Service KPIs, yet this also applies to IT teams, helping them measure customer satisfaction from a technological perspective. It can help highlight frustrations in user experience or tech issues that may not be obvious internally (speed, lagging, etc.)			Measuring People in IT
88	Engineering & IT		Tech Maintenance Ratio	IT Maintenance Ratio provides an insight into how much money as a percentage of the IT budget is devoted to maintenance (as opposed to e.g. development).		IT Maintenance Ratio = IT budget / costs devoted to 'maintenance'
89	Engineering & IT		Tech Project Earned Value			EV = % complete x BCWP
90	Engineering & IT		Tech Project Schedule Variance	IT Project Schedule Variance is a measure of the extent to which projects are delivered on schedule.		Project Schedule Variance = SCT - ACT
91	Financial		Accounts payable process cost
92	Financial		Accounts payable turnover
93	Financial		Accounts Receivable Turnover	Shows you the rate at which you are collecting what is owed to you by customers. Calculate the KPI by taking total earnings in a given time period against your average accounts receivable in the same period of time. It’s best to monitor this over time so that you can use it as an early warning system for your customers starting to take longer and longer to pay you – if this happens, it will impact your own liquidity soon enough			Liquidity
94	Financial		Budget creation cycle time
95	Financial		Budget variance
96	Financial		CAPEX to Sales Ratio	CAPEX to Sales Ratio measures the level of investments a company is making into its future. It compares the capital expenditure (CAPEX) to sales in a given period.		CAPEX to Sales Ratio = (CAPEX in period t / Net Sales in period t) x 100
97	Financial		Cash balance
98	Financial		Cash burn rate
99	Financial		Cash Conversion Cycle	Measures the time it takes to convert an investment in inventory or some other resource input into cash. This gives you an understanding of how long cash is tied up in inventory before the inventory is sold and cash is collected from customers	Cash Conversion Cycle is a measure of how healthy the cash flow position of a business is. The Cash Conversion Cycle metric basically measures the length of time it takes to convert its goods and services into actual cashflow.	CCC = DIO + DSO - DPO	Efficiency
100	Financial		Cost Avoidance Score	Cost Avoidance Score is a measure that helps to assess to what extent implemented cost reductions are realised. When companies embark on a cost reduction programme they need to establish whether actual savings have been made at the end of the programme.