Risk -- Is there data that you are collecting that suggests negative market or product changes. Which metrics are most important. This style of analysis — converting metrics into forecast models — has been the most effective way I've found to illustrate to an executive the meaning of various metrics.
Where to go from here Communicating data is a lot more complex than most organizations would like to think. They are mostly backwards-looking metrics. Are you using them the right way. For example, if you sell a product that has a significant impact on DSOs, it is critical to: Let's begin with the first column of our Matrix.
The content is educational in nature relevant to the SHSMD membership, and has been selected by the sponsor. Start with the basics—the common ones that most CEOs want to see—but listen to the language coming from the top.
The actual measurement in numbers or percentages will come later. Each sentence begins with "because…" and includes a reason and something that can be a measured. Present — How are we doing. Creating dashboards for marketing managers, brand managers and content editors is relatively straightforward because the metrics are easily defined and the data generated provides findings that readily suggest actions.
All three of those stages have drastically different baselines and norms in terms of variance. So Many Metrics, So Little Time There are hundreds of marketing metrics, and all of them are helpful for different people, projects, and goals.
Business Issue The next column is Business Issue.
Hillstromm MineThatData decodes C-suite speak and uses it to add a narrative to the numbers: This question is where we begin the journey of creating our value inventory. In addition, when you talk to our customers, you will hear them talk about the 5 — 10 percent increases in profit margins.
Secure friends in high places, demonstrate the real value of your team, and maybe even secure a little extra funding, by doing the same linguistics with your execs. The Value Inventory workshop is intended to first capture your value from your customer's point of view and second, focus your team on that value.
Take the time to experiment with additional, different, metrics to improve your reporting. Our experience has been that this can be somewhat revealing as to product weaknesses and potential service issues.
Are there some you should ignore. Completion of this Matrix is the foundation for building and deploying sales tools for each phase of your sales process. Pick the customer stakeholder you deal with the most.
But be careful not to get stuck in a rut. In my transformation work, a perennial challenge is finding the right people to undertake these strategically important projects.
Speak C-Suite While just about any metric you choose to track will add value and provide insights, financial metrics speak the language of the people in the corner offices. It is crucial to engage people from sales and other areas in this effort. He is available for speeches, workshops, and web based training.
Below are the Business Issue answers from our customer's value inventory. Similar insights can come from structured conversations with regional sales directors, marketing directors, procurement managers, or compliance directors. While organizations may be able to get by with this approach if they develop dashboards with metrics that focus on marketing and site optimization goals, it fails miserably when trying to communicate real findings and recommendations to senior executives.
Where do you start. You don't just start telling everybody about metrics. Secure friends in high places, demonstrate the real value of your team, and maybe even secure a little extra funding, by doing the same linguistics with your execs.
Once again notice the simplicity in the answers. This is the primary reason you want customer-facing personnel in this exercise, to gather the point of view of as many stakeholders as possible. Those breakdowns create a framework for financial metrics that looks like this: I experienced this during my work on over a dozen enterprise transformation engagements, all of which included a significant skills acquisition component.
An order-to-cash metric and a new-product-concept-to-ﬁrst-sale metric both track the performance of work that cuts across individual departments. 3. The cross-enterprise level. Determine which metrics are being reported to the C-suite. Are these metrics couched in the C-suite language or marketing speak?
If your metrics are not defined, define them as presented above with one set for C-suite discussions and one set for internal marketing benchmarking. 5 Learning & Development Metrics That Actually Matter to the C-Suite June 15 I believe that the answer lies in knowing which metrics really matter to the C-suite.
I submit exhibit A. In most companies, strategic objectives are cascaded down and become part of most employees' development plans.
Speak with plant managers, site leaders. Not only are these measures bal- 3. Inventory.
The value of a company’s inventory is listed on the balance sheet. It’s part of the calculation of the return on capital, which, in turn, is one of the factors determining the 4 | supply chain strategy Metrics That Speak to the C-Suite (continued) company’s stock price. Metrics That Speak to the C-Suite With supply chain management’s growing importance to corporate show more content.
Webinar Q&A – Marketing Metrics That Matter: How to Present Analytics That Speak the C-Suite’s Language By Evariant | March 29, Healthcare marketers are being held accountable in this data-driven and patient-empowered era.Metrics that speak to the c suite