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KPI Presentation

Transcript: BRAND IMAGE Prisicilla Wendy 03/01/2017 ABOUT ME Priscilla Wendy Brand Image Assistant (January, 2017 - now) Brand Business Team (April, 2019 - now) Easy Going 1 High Fidelity 2 Hard Worker 3 Job Description & Achievement 1. Editing a guidelines or the other files into the local language 2. A mediator between dealer who has a design requirements 3. Workflow combing optimization 4. Communicate and coordinate with a local advertising vendor 5. Internal collaboration Actual Completion 1 1. In this half year (started from November 2018 until April 2019) I have finished our new Vi guideline's translation based on the timeline that given for me. Actual Completion Actual Completion Actual Completion Actual Completion Next 2. Be a translator (new Vi guideline) in training session for all designers level 1 (A, B and C area). Localized language conversion next 3. Discuss a decoration materials and cost with our agent or vendor also maintain a good relationship with them. 2 1. On 2019 started make a checklist data in ms. excel, purpose to easier maintain whether the request from dealers already on what state and also can see the record of the finished design. Next 2. Follow up our designer everyday, be a reminder by send the data for our internal team everyday to let them know how many request that we should finish for a day. Next 3. After the design is approved, i will send the feedback archive as soon as possible to the dealers 3 Be a reminder also mediator everyday both two parties between our internal and external team (related to design). 1. Be a mediator during our launch event, with our agency and vendor, give a feedback from our senior and also maintain a good relationship with them. 4 Next 2. Follow up our vendor and ask for a feedback related to the print results or sample Always ensure that our internal requests for all types of material can be fulfilled and on time. 5 Lowlights 2. Feeling not optimal at work 1. Overload with design request Highlights Reason 1 Dealers submitted 4-5 design requests a day Sometimes the size changes Sometimes after 3D and CAD already finished, they want to add another request Meanwhile we have our own system that our design will be finished for the latest 3 days Solutions - We need more designer to handle layout , 3D and CAD (technical drawing) Solutions - Make a specific brief with our dealer, the brief content is to tell them that we need cooperate between dealer level 1 and 2 to avoid the misunderstood matters, also make sure in the form request they have put the PIC from dealer level 2 so our designers can reach the person in charge in case to learn more about the showroom's circumstance 2 Reason Business Team + Brand Image Demanding Team (Content, Digital, PR, TV Placement, Activation) Agency Vendor Payment System, etc Localize language Mediator with vendor Design request Daily report Communicate with dealer Internal collaboration Solution a clearer and specific work load Solution Brand Image divison makes me learn a lot and the most important part is how to maintain a working process between our internal and external team The system looks clearer 2 Decrease miscommunication for both parties 1

KPI PRESENTATION

Transcript: KPI 2021 & NEW KPI 2022 FARAH HANAN KQ01148 KPI 2021 KPI 2021 MANAGE ASETS & INVENTORY MANAGE CONSUMABLES MANAGE SAFETY IN LABORATORY MANAGE DOCUMENTATION Carbon Capture Laboratory Carbon Capture Laboratory Assets and inventories still in 80% finished updated Consumables just create last year as one of improvement for laboratory management The safety of the laboratory already update by make complaint about the leaking roof and the roof already fully change make complaint for expired extinguisher (staff already come but did not change yet) covid19 protection (there was one case in CC lab but already sanitized on 29 Nov 2021) manage students and Research Assistant Safety Exam & Presentation The CHRA (Chemical Health Risk Assessment) for CC lab still in progress as the CHRA only implement end of last year Biorefinery Laboratory Biorefinery Laboratory Assets and inventories for biorefinery laboratory already fully updated Consumables also just create last year as one of improvement for laboratory management The safety of the laboratory already update by Make complaint about the leaking at floor due to heavy rain - the management make awning to avoid rain to enter laboratory surrounding Manage students and Research Assistant Safety Exam & Presentation The CHRA (Chemical Health Risk Assessment) for Biorefinery Lab alresdy 30% updated and still in progress KPI 2022 KPI 2022 Develop service to outsider already make new gmail account for Biorefinery Laboratory for service management and also for laboratory management already make new FB account & will promote the service in this account plannning to make instagram for additional marketing Explore HPLC already ask Thermo engineer for the additional setting planning to use the hold setting so that the more viscous sample could be take up but still in progress Go for training qPCR workshop - already discuss with Dr Razi and En Azren to make the wqorkshop on this mid semester cont. 05 04 Go for training already attend bioreactor workshop to know how the systems works planning to search training for financila recording class to manage laboratory financial One method certified this year planning to do HPLC or ASE as the new method Make new 'tabung' for Biorefinery Laboratory still in progress 03 continue 02 01 Other Job Scopes OTHER JOB SCOPES Be one of the secretariat for ABBS-SC Helping students using all the equipments in both laboratory Maintain the equipment to avoid broken Helping lecturers in assisting their undergrad & post grad students Improve lab management by providing scan bar code for students and others to list down the equipments they will use per day List of equipments maintenance HPLC (flushed using isopropanol to flush the blockage ) Water bath shaker (fix the shaking system) Autoclave (fixed the blockage due to glassware broken inside the autoclave) Incubator shaker (fixed the sticky stuff and shaking system) Chiller for bioreactor (still in quotation process for permative maintenace) PBR (sealed using silicone due to leakage) Laminar floor due to fungus contamination also still in quotation process PBR (sealed using silicone due to leakage) Oven and Laminar (already fixed) Air compressor (already bought belt to change the broken belt) Maintenance Equipments Achievement ACHIEVEMENT Win as consolation for "Pertandingan Bicara Tuntas Inovasi FKAB" on 1 December 2021

KPI Presentation

Transcript: -Concession stores inside 'Concessions can also help make use of what is otherwise dead space in larger outlets' (Planetretail.com, 2015) Potentially a partnership with boots. -M&S Opticians, highest majority of the population with glasses are over 40, these consumers are also are again a large portion of M&S's segmentation target, therefore having an opticians would be beneficial to M&S, with the brand loyalty consumers have for M&S this could lead to people getting their eye prescriptions from M&S instead of their usual opticians. Also as mentioned in technology sector, consumers want convenience this would create an ease of travel for M&S consumers. -Gift ideas that grandparents would buy for their grandchildren or children, therefore grandchildren/children will potentially buy at M&S. -Student insurance, with brand recognition and perception of high quality and reassurance could potenitally enable students to take insurance out with M&S. -Change in pension rules- more disposable income therefore able to buy higher priced items, such as TV's or tablets, increasing the number of electrical items. Social Image by Tom Mooring 'In 2015, we expect food spending to rise only slightly by +0.4%, because of high competition and falling food prices' (Retailresearch.org, 2015) Socially consumers will seek to find the best offer for their products. Trends also are a social factor, particularly with fashion, consumers buy products based on celebrities, friends, family. This is why brands need to have credibility. - Meaning pensioners have more money disposable income enabling them to purchase higher priced products. - Not only this but introducing technology lessons, to allows for consumers to understand. this will ultimately cost Marks and Spencers, money but it will enable for consumers, to enter the digital age. To set themselves aside from other techology retailers have lesson that not only educate but introduce Marks and Spencer consumers to the products which could potentially leads to further purchases. SWOT 'analysis is the commonest practical analytical tool for strategic planning' (Piercy and Giles, 1989:2) It allows for business to establish their strengths, weaknesses, opportunities and threats, externally within the business. SWOT 'analysis is a simple structured approach to evaluating a company's strategic position' (Piercy and Giles, 1989:2) It allows for business to understand and establish,where the business lacks but also giving the business ways to improve by analysing the opportunities 'analysis provides us with a device to structure the awkward mixture of quantitative and qualitative information... that characterises strategic marketing planning' (Piercy and Giles, 1989:2). PESTLE 'analysis, as it stands, mainly provides a general idea about the macro environmental conditions and situation of a company' (Yüksel, 2012:2). PESTLE outlines the political, economic, social, technological and ethical issues within a business, theses are all external. PESTLE is used for different reasons the 'first is that it allows identification of the environment within which the company operates' (Yüksel, 2012:2) and the second being able provide data for the company that will allow the company to make predictions for the future. Legal Threats Strengths SWOT & PESTLE Model The food sector of Marks and Spencer business makes 55% of Marks and Spencer sales (mintel.com, 2015). This is concerning for Marks and Spencers as there is a 'Decline in food sales and that left like-for-like sales up just 0.2% on February 2014' (Theguardian.com, 2015), this is due to the decrease in disposable income, which not only affected Marks and Spencer, but many other retailers who are in a similar sector. However, according to Mintel, Marks and Spencer had an increase in food revenue of 4.2%. This could be due to the quality of the food Marks and Spencer have to offer. There is set to be a 'GDP growth of 2.4% and retail sales growth of 2.0%' (Retailresearch.org, 2015) Thus would potentially help Marks and Spencer as it will lead to a greater economy, and therefore it will potentially enable for consumers to have a more disposable income. With the change in pension rules recently enforced, according to www.gov.co.uk, pensioners, who make up a large portion or Marks and Spencer segment group, now are able to withdraw their pension at 55 without a charge. Thus meaning pensioners are able to access their pension in a lump sum, therefore potentially again have more disposable income. Economic Political Opportunities continued... Marks and Spencer as a business has many qualities that would potentially be considered as strengths which benefit the business. One that is most predominant to the consumer is their quality of products, many consumers shop at Marks and Spencer on the basis they know the products their buying will be of the highest standard and that they what they buy is worth their money. Another strength that Marks and Spencer

Quarterly KPI Presentation

Transcript: Defining Customer Effort Score (CES) The Customer Effort Score (CES) is a measure used to evaluate how much effort a customer had to exert to get an issue resolved or a need met by a company. Significance of CES in Business CES is crucial as it directly impacts customer loyalty and retention. A low CES indicates that customers find it easy to engage with the company, leading to higher satisfaction and loyalty levels. Understanding Customer Effort Score (CES) Customer Effort Score (CES) is a metric that measures how easy it is for customers to interact with a company. It focuses on the ease of the customer experience. Understanding Key Performance Indicators in Business Key Performance Indicators (KPIs) play a crucial role in evaluating the success and performance of a business. They provide valuable insights into various aspects of operations and customer satisfaction. Significance of KPIs KPIs in a business environment help in tracking progress, identifying areas for improvement, and aligning strategies towards organizational goals. They provide actionable insights for decision-makers to drive growth and efficiency in operations. Significance of Knowledge Activities Quarterly KPI Presentation Unlocking Business Success with Knowledge-Centered Activities KCS enhances operational efficiency, fosters continuous learning, and empowers employees to deliver exceptional customer experiences. It establishes a culture of knowledge sharing and problem-solving across all levels of the organization. Knowledge-Centered Activities (KCS) play a pivotal role in driving business growth and innovation. Let's delve into the significance of KCS and evaluate its impact quarter over quarter. Evaluating KCS Delta Quarter Over Quarter Introduction to KPIs Analyzing the progression of KCS metrics across quarters provides valuable insights into the effectiveness of knowledge management strategies. By tracking the delta quarter over quarter, organizations can identify trends, optimize knowledge processes, and drive continuous improvement in operational performance. KPIs are measurable values that demonstrate how effectively a company is achieving key business objectives. They are essential tools for assessing performance and driving strategic decisions in a business. Customer Effort Score, SLA Adherence, and Knowledge Activities Analyzing Overall Impact Definition of SLA Adherence Metrics Enhancing Service Delivery Enhancing SLA adherence metrics results in improved service delivery processes, higher customer satisfaction rates, and a competitive edge in the market landscape. Service Level Agreement (SLA) adherence metrics like ORT, IRT, and APT are key indicators of operational performance and customer satisfaction. Optimizing Service Performance Understanding SLA Adherence Metrics Optimizing SLA adherence through continuous review and strategic adjustments leads to increased efficiency, reduced operational costs, and enhanced overall service performance. SLA adherence metrics play a crucial role in measuring service quality and efficiency. Quarterly Analysis of ORT Driving Business Excellence Ensuring Customer-centric Approach Examining the combined impact of KPI fluctuations on business performance reveals valuable insights for strategic decision-making. Actionable Insights Prioritizing SLA adherence metrics reflects a customer-centric approach, demonstrating the commitment to delivering timely, effective, and satisfactory service experiences. Analyzing the On-time Resolution Time (ORT) on a quarterly basis helps in identifying trends and areas for improvement in resolving customer issues promptly. Achieving high levels of SLA adherence across ORT, IRT, and APT contributes to building a reputation for business excellence and reliability in meeting service commitments consistently. Quarterly Analysis of IRT Quarterly Analysis of APT Efficiency and Service Quality The Analysis Per Ticket (APT) quarterly review helps in evaluating the efficiency of resolving each customer ticket, identifying bottlenecks, and streamlining support processes. Efficiently managing SLA adherence metrics like ORT, IRT, and APT directly impacts customer satisfaction levels and operational performance, leading to long-term business success. The Initial Response Time (IRT) analysis per quarter provides insights into the responsiveness of the customer support team and the effectiveness of the communication channels. Identifying actionable recommendations from the quarterly KPI deltas empowers teams to enhance customer satisfaction and operational efficiency. Striving for Improvement Continuous analysis and enhancement of SLA adherence metrics are essential for meeting customer expectations and maintaining operational excellence in service delivery. Overall Impact of KPIs The analysis of CES, SLA metrics, and KCS activities highlights trends that influence operational effectiveness.

KPI Presentation

Transcript: Addressing Organizational Needs Enhancing Performance Measurement The initiatives directly respond to identified gaps within the organization, ensuring alignment with overall business goals. By understanding key performance indicators, such initiatives support better decision-making and resource allocation. Implementing comprehensive KPI tracking provides a clearer picture of organizational performance. This approach allows teams to identify areas for improvement and track progress over time against defined objectives. Monitoring and Evaluation Strategies Monitoring strategies include monthly KPI reporting and analysis, paired with evaluation sessions to assess progress. Adjustments will be based on data feedback loops, ensuring continuous improvement and responsiveness to changing needs. Value of Proposed Solutions Stakeholder Engagement The proposed solutions are designed to address critical needs within the organization, enabling improved performance measurement and greater accountability. These strategies are essential for fostering an environment of transparency and alignment with strategic objectives. Timeline for Implementation Engaging stakeholders is crucial for successful implementation. Regular communications will be established through updates, feedback sessions, and collaboration meetings to ensure alignment of KPI initiatives with organizational goals. A timeline has been set over the next quarter, with key milestones every month. Initial training sessions will occur within the first two weeks, followed by KPI development workshops and review meetings scheduled bi-weekly throughout the quarter. Ensuring Accountability and Transparency Action Plan Overview Driving Strategic Outcomes Aligning KPIs with strategic objectives ensures that all team efforts contribute to overarching company goals. This alignment fosters greater synergy across departments and enhances the focus on performance outcomes. Establishing clear KPIs promotes accountability among team members. Transparency in performance metrics cultivates trust and encourages a culture of continuous improvement across the organization. Identified Actions to Implement This section outlines the strategic actions to be implemented following the training, ensuring that KPI strategies are applied effectively within the organization. A structured approach, including timelines and stakeholder involvement, will lay the groundwork for sustained improvement in performance measurement and organizational alignment. Actions include developing customized KPI dashboards tailored to departmental objectives, facilitating training sessions to enhance KPI understanding among staff, and instigating regular KPI review meetings to promote accountability. Insights Gained Key insights included the realization that KPIs must be tailored to individual organizational needs and strategies. Additionally, learning to balance qualitative and quantitative metrics proved crucial for comprehensive performance evaluation. Application of Knowledge Challenges Encountered The practical application of knowledge is demonstrated through the development of specific KPIs to address strategic objectives. Participants shared action plans on applying learned techniques to enhance current KPI frameworks within their teams. Several challenges arose during training, including data interpretation difficulties and aligning KPIs with specific business goals. Engaging discussions brought to light different perspectives on common obstacles, fostering a collaborative problem-solving approach among participants. Reflection on Learning Experience The training emphasized the significance of continuous learning in KPI development, leading to a deeper understanding of business metrics. Engaging in hands-on exercises promoted a practical grasp of KPI implementation that is often lacking in theoretical settings. Key Learning Points This section highlights critical reflections, challenges, insights, and knowledge applications gained from the KPI training. Understanding these elements is fundamental to effectively implementing KPIs in the organization. KPI Dashboard Template A KPI Dashboard Template provides a visual summary of critical metrics, enabling stakeholders to monitor performance at a glance. Customizable metrics and real-time data integration enhance decision-making and communication across teams. KPI Presentation KPI Scorecard Overview Templates and Tools Practiced The KPI Scorecard is a strategic tool that links performance metrics to organizational goals. It offers a balanced view by integrating financial and non-financial indicators, assisting management in evaluating overall effectiveness. Utilizing the right templates and tools is essential for effectively managing KPIs and ensuring data-driven decision-making. This section outlines key resources that facilitate KPI measurement and reporting, enhancing overall organizational performance. Data Visualization Tools Best Practices

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