KPI library
The 71 candidates. This is the arbitration page: what the business will actually steer with, what waits for phase 2, and what is dropped.
Steer with it
42
Phase 2
21
Drop
2
Undecided
6
Review load
How many KPIs each level would own. The count should narrow as it rises. The 6 equity-story KPIs are counted separately: they are the owners' pack, consolidated by the ExCom, not another rung on this ladder.
| Role | owned | aggregated | All |
|---|---|---|---|
| Sales Representative | 20 | 7 | |
| Sales Manager | 28 | 5 | |
| Sales Director | 34 | 0 | |
| Executive Committee | 26 | 8 | |
| Shareholder / Supervisory Board | 14 | 12 |
Data debt by family
A family with no extractable KPI cannot be steered, only claimed. Flag it before the review, not during it.
| Family | candidates | extractable today | To build |
|---|---|---|---|
| Financial Performance | 11 | 1 | |
| Profitable Growth | 11 | 3 | |
| Pricing Excellence | 8 | 2 | |
| Customer | 9 | 4 | |
| Commercial Excellence | 7 | 2 | |
| Market Leadership | 6 | 4 | |
| People & Organization | 7 | 2 | |
| Transformation | 4 | 0 | |
| Equity Story | 8 | 2 |
Market Leadership: 0 extractable today. This family claims a position it has no data behind. Flag it rather than colour it.
| KPI | Family | Priority | Type | Cadence | Owner | Source | Audience matrix | Verdict |
|---|---|---|---|---|---|---|---|---|
Revenue vs BudgetOn the executive page Primary measure of annual-plan delivery | Financial Performance | P1 | Lagging | Monthly | Sales Director | Available SAP | ●●●●○ | |
Revenue Growth YoY Measures growth versus prior year | Financial Performance | P1 | Lagging | Monthly | Sales Director | Available SAP | ●●●●● | |
Gross Margin € Measures absolute profitable growth | Financial Performance | P1 | Lagging | Monthly | Sales Director | Available SAP | ·●●●○ | |
Gross Margin %On the executive page Measures quality of revenue and margin rate | Financial Performance | P1 | Lagging | Monthly | Sales Director | Available SAP | ○●●●● | |
ASP vs Budget Makes price erosion or price delivery visible | Financial Performance | P1 | Lagging | Monthly | Pricing | Available SAP | ●●●○· | |
Volume Separates volume impact from price and mix | Financial Performance | P1 | Lagging | Monthly | Sales Director | Available SAP | ●●●○· | |
Mix ImprovementOn the executive page Shows portfolio and customer-mix quality — promoted to P1: currently unmanaged | Financial Performance | P1 | Lagging | Monthly | Global Marketing | Partial SAP | ○●●●● | |
DSO Cash conversion; material overdue exposure in NAM and Asia | Financial Performance | P1 | Lagging | Monthly | Finance / Sales Dir. | Available SAP | ○●●●● | |
EBITDA Contribution by zone Lets a Sales Director see the P&L impact of their zone | Financial Performance | P2 | Lagging | Quarterly | Finance | To build SAP | ····· | |
Inventory Cover (days) Working-capital discipline; part of the equity story | Financial Performance | P2 | Lagging | Monthly | Supply Chain | Partial SAP | ····· | |
Price Realization Tracks execution of planned pricing and predicts margin pressure | Financial Performance | P2 | Leading/Lagging | Monthly | Pricing | Partial Pricifier | ····· | |
Strategic Product GrowthOn the executive page Tracks growth of the priority portfolio (resin, wax-resin) | Profitable Growth | P1 | Lagging | Monthly | Global Marketing | Available SAP | ●●●●● | |
Top-5 Account PenetrationOn the executive page The calibrated probe: our share of each top account's real potential, estimated from their output, not a macro market-share claim | Profitable Growth | P1 | Leading/Lagging | Quarterly | Sales Director | To build Declarative + data triangulation | ●●●●○ | |
Organic Growth Measures underlying growth excluding acquisitions | Profitable Growth | P1 | Lagging | Quarterly | Sales Director | Available SAP | ·○●●● | |
Customer Profitability Tiering Margin target per account; the basis for deciding where selling time is spent | Profitable Growth | P1 | Leading | Quarterly | Sales Director | To build SAP + segmentation | ●●●○· | |
Share of Wallet (definition TBC) Account penetration and expansion headroom — keep only if measurable, otherwise superseded by Top-5 Penetration | Profitable Growth | P2 | Leading/Lagging | Annual | Global Marketing | To build Declarative | ····· | |
OEM Growth Assesses performance in the OEM channel | Profitable Growth | P2 | Lagging | Quarterly | Sales Director | Available SAP | ····· | |
Distributor Growth Assesses growth through distribution partners | Profitable Growth | P2 | Lagging | Quarterly | Sales Director | Available SAP | ····· | |
Slitter Growth Assesses growth through converting partners | Profitable Growth | P2 | Lagging | Quarterly | Sales Director | Available SAP | ····· | |
Cross-selling Breadth of product adoption per account (wax + resin bundle) | Profitable Growth | P2 | Leading/Lagging | Quarterly | Sales Director | Partial SAP | ····· | |
Upselling Migration toward premium or higher-value solutions | Profitable Growth | P2 | Leading/Lagging | Quarterly | Global Marketing | Partial SAP | ····· | |
New Business Revenue Revenue delivered from newly acquired accounts | Profitable Growth | P2 | Lagging | Quarterly | Sales Director | Partial Salesforce | ····· | |
ASP vs Prior YearOn the executive page Shows the underlying pricing trend independent of budget assumptions | Pricing Excellence | P1 | Lagging | Monthly | Pricing | Available SAP | ●●●●○ | |
Price Increase Achievement Delivered price increases versus announced target | Pricing Excellence | P1 | Lagging | Quarterly | Pricing | Partial Pricifier + SAP | ●●●●○ | |
Price Increase StickinessOn the executive page Of an announced increase, how much survives after two quarters — answers the India +8% question: what is actually left? | Pricing Excellence | P1 | Leading/Lagging | Quarterly | Pricing | To build SAP price history | ○●●●○ | |
Price Exception Rate Share of quotes escalated above the rep's delegation; flags future price leakage and governance risk | Pricing Excellence | P1 | Leading | Monthly | Sales Director | Available Pricifier | ●●●○· | |
Price Approval Challenge Rate Share of escalated prices actually challenged rather than rubber-stamped. If 100% are approved, the delegation is fictional | Pricing Excellence | P1 | Leading | Monthly | Sales Director | Partial Pricifier | ·●●○· | |
Pricifier Adoption Process compliance. Mandatory in practice, so retire once stable at 100% Retires when: Retire once stable at 100% — mandatory in practice. | Pricing Excellence | P2 | Leading | Monthly | Pricing | Available Pricifier | ····· | |
Discount Rate Concession behaviour and realized price impact | Pricing Excellence | P2 | Leading/Lagging | Monthly | Pricing | Partial SAP | ····· | |
Price Leakage Quantifies value lost through deviations, rebates and exceptions | Pricing Excellence | P2 | Lagging | Quarterly | Pricing | To build SAP | ····· | |
On-Time-In-Full Service LevelOn the executive page We are near 98% and cannot use it commercially because it is not published. A published service level is a competitive weapon | Customer | P1 | Lagging | Monthly | Supply Chain | Available — not published SAP — AVAILABLE, not published | ●●●●● | |
Portfolio Qualification Number of accounts per rep and share of small accounts held by senior reps. Two thirds of a portfolio generating 8% of margin must move to inside sales | Customer | P1 | Leading | Quarterly | Sales Director | To build SAP + segmentation | ●●●●○ | |
New Customers Customer acquisition delivered | Customer | P1 | Lagging | Monthly | Sales Director | Available SAP | ●●●○· | |
Customer Retention Protection of the installed base by value, not by count | Customer | P1 | Lagging | Quarterly | Sales Director | Available SAP | ●●●●○ | |
Executive Customer Visits Strategic engagement with priority accounts. A coverage measure, not an activity-control measure | Customer | P1 | Leading | Quarterly | Sales VP / ExCom | To build Manual log | ·○●●○ | |
Voice of Customer Early warning on satisfaction, unmet needs and switching risk | Customer | P2 | Leading | Annual | Global Marketing | To build Survey | ····· | |
Net Promoter Score Signals future loyalty and advocacy | Customer | P2 | Leading | Annual | Global Marketing | To build Survey | ····· | |
Complaint Rate Service and quality failures actually experienced by customers | Customer | P2 | Lagging | Monthly | Quality | Available SAP / QMS | ····· | |
Customer Churn Customers already lost, by value and by tier | Customer | P2 | Lagging | Quarterly | Sales Director | Available SAP | ····· | |
Pipeline CoverageOn the executive page Coverage of the gap to budget. Below 2x the target cannot be reached; above 3x the conversation shifts from prospecting to closing | Commercial Excellence | P1 | Leading | Monthly | Sales Director | Partial Salesforce | ●●●●● | |
Forecast AccuracyOn the executive page The single most important equity-story KPI: it proves the business is under control, not lucky | Commercial Excellence | P1 | Leading/Lagging | Monthly | Comm. Excellence | To build Salesforce + S&OP | ○●●●● | |
Win RateOn the executive page Per rep, not only per region. A 20% and a 40% rep need different coaching and different prospecting volumes | Commercial Excellence | P1 | Leading/Lagging | Quarterly | Sales Director | Partial Salesforce | ●●●●○ | |
Sales Cycle Length Days from opportunity creation to first order. Today this cannot be measured at all — the CRM record breaks before the first invoice | Commercial Excellence | P1 | Leading | Quarterly | Comm. Excellence | To build Salesforce | ●●●○· | |
CRM Compliance Data quality prerequisite. Retire once the outcome KPIs above are reliable Retires when: Retire once the outcome KPIs above are reliable. | Commercial Excellence | P2 | Leading | Monthly | Sales Director | Available Salesforce | ····· | |
Opportunity Aging Stalled pipeline and conversion risk | Commercial Excellence | P2 | Leading | Monthly | Sales Director | Available Salesforce | ····· | |
Quote Conversion Offer effectiveness and future revenue conversion | Commercial Excellence | P2 | Leading/Lagging | Quarterly | Sales Director | Partial Salesforce | ····· | |
Competitive Losses Business already lost with root cause. Measurable quarterly, unlike market share | Market Leadership | P1 | Lagging | Quarterly | Global Marketing | Partial Salesforce loss reasons | ●●●●○ | |
Technology Lead Time Months of lead over the first competitor to match a launch. The 3.5 micron ribbon gave a full year — that is what leadership means, not tonnage | Market Leadership | P1 | Leading | Annual | Global Marketing / R&D | To build Launch tracking | ○○●●● | |
Market Share (definition TBD) Competitive position. Annual only; do not review monthly | Market Leadership | P2 | Lagging | Annual | Global Marketing | Partial External panel | ····· | |
Vertical Penetration (TBD) Current position and headroom in target verticals | Market Leadership | P2 | Leading/Lagging | Annual | Global Marketing | To build Declarative | ····· | |
Partner Business Reviews Partner alignment and joint-plan execution | Market Leadership | P2 | Leading | Quarterly | Sales Director | To build Manual log | ····· | |
Competitive Intelligence Substantiated competitor moves, prices and innovation — evidence, not trade-show impressions | Market Leadership | P2 | Leading | Quarterly | Global Marketing | To build Field input | ····· | |
Critical Talent CoverageOn the executive page Continuity in business-critical roles. Every gap must be a documented decision, not a discovery | People & Organization | P1 | Leading | Quarterly | HR / Sales VP | Available Talent review | ·○●●● | |
Succession Coverage Named, ready successor for each critical role — a direct buyer question | People & Organization | P1 | Leading | Annual | HR / Sales VP | Available Talent review | ··●●● | |
Sales Productivity per Rep Revenue and growth per rep. A 20% and a 470% grower in the same organisation is a territory-design problem, not a performance verdict | People & Organization | P1 | Lagging | Quarterly | Sales Director | Partial SAP + HR headcount | ●●●●○ | |
Employee Retention Key talent already retained or lost | People & Organization | P1 | Lagging | Quarterly | HR | Available HRIS | ·○●●● | |
Performance Tiering Weighted ranking into World class / On standard / Not acceptable, published. Absolute levels, not forced quotas — the distribution should shift upward over time | People & Organization | P2 | Lagging | Annual | Sales VP | To build Composite scorecard | ····· | |
Training Completion Capability development. Measures completion, not outcome — retire early Retires when: Measures completion, not outcome — retire early. | People & Organization | P2 | Leading | Annual | HR / Comm. Excellence | Available LMS | ····· | |
Coaching Sessions (TBD) Structured CRM-based coaching between director and rep, the mechanism the whole system is meant to feed | People & Organization | P2 | Leading | Quarterly | Sales Director | To build Manual log | ····· | |
Salesforce Adoption Process discipline and data reliability. Ticking the box is not the objective — measure the outcome KPIs it unlocks Retires when: Retire once the outcome KPIs it unlocks (win rate, forecast accuracy) are reliable. | Transformation | P1 | Leading | Monthly | Comm. Excellence | Available Salesforce | ●●●○· | |
Strategic Project Completion Delivery against milestones on the small number of projects actually selected. Selecting a project means explicitly not doing the others | Transformation | P1 | Leading/Lagging | Monthly | Comm. Excellence | Available Project tracker | ○●●●● | |
Digital Ordering Adoption achieved and productivity headroom, especially on the long tail | Transformation | P2 | Leading/Lagging | Quarterly | Customer Service | Partial SAP / portal | ····· | |
AI Adoption (TBD) Productivity and commercial capability. Measure output gained, not licences issued | Transformation | P2 | Leading | Annual | Comm. Excellence | Partial Licence + usage | ····· | |
Forecast Accuracy (rolling 8 quarters) Demonstrates that the plan is predictive. A leading indicator that contradicts the trailing one is the honest disclosure a buyer pays for | Equity Story | P1 | Leading/Lagging | Quarterly | Comm. Excellence | To build S&OP history | ···●● | |
Pipeline Coverage (consolidated) Substantiates the forward revenue claim with named opportunities, not extrapolation | Equity Story | P1 | Leading | Quarterly | Sales VP | Partial Salesforce | ···●● | |
DSO and Inventory Cover Cash discipline. Overdue exposure in NAM and Asia is currently material | Equity Story | P1 | Lagging | Quarterly | Finance | Available SAP | ···●● | |
Published Service Level Operational reliability, benchmarked against competition rather than reported in isolation | Equity Story | P1 | Lagging | Quarterly | Supply Chain | Available — not published SAP — AVAILABLE, not published | ···●● | |
Critical Talent & Succession Coverage Answers the direct diligence question: what happens if a key person leaves | Equity Story | P1 | Leading | Semi-annual | HR / Sales VP | Available Talent review | ···●● | |
Commercial Maturity Level Beginner / Intermediate / Expert per playbook workstream, with the roadmap to the next level. The credible version of the story is a journey with evidence, not a claim of excellence everywhere | Equity Story | P1 | Leading | Semi-annual | Sales VP | To build Self-assessment vs playbook | ···●● | |
Mix and Strategic Product Share Shows the revenue base is improving in quality, not only in size | Equity Story | P2 | Lagging | Quarterly | Global Marketing | Partial SAP | ····· | |
Market Share (validated) Only if independently substantiated. An unverifiable share claim damages credibility more than a modest verified one | Equity Story | P2 | Lagging | Annual | Global Marketing | Partial External panel | ····· |
● owned and reviewed at that level · ○ seen in aggregated form · blank not reviewed. Blanks are deliberate.