KPI Base on Balanced score card
Working session
The process starts with the objectives in a strategy map Return on capital employed Revenue growth strategy
Financial
Members/ Partners
Develop new source of revenues
Productivity strategy
Build financial strength
Increase Members value through customer management process (acquisition, retention, satisfaction)
Internal Processes
Understand better members needs and Innovate in our offers
Employee Learning & Growth
Foster a member centric culture
Fundraising efficiency
Demonstrate Community Leadership & new partnerships
Achieve operational excellence
Support market access (incl internationalizat ion)
Develop key competencies in international and European market access, fundraising
Improve use of assets (eg database)
Develop label notoriety
Foster collaborative projects involving our members
Adopt new technologies that support process improvement
Working session
The objectives are translated into a set of key performance indicators Strategic Priority
Financial
Members
Definition
F1
•
Develop new source of revenues
•
Ability to diversify our sources of revenues and achieve growth
F2
•
Build financial strength
•
Manage our activities so that we are cash positive
F3
•
Fund raising efficiency
•
Amount of money spends to raise €1
F4
•
Improve use of assets (eg database)
•
Manage our transaction costs and membership database
M1
•
Increase Members value through customer management process (acquisition, retention, satisfaction)
•
Form relationships with members which allow us to fully understand and address their needs.
M2
•
Demonstrate Community Leadership & new partnerships
•
Qualify as an innovation intermediary by developing mutually supportive relationships with the local communities in which we conduct business
M3
•
Develop label notoriety
•
Measure the number of people who are aware of the brand overtime
I1
•
Innovate in our offers to adapt to our members needs
•
Develop a portfolio of offers targeted to members needs
I2
•
Achieve operational excellence
•
Continuously seek ways to improve and simplify processes to achieve our strategic business objectives
I3
•
Support market access (incl internationalization)
•
Provide superior value to our members s by supporting their participation to international events
I4
•
Collaborative projects involving our members
•
Support the enrolment of members in collaborative projects
E1
• Foster a “customer” centric culture
•
Create a positive “members” experience all along the relationships
E2
• Develop key competencies in market access, fundraising
•
Improve our skills and knowledge by developing people and adapting best practices found from internal or external sources to realise all of our priorities.
E3
• Adopt new technologies that support process improvement
•
Develop a set of new tools to improve our operations
Internal processes
Employee Learning and Growth
3
Measures (KPIs & Target)
Proposed KPI
M1 • Increase Members value through customer management process (acquisition, retention, satisfaction) M2 • Demonstrate Community Leadership & new partnerships M3 • Develop label notoriety
Member’s CRM Member satisfaction surveys Evolution of membership (attrition rate, new members) Members’ involvement in cluster initiatives (participation rate in topics team) Community leadership & new partnerships Number of joint initiatives (contracts Number of joint events held (participation rate) Label notoriety Survey results (subindicators per groups (industry, society, public authorities, research) Media monitoring incl. for other initiatives not just the cluster’s own(webtraffic, followers, likers…)