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KPI Metrics

The document discusses key performance indicators (KPIs) relevant to include in a treasury management report beyond those highlighted in Braggs' Treasury Management Book. It provides five additional KPIs to consider: 1) Production Efficiency, 2) Number of Engaged Leads, 3) Employee Satisfaction, 4) Customer Lifetime Value, and 5) Customer Acquisition Cost. For each KPI, a brief explanation is given for its relevance and how it can be measured. The document also notes there is attached reading material.

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Mckenzie Palaganas
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137 views

KPI Metrics

The document discusses key performance indicators (KPIs) relevant to include in a treasury management report beyond those highlighted in Braggs' Treasury Management Book. It provides five additional KPIs to consider: 1) Production Efficiency, 2) Number of Engaged Leads, 3) Employee Satisfaction, 4) Customer Lifetime Value, and 5) Customer Acquisition Cost. For each KPI, a brief explanation is given for its relevance and how it can be measured. The document also notes there is attached reading material.

Uploaded by

Mckenzie Palaganas
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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CBA-FM-TM

Activity No. 1
25 Points

1. Other than the KPIs highlighted by Braggs’ Treasury Management Book, what other KPI’s you
deem relevant that must be included in your report? Give at least five explain why.
I. Production Efficiency: This KPI is often measured as the production time for each
stage divided by the total processing time. A company may strive to spend only 2%
of its time soliciting raw materials; if it discovers it takes 5% of the total process, the
company may strive for solicitation improvements.
II. Number of Engaged Leads: This KPI counts how many potential leads have been
contacted or met with. This metric can be further divided into mediums such as
visits, e-mails, phone calls, or other contact to customers.
III. Employee Satisfaction: This KPI often requires a company-wide survey to gauge
how employees are feeling about various aspects of the company. To get the best
value from this KPI, companies should consider hosting the same survey every year
to track changes from one year to the next regarding the exact same questions.
IV. Customer Lifetime Value (CLV): This KPI represents the total amount of money that
a customer is expected to spend on your products over the entire business
relationship.
V. Customer Acquisition Cost (CAC): This KPI represents the total sales and marketing
cost required to land a new customer. By comparing CAC to CLV, businesses can
measure the effectiveness of their customer acquisition efforts.

2. See attached reading material

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