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KPI Library

84 Key Performance Indicators (KPI) Examples (Tips + FREE templates)

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You know you need them, but finding the right KPI for you or your business can be difficult. To make things a little easier, we have put together a resource that has different KPI examples for all the departments in your organization, and even KPI examples for different industries. 

While you read through these KPI examples, keep in mind that these are just examples - and we don't recommend simply copying and pasting them into your own strategy.

The best KPIs for your organization start with defining your business objectives and then designing KPIs that measure them. This list is perfect for those who have already defined their business objectives and are looking for some inspiration around ways to measure these objectives.

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Here’s what you will discover inside this article: 

What does KPI stand for?

KPI stands for Key Performance Indicator. A KPI is a measurable value used by an organization to keep track of and determine progress on a specific business objective. KPIs allow organizations to evaluate how well they're performing, and if current behaviors should be continued or if a change of strategy is needed.

Examples of Marketing KPIs

Traffic

The most obvious example of traffic would be website traffic - but the same applies if you have a physical store front too. How many people are walking past your store (or browsing your e-commerce website) and therefore how many people have a chance to see your products and perhaps become leads.

Example: # of website visitors per day

Traffic to Lead Ratio

A logical extension of measuring traffic is to measure how much of that traffic actually converts into leads. You'll need to define what a 'lead' means to you - is it a free trial, or a conversation with a sales clerk?

Example: % of the traffic which starts a free trial

Cost per Lead

How efficient is your marketing campaign? Once you have traffic converting into leads, it's time to measure how much each of these leads is costing you (you'll then compare this number with one of your sales KPIs around value per sale). 

You can use many different tools to track this important KPI, such as Google Adwords, Google Analytics, and SEM Rush. Alternatively, you can use one source of truth to pull data from all different sources into one place. Using Cascade, you can build customizable KPI reports and track all important metrics in real-time.

Qualified Leads

Marketing teams consider this to be one of their most important metrics. You can use it to determine the quality of the leads you generated through your lead generation activities. 

This KPI is usually broken down into 2 categories: 

  • Marketing Qualified Leads (MQLs)
  • Sales Qualified Leads (SQLs)

Click-Through-Rate (CTR)

Marketers use this KPI to measure engagement across channels with their content.

The formula for calculating click-through-rate is very simple: 

(Total clicks / Total Impressions) x 100 = CTR

For example: If your LinkedIn ad had 17 clicks and 2253 impressions, then your CTR would be 0,75%. 

Customer Acquisition Cost (CAC)

CAC is another key marketing and sales growth KPI you should track. It measures how much your company spends to acquire new customers. 

Potential investors will consider this KPI and Customer Lifetime Value as one of the most important things. They will evaluate the ratio between them and LTV should always exceed CAC. 

Here’s how to calculate CAC: 

Total Sales & Marketing Spend / Number of New Customers Added

Net Promoter Score (NPS)

You could certainly argue that your NPS isn't a marketing KPI. Your NPS measures how likely your customers are to refer a friend or colleague to your product.

It would be remiss of us to ignore existing customers, given their importance as a marketing channel for gaining new customers. The NPS is calculated by asking customers how likely they are to recommend your product on a scale of 1 to 10.

NPS is usually time-bound, so typically you would look at your NPS for the past 30 days, rather than the total from the beginning of time to ensure that the KPI remains relevant.

We measure our NPS score at Cascade using a system called Delighted and then synchronize the data back to one of our marketing dashboards built in the Cascade Strategy software. 

Page Conversion Rate

When it comes to websites, everything is ultimately about conversions. Getting people to start a free trial, buy a product or sign up for a demo. 

Measuring conversion rates as a percentage is the best way for you to determine what pages are most effective at getting people to convert. 

As a result, you will be able to determine which pages need more focus on conversion rate optimization. In addition, you can identify what makes conversions successful and apply those techniques to other important pages. 

Example: A percentage of the total visitors to the page that converts.

Time On-Site

If people are spending just a few seconds on your site before clicking the back button, you're likely doing something wrong. They're certainly not converting if they end up heading back to the Google search results page within a few seconds of clicking on a link to your site.

New User to Returning User Ratio

Every visit to your site is not equal. When you start diving into your conversion rates, you'll likely notice that returning users (people who've been to your site before) have a much higher conversion rate than new users.

That's because they've made a conscious effort to return to your site and are interested in what you're doing. Measuring and increasing this ratio is key to driving healthy site conversion rates.

Visualize your Marketing KPIs in our Free Marketing Strategy Template!

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Get inspired with KPI Generator 

Use this free KPI Generator to get KPI examples specific to your industry and function. As a bonus, you will be able to download examples as a KPI Cheat Sheet PDF. 

 

Examples of Financial KPIs

Gross Profit Margin

Expresses your profits as a percentage of total sales revenues generated. This gives you a high-level view of how much profit you're making.

Although, it doesn't factor in all expenses so shouldn't be used for detailed decision-making. It is however useful for bench-marking your performance over time or comparing your profitability to another similar company.

Net Profit Margin

The percentage of revenue remaining after operating expenses, interest and taxes have been deducted from a company's total revenue.

This gives a more accurate internal figure for understanding profit, but is less useful for comparisons outside of your company.

Monthly Recurring Revenue (MRR)

Monthly Recurring Revenue is a popular metric for SaaS companies such as ourselves. This metric looks only at the revenue you generate each month which will re-occur with little to no additional investment.

For example, any customer who signs up for a recurring monthly subscription to Cascade increases our MRR.

Return on Equity (ROE)

ROE measures your net income against each unit of shareholder equity. Return on equity ratio not only provides a measure of your organization’s profitability but also its efficiency. Less useful for startups, but an important KPI for established organizations.

Current Ratio

The Current Ratio KPI weights your assets. Assets such as accounts receivables are weighted against your current liabilities, including accounts payable. This will help you understand the solvency of your business.

Operating Cash Flow (OCF)

This is one of the basic financial KPIs that every CFO has to be aware of. It tells you how much revenue is your company generating from its daily operations. In short, it reveals the short-term financial health of a company.

Revenue per FTE

Employee costs usually make up the bulk of a company's expenses. So, it's often useful to measure how much revenue you are actually generating for each employee in your company.

This gives you an idea of whether you're making an appropriate amount of revenue for the size of your business.

Revenue per Customer

This is a quantifiable measure that gives you an idea of how much gross revenue you make per customer. How you calculate this will vary depending on the type of business.

For us as a SaaS business, we look at the Life Time Value of a customer (LTV) based on what they pay in their subscription and how long a subscription typically lasts. If you were coffee shop you might instead look at the average spend in a visit.

Revenue Growth Rate

This KPI helps to ensure your business continues to grow at a target rate, measured by a percentage. Ideally, you would measure this monthly or on a 12-month rolling average basis.

Visualize your Finance KPIs in our Free Finance Strategy Template! 

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Examples of Sales KPIs

Lead Flow

A simple count of the number of leads that your salespeople are working on each month. Start by setting a target for the month (say 100 leads). Then break this down into the areas you want the leads to come from (outbound, inbound, free-trials, etc).

Qualified Opportunity Rate

So you've got leads coming in, but are they quality leads that can actually result in sales? Measure what percentage of your leads moved through your sales pipeline into a qualified stage. CRM systems like Pipedrive have this percentage built into their reporting.

Opportunity to Win Ratio

The ultimate test of whether your opportunity pipeline is working - what percentage of all new opportunities ultimately turn into sales. You should measure this at an overall level for your sales team, but also by an individual salesperson as this is the acid-test of their performance.

Total Sales Volume

We'll keep things super simple to start - you need to be measuring the total volume in $ sold by your sales team on a minimum of a monthly basis. Ideally, you'll set a constantly growing target, but don't forget to factor in seasonal changes such as around Christmas or the holidays.

Discounts Applied / Margin Retained

Selling is one thing, but it's easy if all your sales team is doing is applying heavy price discounts to get sales over the line.

At the end of each month, take the total sales volume, and calculate it as a percentage of the total sales volume if all sales had been made at full price. Measure this regularly and ensure you're not on a trend that is driving higher and higher discounts just to hit the volume targets.

Sales Cycle Length

One of the things that hurts sales teams isn't so much the lack of sales, but rather that the sales cycles are simply too long. That makes targets hard to reach quickly and gives you less room to course-correct if sales start to take a downturn.

Use your CRM system to measure the average time between a lead becoming an opportunity, and when they close to becoming a sale - the shorter the better.

Average Retention Rate

This might look a little different depending on your business. Essentially we're looking to measure churn/retention after the sales cycle is completed. A low retention rate is often an indicator of problems in the sales process (in the worst case, it could even be due to misselling).

Measure what percentage of your customers cancel each year/month (or whatever is most appropriate for your business).

Sales Cost to Sales Volume Ratio

The cost of making a sale is often higher than you think when you factor in lead costs, salaries, commissions, fixed building costs and more. Understanding your sales cost to sales volume ratio helps you make informed decisions about whether (and how) to grow your sales team efficiently.

Measure the total cost of your sales efforts in a month vs the total sales volume generated in that month (or factor your sales cycle time into the formula for a more accurate view). Then convert that to a ratio and express it as a percentage.

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Examples of Customer Service KPIs

Number of Support Tickets & Complaints

Customer service teams need to measure the number of new issues/support tickets/complaints being generated every day, week, and month.

This allows you to understand if these new issues correlate to any new business developments such as new product launches. If the number of new issues spikes up, you might need to investigate and resolve the root cause.

Customer Satisfaction Score

A customer service department needs to keep track of your customer satisfaction (CSAT) score. This KPI measures the performance of your customer service department.

You can achieve this by issuing a mini-survey to your customers after they have completed an experience with your service. You need to take it seriously and don’t rely on email feedback alone as your survey mechanism

First Contact Resolution (FCR)

FCR is a good KPI to measure the percentage of support issues resolved by the customer service department upon first contact with a customer. For web chats or live calls, this means your agent resolved the issue before the customer ended the chat session or hung up the phone.

FCR is calculated by dividing the number of issues resolved on first contact by the total number of customer contacts with the department. Issues are deemed “resolved” if the customer says they are resolved.

As a result of this information, you can narrow down to issues that aren’t being resolved on the first contact and address the root cause.

Abandon Rate of Calls & Chats

Analyzing the abandonment rate can help customer service departments decide what measures need to be taken to address the issue. Consequently, the CS department may agree that ring-backs should be implemented where a customer has an option to request a call back after holding on to a queue.

Additionally, abandon rates can help you optimize resources such as utilizing staff from other departments during peak hours.

Average Resolution Time

This is a common performance measure for customer service. Great customer service is synonymous with a real-time resolution of issues. Therefore, if your department responds to customer queries faster, they will be happier with your services and will be more likely to stick around for long.

If the department is unable to keep the resolution time low, it might be an indication that your team is understaffed.

Training Investment per Employee

Whilst this is very much a lead indicator, you should closely monitor how much you're investing in training and development.

If you invest too little, likely, you'll either (a) struggle to develop top talent internally or (b) have top talent leave to pursue training and development opportunities elsewhere.

Wait Time for Callers

Having to wait in queues for endless minutes can be quite frustrating. Therefore, organizations should ensure the average call wait time for support is within an acceptable range.

Calculate this customer service KPI by dividing the total time customers wait in call queues by the total number of customer calls answered.

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Examples of IT KPIs

Project Delivery Time

This is one of the common KPIs that IT teams get measured on by the wider business: Did they deliver what they promised on time?

It is relatively easy to measure if you are managing projects within a time frame and clear targets (weekly, monthly, quarterly, yearly). Slight delays in any process in the organization are likely to cost you time in the end.

Quality Assurance

One thing is to deliver a project on time, but if it is riddled with issues and bugs, this means very little.

The number of issues per project can be used to identify where challenges may arise during launch, and over time, this will improve the process and reduce friction.

Example: # of issues per project

Service Level Agreements (SLAs)

This is quite a specific way to measure and present both performance (time) and quality. The numbers are agreed upon and measured monthly or quarterly to identify if the agreed level of service is being delivered.

Consequently, SLAs often get a bad rap because they often show an IT team is not as good as hoped. On the flip side, they can present transparency and set realistic expectations if used positively.

Showback (Chargeback)

A common approach from IT departments is to provide ‘chargebacks’ to other departments for rendered services. This demonstrates the value IT brings, but it is often met with resentment.

By switching to ‘showback’ IT teams can measure and report the resources allocated to each department, maintaining the awareness. Measuring where resources are allocated can really help IT identify areas of weakness or stress.

Application And Service Of Total Cost

This metric helps to understand what it costs to deliver each IT offering. For example, how much do you spend on storage, networks, security, and which departments use these offerings the most?

This can help uncover the ‘long-tail’ application run cost, while also aligning the expenses with business goals.

Employee engagement and satisfaction

Although new and exciting projects are great, IT teams spend most of their day helping other employees and customers with the less sexy tasks (“I forgot my password again”).

For that reason, it’s important to measure the level of engagement from employees and maintain focus on the overall strategy. You can measure this through surveys (eNPS - see HR KPIs).

Team initiative(s)

This is almost a direct result of the level of engagement from the IT team. Highly engaged teams are more likely to come up with new initiatives and/or new ways of solving current challenges.

Measuring internal initiatives will not only give you an indication of the level of engagement, but also readiness. As in the readiness to tackle unexpected turns in an agile environment.

Visualize your IT KPIs in our Free IT Strategy Template!

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Examples of Human Resources KPIs

eNPS

You've almost certainly heard of NPS or Net Promoter Score. It's how we measure how likely a customer is to recommend our product or service to someone else. Well, eNPS is a simple but effective take on the same principle. Simply modify the question to suit employees, and measure it in the same way as described here.

Absenteeism

High rates of absenteeism can be indicative of major problems with your culture. Whilst individual employees may have legitimate reasons for absence, you need to closely monitor the blended overall trend of absenteeism.

This is especially so as your organization grows.

The formula:

(Total lost workdays due to absence) / (Number of available workdays) = (Absenteeism rate)

Turnover Rate of High Performers

Culture is important for everyone in the organization. High-performers are arguably the most sensitive to whether or not your culture is effective.

That's because they tend to have a plethora of employment options, and can look beyond hygiene factors such as money alone.

If your top performers are leaving, either you're not paying enough, OR you have a major problem with your organizational culture.

Internal to External Hiring Ratio

Hiring internally is almost always preferable to hiring externally. It's more cost-effective, a great way to retain talent and inspires others to build their careers at your organization.

It's also reflective of the effectiveness of your training programs and talent management capabilities. Simply measure, of the hires in the last 12 months (rolling), what was the ratio of (internal hires: external hires).

% of 'Cherish & Retain' Employees

If you're using a performance management platform, you'll be measuring employee performance but also their future potential for the organization. One of the most useful tools here is the 9-Box Talent Grid.

This grid helps you measure those two dimensions of employee success fairly and consistently. Implement the 9-Box Talent Grid, and measure how many employees fall into the 'Cherish & Retain' group each year.

Training Investment per Employee

Whilst this is very much a lead indicator, you should closely monitor how much you're investing in training and development.

If you invest too little, likely, you'll either (a) struggle to develop top talent internally or (b) have top talent leave to pursue training and development opportunities elsewhere.

Employee satisfaction index (ESI)

This KPI shouldn’t be ignored. Especially in these times when everyone is fighting to retain their top talent and attract new staff. 

Employee satisfaction index helps you to evaluate how happy or content are your employees with their work. 

As with eNPS, you can use the employee satisfaction index (ESI) to track progress over time, compare your performance with other companies in your industry, and determine what events impacted scores at your company.

Revenue per Employee

This is a stat that almost all of the investors I've spoken to have said is important when they look at which companies to invest in. Whilst not a precise science, the revenue per employee (total revenue / total employees) is a good indicator of how efficient your overall organization is.

Payroll is usually the biggest cost on the P&L. Organizations with a low revenue per employee rate don't tend to survive long. The key is to benchmark within your industry, as there is no 'right' answer for what this should look like overall.

3-Month Failure Rate

Most organizations have probation periods in their contracts with employees. But this doesn't protect you from the damage that a bad hire can cause.

The amount of wasted money, time and energy that goes into bad hires (who don't make it through their probation) is a huge driver of overall efficiency. Measure how many employees failed before the 3-month mark, and try to manage this to be as low as possible.

Visualize your HR KPIs in our Free HR Strategy Template!

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Examples of Health & Safety KPIs

Number of Reported Accidents & Incidents

This ‘lagging indicator’ is a pretty obvious one, but it really gives a high-level benchmark to the organization in terms of knowing if safety is improving or worsening.

In addition to monitoring the number of accidents/incidents, you'll probably also want to convert this number to a ratio per employee - i.e. 0.001 accidents per employee. Keep an extra close eye on this Health & Safety KPI during times of change - new processes, new machines, etc.

Lost Time Injury Frequency Rate

This refers to the number of lost-time injuries that happen per million hours worked. So a 'LTIFR' of 8, would mean that 8 lost time injuries take place every million hours worked.

To work out the LTIFR you multiply the number of lost-time injuries by 1,000,000 then divide that number by the total number of hours worked in an organization. So if you have 8 lost-time injuries and 3 million hours worked, your LTIFR is 2.6.

Lost Time Injury Incidence Rate

This measures the events that occur over a standard period of time by a standard number of people. So if we want to calculate the 'LTIIR' (Lost Time Injury Incidence Rate) for 1,000 people, we multiply the number of incidents by 100, then divide it by the number of people.

So let’s say we have 3 incidents. 3 x 100 = 300. Divide that by the number of people and we get a LTIIR of 0.3. So for every 100 people, an organization would have 0.3 LTIs.

Employee Perception of Management Commitment

This KPI for Health and Safety is usually measured through regular surveys. These allow an organization to understand if employees feel that what they do daily and the management objectives are on the same path.

People tend to follow procedures and instructions better if they see a connection between what they do and the big picture. It’s a little like running an NPS for employees.

Average Overtime Hours Per Person

This average is a great KPI to help measure the average time worked by someone beyond their normal working hours. The idea is that if you keep this number low, it can mean that an organization is successfully managing workload and reducing the chance of fatigue in the workplace.

You do want to be careful with this KPI, as it does not apply to all types of organizations and the definition of ‘overtime’ will vary per organization.

Monthly Health and Safety Prevention Costs

This is the expenditure that will be aimed at minimizing health and safety hazards within an organization. It will include training, inspections, and audits that will be aimed at offering conducive and safe working conditions.

Productive Days %

This is a nice twist on the more negative approach of measuring sick days and time off due to accidents. It flips those KPIs into a more positive approach of celebrating the number of days of productive work that were successfully delivered.

You can do this by using productive days as a percentage of the total available working time. For example, if your organization had 10 employees and there were only 5 days lost due to health and safety issues, your Productive Days % would be 99.86% ((3645 days / 3650 available days) x 100 = 99.86%).

% of Management Trained in Health & Safety

This simple leading indicator will help you avoid many of the accidents and incidents that might otherwise occur. It also helps you to understand the effectiveness of your training programs. It's up to you to define what that health and safety look like.

But, once you have, it's as simple as measuring how many managers have undergone it and expressed as a percentage. You can do the same thing for all employees if you want to.

Visualize your Health & Safety KPIs in our Free Health & Safety Strategy Template!

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Examples of Retail KPIs

Sales Per Square Foot

Retail business owners with a physical sales area put a lot of effort into product presentation. This can influence the customer’s purchase decision, which is why it is a good idea to track sales per square foot.

You can calculate this by dividing your net sales by the sales space. This will give you a clear idea of how much it costs to maintain your retail space and the amount of revenue that space generates.

KPI Example:  Increase sales per square foot by 20% by 31/08/2023

Conversion Rate

Every customer that steps through your door or hits your site costs some money and has the potential to contribute to your revenue. It is important to keep track of how many visits convert to sales.

You can determine this by dividing the total number of sales by the number of visitors. This gives you an insight into the efficacy of your sales process.

KPI Example: Increase conversion rate to 5% by 30/06/2023

These are the key performance indicators under the Sales category. If you keep track of actual sales, you know how much revenue is flowing in and can make business decisions accordingly.

Foot Traffic

This tracks how many people walk into your store. Foot traffic also helps you determine if particular locations, ad campaigns, or products are successful.

For example, if you open a branch in a different location and don’t get as much traffic as other locations do, it might not be the best place for your business. Foot traffic provides a lot of information regarding customer behavior and response.

This article does a great job of walking you through foot traffic and the various ways to measure it.

KPI Example:  Increase daily foot traffic to 150 by 31/03/2023

Customer Satisfaction

This metric correlates with retention since the level of service and/or quality of goods sold will have a direct effect on retention and foot traffic.

This can be measured with NPS score and/or regular surveys delivered to the customers after the transaction (we've covered NPS in this article). You can also look at your website analytics to gain a good insight into customer behavior.

You can track things like bounce rates, dwell times, and other similar factors on the platform.

NPS example: On a scale of 0 to 10, how likely is it that you would recommend our company, product, or service to a friend or colleague?

KPI Example:  Increase NPS by 15 by 30/09/2023

Inventory Turnover

You can determine inventory turnover by using this formula – the cost of goods sold/average inventory.

This will give you a clear idea of how much stock is used up in a given period. If this figure is too low, you’re not selling enough of the inventory and are at risk of overstocking or deadstock. If this figure is too high, you may be selling out because you aren’t stocking enough products.

KPI Example: Decrease inventory turnover by 5 days by 31/12/2023

Sell-Through

When you divide the number of units sold by the starting inventory and multiply that by 100, you get the sell-through percentage. This gives you an indication of how much of your inventory is being sold compared to how much you purchased.

It will also help you understand which products are performing well and which ones may need further consideration.

KPI Example: Increase the sell-through rate by 15% by 30/06/2023

Year Over Year Growth

Business owners want sustained growth over time. They want their venture to bring in more customers and increased revenue each year. Comparing the current year’s performance with the previous year’s records can help provide some insight.

If you see a downward trend in growth, you may need some remedial action to put the business back on the right track.

KPI example: Increase year over year growth by 10% by 31/10/2023

Gross and Net Profit

Gross profit tells a business owner how much money they’ve earned after deducting product creation and sales costs. Net profit is the profit earned after all business expenses are accounted for.

Both of them provide insight into your expenses and earnings. The data from these metrics can help you channel your resources, plan cost cuts, and introduce business strategies accordingly.

KPI example: Increase net profit by 16% by 31/12/2023

Visualize your Retail KPIs in our Free Retail Strategy Template!

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3 tips to boost your performance

Performance optimization is more than setting KPIs and forgetting about them as you close the spreadsheet. 

Here are 3 things you can do to boost your performance: 

1. Schedule regular reviews

Don't be one of those teams that set KPIs only to revisit them three times a year to wonder where they missed their targets. Integrate KPIs into your culture and schedule regular reviews to signal their importance. This will help you and your team to identify underperforming areas before it’s too late to pivot. 

2. Assign ownership

It's every manager's nightmare to deal with a lack of accountability. The last thing you want to do is be a babysitter and waste your time asking around about who is responsible for what. 

Define clear metrics and assign the owner. 

 Your team members will have a clear understanding of how their daily actions contribute to overall success. They will understand the expectations and focus on achieving them. 

3. Connect all data in one place 

Several outdated spreadsheets, everyone tracks data on different platforms, and there are tons of meetings to keep everyone aligned. 

Across organizations, that's the standard way to measure performance.

Instead of focusing on the actual work that drives businesses closer to their strategic goals, teams spend hours putting data together. Not to mention all the errors caused by manual processing.

As an alternative, you can connect and track all data in one place without having to switch between multiple tools. For example, at Cascade, we provide real-time KPI tracking with automated updates so you can easily access all relevant data with just a click of a button. 

Monitor performance with KPI dashboards in Cascade

There are at least 84 KPIs you can monitor in your business. But if you're going to track any at all and actually learn from the data, you can't do it with a spreadsheet. 

The easiest and quickest way to track all KPIs is to organize them in one place with Cascade dashboards.

kpi example dashboard cascade

Build your KPI reports with a drag and drop builder and track all important KPIs in one place. 

You will be able to track and measure progress in real-time by adding the right KPIs to your strategic objectives - so you and your team can stay focused on what matters for success.

On top of that, you can connect your favorite business tools with 1000+integrations to manage everything in one place. Cascade will automatically update your key KPIs so you can focus on driving results. 

From there, Cascade will help you to build powerful dashboards with all data in one place and context around it.

Imagine no more wasting time and ping-ponging between multiple data sources to put together a progress report. 

So, are you ready to boost your performance? Sign up for Cascade for free and start improving your performance and progress towards strategic goals.

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