The Resource Six figure management method : how to grow your business with the only six KPIs you'll ever need, Patrick M. Georges with Josephine Hus, (electronic resource)

Six figure management method : how to grow your business with the only six KPIs you'll ever need, Patrick M. Georges with Josephine Hus, (electronic resource)

Label
Six figure management method : how to grow your business with the only six KPIs you'll ever need
Title
Six figure management method
Title remainder
how to grow your business with the only six KPIs you'll ever need
Statement of responsibility
Patrick M. Georges with Josephine Hus
Creator
Contributor
Subject
Genre
Language
eng
Summary
Measuring and improving performance is critical for managers who want to achieve successful business growth. However, standard key performance indicators can be overly complex and therefore ineffective in managing productivity: Six Figure Management Method shows that if you measure and improve just six well-selected figures, each of them simple to understand and easy to calculate, the profitability of your unit or business will soar. Based around these six measures, it presents a streamlined, straightforward framework for managing your activities effectively on a day-to-day basis, while remain
Cataloging source
MiAaPQ
http://library.link/vocab/creatorDate
1953-
http://library.link/vocab/creatorName
Georges, Patrick
Dewey number
658
Illustrations
  • illustrations
  • charts
Index
index present
LC call number
HF5549.5.P37
LC item number
G46 2013
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/relatedWorkOrContributorName
Hus, Josephine
http://library.link/vocab/subjectName
  • Performance technology
  • Organizational effectiveness
  • Management
Label
Six figure management method : how to grow your business with the only six KPIs you'll ever need, Patrick M. Georges with Josephine Hus, (electronic resource)
Instantiates
Publication
Note
Description based upon print version of record
Bibliography note
Includes bibliographical references and index
Contents
  • CONTENTS; About the authors; Foreword, by Karine Le Joly; Preface, by Jim Pulcrano; Acknowledgements; Executive summary; Introduction: how to thrive, simply; 01 Six figure management in action: how we knowit really works; Key learning point; The SFM method is a management control-based approach; Why you should have only six KPIs for intelligence; Why you can rely on the SFM method; Summary; What's next; 02 How SFM will help you to get the most from your reporting systems; Key learning points; The evolution of business performance measurement
  • The balanced scorecard, a major advance in business performance management SFM is an evolution beyond the balanced scorecard; The Management Cockpit, another advance in dashboards; How the SFM method works together with the Management Cockpit approach; Summary; What's next; 03 Try more new things: measuring and improving your sales from new sources performance; Key learning points; Sales from new sources in action; Who should measure and improve SFN performance?; Why should managers measure their SFN performance?; How do you implement the SFN measurements and improvements?
  • What are the indicators that best measure SFN performance?Other indicators that you may consider to appraise your SFN performance; How do you effectively use SFN performance?; How can managers improve a bad SFN performance?; What are the limitations of measuring and improving your SFN performance?; Summary; What's next; 04 Spend more time with customers: measuring and improving your time facing customers performance; Key learning points; What is time facing customers performance?; To whom does the TFC indicator apply?; Why should managers measure their TFC performance?
  • How do you implement the measurement and improvement of your TFC performance?What are the indicators that drive the value of your TFC performance?; How do you effectively use the TFC indicators?; How can managers actually improve a bad TFC performance?; What are the limitations of measuring and improving TFC performance?; Summary; What's next; 05 Do the same thing but with reduced costs and delays: measuring and improving your gains from processes performance; Key learning points; What are gains from processes?; To whom does GFP performance apply?
  • Why should managers measure and improve their GFP performance?How do you implement GFP?; What are the indicators that drive the value of GFP?; How do you effectively use GFP and what questions should you ask yourself?; How can managers improve a bad GFP performance?; What are the limitations of having a high GFP performance?; Summary; What's next; 06 Give more to the best people: measuring and improving your people responsibility level performance; Key learning points; What is the people responsibility level?; To whom do the PRL indicators apply?
  • Why should managers measure and improve their PRL performance?
Extent
1 online resource (256 p.)
Form of item
online
Isbn
9780749469085
System control number
  • (EBL)1190430
  • (OCoLC)851202754
  • (MiAaPQ)EBC1190430
  • (EXLCZ)992670000000358769
Label
Six figure management method : how to grow your business with the only six KPIs you'll ever need, Patrick M. Georges with Josephine Hus, (electronic resource)
Publication
Note
Description based upon print version of record
Bibliography note
Includes bibliographical references and index
Contents
  • CONTENTS; About the authors; Foreword, by Karine Le Joly; Preface, by Jim Pulcrano; Acknowledgements; Executive summary; Introduction: how to thrive, simply; 01 Six figure management in action: how we knowit really works; Key learning point; The SFM method is a management control-based approach; Why you should have only six KPIs for intelligence; Why you can rely on the SFM method; Summary; What's next; 02 How SFM will help you to get the most from your reporting systems; Key learning points; The evolution of business performance measurement
  • The balanced scorecard, a major advance in business performance management SFM is an evolution beyond the balanced scorecard; The Management Cockpit, another advance in dashboards; How the SFM method works together with the Management Cockpit approach; Summary; What's next; 03 Try more new things: measuring and improving your sales from new sources performance; Key learning points; Sales from new sources in action; Who should measure and improve SFN performance?; Why should managers measure their SFN performance?; How do you implement the SFN measurements and improvements?
  • What are the indicators that best measure SFN performance?Other indicators that you may consider to appraise your SFN performance; How do you effectively use SFN performance?; How can managers improve a bad SFN performance?; What are the limitations of measuring and improving your SFN performance?; Summary; What's next; 04 Spend more time with customers: measuring and improving your time facing customers performance; Key learning points; What is time facing customers performance?; To whom does the TFC indicator apply?; Why should managers measure their TFC performance?
  • How do you implement the measurement and improvement of your TFC performance?What are the indicators that drive the value of your TFC performance?; How do you effectively use the TFC indicators?; How can managers actually improve a bad TFC performance?; What are the limitations of measuring and improving TFC performance?; Summary; What's next; 05 Do the same thing but with reduced costs and delays: measuring and improving your gains from processes performance; Key learning points; What are gains from processes?; To whom does GFP performance apply?
  • Why should managers measure and improve their GFP performance?How do you implement GFP?; What are the indicators that drive the value of GFP?; How do you effectively use GFP and what questions should you ask yourself?; How can managers improve a bad GFP performance?; What are the limitations of having a high GFP performance?; Summary; What's next; 06 Give more to the best people: measuring and improving your people responsibility level performance; Key learning points; What is the people responsibility level?; To whom do the PRL indicators apply?
  • Why should managers measure and improve their PRL performance?
Extent
1 online resource (256 p.)
Form of item
online
Isbn
9780749469085
System control number
  • (EBL)1190430
  • (OCoLC)851202754
  • (MiAaPQ)EBC1190430
  • (EXLCZ)992670000000358769

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