Business Metrics Quotes

In business, the idea of measuring what you are doing, picking the measurements that count like customer satisfaction and performance... you thrive on that.

You need to know exactly where you stand in a business at all times. Measure everything, because everything that is measured and watched improves.

You should always know how you're doing against your metrics. You should always have a weekly review meeting every week.

If I had to run a company on three measures, those measures would be customer satisfaction, employee satisfaction and cash flow.

What I learned from Rockefeller that's off-the-hook important is: You need to know exactly where you stand in a business at all times. Measure everything, because everything that is measured and watched improves.

At the end of the day in business, it's not about peer review and getting into a scientific journal. You either increase sales, or not.

Share results (financial and key metrics) with the company every month.

The most beautiful curve is a rising sales graph.

Without doubt, there are lots of ways to measure the pulse of a business. But if you have employee engagement, customer satisfaction, and cash flow right, you can be sure your company is healthy and on the way to winning.

When I meet with most entrepreneurial teams, I ask them a simple question: How do you know that you're making progress? Most of them really can't answer that question.

It is not about bits, bytes and protocols, but profits, losses and margins.

Because the private sector has evolved processes and metrics for growth over many generations, for-profit models are more likely to efficiently accomplish their goals.

I dont consider the bloody ROI.

If a picture is worth a thousand words, in business, so is a number.

At The Body Shop we had always been measured by how many jobs we had created, and I got a major award from the Queen on that.

I've seen small businesses turn into terrible midsize or big ones because they let their desire to achieve some arbitrary metric get the best of them. Whatever is compromised as a result doesn't matter anymore, as long as the company is growing.

When you fall short of your internal forecast, two things happen: Costs go up as a percentage of sales, and margins go down.

Ratings translate into corporations, corporations that need a profit statement this quarter that's larger than the last.

That's the thing about business. Facts and numbers and results actually count. It's not just about words as it is in politics.

Hard numbers tell an important story; user stats and sales numbers will always be key metrics. But every day, your users are sharing a huge amount of qualitative data, too - and a lot of companies either don't know how or forget to act on it.

Customer Development changes almost every aspect of startup behavior, performance, metrics, and, as often as not, success potential.

There's only one barometer for the commercial success of a film and that's the box office. The obsession with box office doesn't annoy me. It's the main part of the business, if you get irritated with the main part then you're in trouble.

Your typical business just measures the metrics that have to do with the profitability of the business one way or another. But you can have metrics that measure employee happiness and the morale. You can also do direct customer surveys; you can track it over time. You can do supplier satisfaction scores as well.

Nearly every business collects metrics on inventory, sales, and workplace process. Health care has been slow to measure these kinds of outcomes. Increasingly, general medicine, via either managed care or large practice settings, is improving by collecting data through electronic records and refining practice based on what works.

As leaders, we understand that intangibles are important, but we don't have a clue how to measure them.