Read Why do business professionals choose ready-to-use KPIs? to find out the answers to these questions:
Ski resorts are involved in offering skiing services to people interested in the game. However, besides this main aim, several other benefits are also provided to draw the crowd towards their place.
Consequently, due to expansion of the portfolio of services provided, it becomes necessary that a management tool for 'measuring and managing performance' is brought into use. This often takes the shape of BSC (Balanced Scorecard) on which are put related and useful metrics. These measurable indicators are known as 'KPIs (Key Performance Indicators)' that enable counting the steps and movements being taken to improve the operations at a skiing place. The BSC route was devised by Norton and Kaplan in 1990s.
One needs to develop a good enough understanding of the operations of ski business and then formulate those into metrics to which one can assign values and numbers.
Taking care that things remain within control is possible by regularly coming back to the scorecard and ensuring that 'actual' values are the same as 'target' values.
Ending it all, one can make sure that all goes well in ski operations when this KPI stuffed BSC is utilized.
This is the actual scorecard with Ski Resort Measures and performance indicators. The performance indicators include: financial perspective, average gross revenue, average operating profit, increase in revenue per employee, revenue on per skier visit, internal operations, uphill capacity per hour, average waiting time, average daily skiing hours, vtf per hour, days of operations, service structure perspective, number of additional activities, number of chair lift systems, number of transport equipments, number of instructors, length of trail, safety measures perspective, medical facilities availability, average patrolling frequency, area policy abiding ratio, customers view on safety aspects.
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