1. Business Intelligence Dr. Mahdi Esmaeili

2. 1.Key result indicators (KRIs) tell you how you have done in a perspective or critical success factor. 2.Result indicators (RIs) tell you what you have done. 3.Performance indicators (PIs) tell you what to do. 4.KPIs tell you what to do to increase performance dramatically.

4. رضایت مشتری سود خالص قبل از کسر مالیات سودآوری مشتریان رضایت کارکنان بازده سرمایه مورد استفاده شاخصهای کلیدی نتیجه نشان دادن نتیجه چندین عمل – حرکت در مسیر صحیح

5. شاخصهای عملکرد Percentage increase in sales with top 10% of customers Number of employees’ suggestions implemented in last 30 days Customer complaints from key customers Sales calls organized for the next week, two weeks Late deliveries to key customers شاخصهای عملکرد کلیدی نیستند – کمک به هم راستا کردن تیمها با استراتژی سازمان – نمایش در کارتهای امتیاز همراه با KPIs

6. شاخصهای نتیجه Net profit on key product lines Sales made yesterday Customer complaints from key customers Hospital bed utilization in week تمام سنجه های عملکرد مالی

7. شاخصهای کلیدی عملکرد 1.Are nonfinancial measures (e.g., not expressed in dollars, yen, pounds, euros, etc.) 2.Are measured frequently (e.g., 24/7, daily, or weekly) 3.Are acted on by the CEO and senior management team (e.g., CEO calls relevant staff to enquire what is going on) 4.Clearly indicate what action is required by staff (e.g., staff can understand the measures and know what to fix) 5.Are measures that tie responsibility down to a team (e.g.,CEO can call a team leader who can take the necessary action) 6.Have a significant impact (e.g., affect one or more of the critical success factors [CSFs] and more than one BSC perspective) 7.They encourage appropriate action (e.g., have been tested to ensure they have a positive impact on performance, whereas poorly thought-through measures can lead to dysfunctional behavior)

12. قانون 10/80/10

16. The mission is like a timeless beacon that may never be reached (e.g., a multinational in the entertainment business has a mission “to make people happy,” and 3M’s mission is “to solve unsolved problems innovatively”). A mission statement can remain the same for decades if crafted well.

17. The vision outlines what the organization wants to be by a certain timeframe. A vision statement is more specific in terms of both the future state and the timeframe. A vision describes what will be achieved if the organization is successful

18. The values are what your organization stands for: “We believe...” (e.g., a public sector entity has the values “seek innovation and excellence, engage constructively, ask questions, support and help each other, bring solutions, see the bigger picture”).

19. Strategy is the way an organization intends to achieve its vision. In a competitive environment, your strategy will distinguish you from your competition.

20. ماموریت ما : تامین انرژی لازم در زمان صحیح با قیمت صحیح چشم انداز 5 سال آینده : تامین کننده برتر انرژی در منطقه استراتژی ما : 1) جذب مشتریان سودآور 2) افزایش کارایی و اثربخشی هزینه 3) خلاقیت کارکنان 4) استفاده از تجربیات موفق