KPIs in Mobile Money:

A Reference Guide

October 2013

Restricted - Confidential Information © GSMA 2013

Introduction
Key Performance Indicators (KPIs) are a powerful tool that MNOs use to foster
sustainable commercial growth because KPIs are what links strategic objectives
to daily activities. KPIs also create visibility on operational issues and provide
managers insight on what needs to be done to drive the business forward.

However, misguided or vague KPIs can lead to inactive agents, inactive

customers and a team lacking in accountability and motivation. How do you
ensure you have the most effective KPIs for your team?

This presentation aims to address this question through defining a KPI,

identifying pitfalls in creating KPIs and illustrating some examples of effective KPIs
for mobile money teams. While these examples are not exhaustive, they illustrate
the fundamental elements of effective KPIs.

Restricted - Confidential Information © GSMA 2013

 Defining a KPI

Defining a Key Performance Indicator

What is it?
A KPI is a type of performance measure used to evaluate the success of
a particular activity in facilitating a business to reach its strategic objectives.

3 questions to answer to create effective KPIs:

 What daily actions are necessary for us to reach our objectives?
 Who is responsible for each action?
 What metrics can we use to measure it?

Restricted - Confidential Information © GSMA 2013

 Defining a KPI

Common pitfalls to avoid when creating KPIs

Pitfalls What’s the risk?

Operational metrics, such as number of subscribers and

(1) Using operational metrics as KPIs transaction volumes or financial metrics provides an
overview of the business – but no one person is responsible
and therefore, as KPIs, these lack accountability.
Some KPIs can risk unintended consequences for operators.
(2) KPIs that result in unintended For example, take a sales team with a KPI to recruit x
number of agents. Without qualitative recruitment
consequences
requirements, an operators may end up with the right number
of agents, but the wrong kind of agents.

KPIs need to be clear and actionable. What do I need to do

today/this week/this month to reach my objectives? The more
(3) Creating too many KPIs or KPIs KPIs a team or individual is given, the more divided his or her
that are confusing or vague time and focus is. Operators who decide to leverage
synergies by using their GSM team need to be especially
aware of this risk.

Restricted - Confidential Information © GSMA 2013

 Defining a KPI

Components of an effective KPI

All KPIs should have a(n):

 Objective 
What is my target?
 Deliverable

What do I need to do to be successful?

 Measurement criteria 
How do I measure success?

….so, what can this look like in mobile money?

Restricted - Confidential Information © GSMA 2013

 Defining a KPI

A reference guide for KPIs in mobile money

The following section of the presentation focuses on effective KPIs for:
 Operations team
 Sales & Distribution team
 Marketing team

These examples are meant to illustrate tangible & relevant KPIs for mobile money
deployments. Our aim is to provide managers a structure for creating KPIs as well
as highlighting specific examples of effective KPIs used in the industry.

Restricted - Confidential Information © GSMA 2013

 Examples of KPIs in Mobile Money

KPIs for Operations:

Back Office, Call Centre, Risk Management KPIs

Restricted - Confidential Information © GSMA 2013 Restricted - Confidential Information © GSMA 2012
 Operations KPIs: Back Office, Call Centre, Risk Management

Back Office KPIs

Objective Deliverable Measurement Criteria

Validate and activate agent and • All accounts to be verified and • % of accounts validate within
customer accounts activated within x hours. timeframe versus target
• Accuracy in account creation (up
to 100%)
Execute necessary reporting • Remote Agent monitoring: Monitor & • 100% of all required reporting is
requirements report the transaction volume and completed accurately on a
number of transactions via the system weekly/monthly/quarterly basis.
• Dashboard updates: Report monthly
status and activity (active customers,
active agents, etc.)

Delivery of high quality • Execution of all escalated queries • % of queries closed/addressed

customer/channel service from all 1st line customer or agent correctly (up to 100%)
contact points

Restricted - Confidential Information © GSMA 2013

 Operations KPIs: Back Office, Call Centre, Risk Management

Call Centre KPIs

Objective Deliverable Measurement Criteria
Resolution of client questions • Time to answer • % of calls answered/ completed
• Call handling time within time frame of x min
• Abandon rate • % of calls abandoned (0-5%)
• First Call resolution • % of questions/queries that can be
resolved on a first call

Encourage a good customer • Phone etiquette Qualitative metrics including:

experience through positive • Adherence to escalation procedures • Internal spot-checks or external
customer service agency review
• Satisfaction scoring via follow-up
surveys
Knowledge and ability to educate • Complete regular training on • Regular training completed every
on mobile money service refresher courses and any new x (month, quarter, etc.)
developments or products • Successful completion evaluation
of service products and service
(100%)

Restricted - Confidential Information © GSMA 2013

 Operations KPIs: Back Office, Call Centre, Risk Management

Risk Management KPIs (1/2)

Objective Deliverable Measurement Criteria
Develop and update risk • Defined & accessible risk • Completed and successful annual
management strategy management strategy, including audit conducted by
identified key risks and controls to external/objective team.
mitigate them. • % of high and medium risk items
• Schedule for review of strategy which were only identified during
versus commercial and risk appetite external audit versus target
objectives.
Maintain reliable and relevant • Regular reporting of suspicious • x% of all required reporting is
dashboards to monitor key risks activities versus thresholds completed accurately on a
weekly/monthly/quarterly basis (up
to 100%)
• x% of suspicious activities are
escalated via appropriate
channels (up to 100%)

Restricted - Confidential Information © GSMA 2013

 Operations KPIs: Back Office, Call Centre, Risk Management

Risk Management KPIs (2/2)

Objective Deliverable Measurement Criteria
Implement & review controls • Defined internal processes and • x% revenue loss due to fraudulent
(preventive & detective) to procedure to reduce risks including activity or human error
mitigate key risks processing errors, internal fraud, • Number of fraud instances
business continuity failures, etc. identified versus target
• % of unresolved cases versus
target
• Average loss per fraud incident

Restricted - Confidential Information © GSMA 2013

 KPIs for Sales & Distribution:
Agent Recruitment, Training & Management

Restricted - Confidential Information © GSMA 2013 Restricted - Confidential Information © GSMA 2012
 Sales & Distribution KPIs: Agent Recruitment, Training and
Management

Agent Recruitment KPIs

Objective Deliverable Measurement Criteria

Maintain guidelines on agent • Submission to manager on plans for • Monthly target of x agent recruited
selection prospecting against guidelines
• Schedule for updating guidelines
depending on portfolio of existing
agents
Prospect & recruit agents • Identify and pitch appropriate agents • x target of new agents per (month,
(verification of outlets before on- quarter)
boarding) • % of agents who are pitched and
• Signed contract verified to start business
• Documentation submitted to the back
office for validation
Ensure agent launches business • Initial investment purchased • 100% of agents launched within x
• Training completed and delivery of days of account validation
business tools
• Notify trade marketing to schedule
any BTL, where required

Restricted - Confidential Information © GSMA 2013

 Sales & Distribution KPIs: Agent Recruitment, Training and
Management
Agent Training KPIs (1/3)

Objective Deliverable Measurement Criteria

Ensure mobile money team • Develop training process for the • Number of agents trained vs.
(internal and channel) are Mobile Money team (agents, staff, target (target is derived from
adequately trained and updated corporate, etc.) number of agents recruited and
on new info • Clear communication to agents and available for training)
mobile money team on training • Availability of detailed and
calendar documented training process
• Adherence to the developed
training process
• % of staff trained &
evaluated/quarter
Identification, set up & monitoring • Appoint regional trainers for each • Number of operational training
of regional region centres set up vs. target
training centres • Manage regional trainers • Number of regional trainers per
• Attend x number of regional trainings region vs. target
in each region per quarter • Number of regional trainings
attended vs. target
• Quarterly review of regional
trainers’ effectiveness

Restricted - Confidential Information © GSMA 2013

 Sales & Distribution KPIs: Agent Recruitment, Training and
Management
Agent Training KPIs (2/3)

Objective Deliverable Measurement Criteria

Assess quality of agent training • Visit x number of agents per month to • Accuracy of agent training
assess quality of service offering curriculum and availability of up-
using a predetermined template to-date versions
• Continuous review of agent training • Relevance of agent training
curriculum to enrich with up-to date material
info • Number of agents certified vs.
• Certification of agents target
Undertake training needs analysis • Evaluate current training gaps within • Accuracy of training needs
the agent network and suggest identified
improvements • Alignment of training with business
• Evaluate training gaps within the and technology changes
mobile money team (internal staff) • Submission of bi-annual training
and recommend appropriate actions needs analysis report
• Review training needs based on
business and technology changes
• Incorporate feedback from sales team
and regional trainers

Restricted - Confidential Information © GSMA 2013

 Sales & Distribution KPIs: Agent Recruitment, Training and
Management

Agent Training KPIs (3/3)

Objective Deliverable Measurement Criteria
Reporting & administration • Monthly/weekly reports on trainings • Accuracy of reports (up to 100%)
undertaken • Number of reports sent monthly
• Monthly/weekly trade visit reports • Timeliness of reports
• Prepare training plans in advance • Availability of at least one month
• Evaluate/Assess trainees on training plans
completion of training • Average percentage pass mark
• Facilitate training in all the regions attained by agents

Restricted - Confidential Information © GSMA 2013

 Sales & Distribution KPIs: Agent Recruitment, Training and
Management
Agent Management KPIs

Objective Deliverable Measurement Criteria

Regular visits and interaction with • Submission to manager on • % success rate (weekly/monthly)
agents by sales team as per weekly/monthly visit schedule by • % of active agents
agreed route plans [date] (weekly/monthly)
• Report on agent challenges, reasons • 100% submission of route plan by
for inactivity set date
Onsite monitoring of agents • Completion of monitor review • Completion of reports (100%)
including agent visibility, training, during monitoring process.
appropriate documentation available • Identification & escalation of
and float monitoring: UV balance & under-performing agents (based
transaction logbook float, branding, etc.)
Ensure branding & merchandising • Availability of agent materials in • % of outlets adhering to
standards are maintained outlets merchandising standards
• Implementation of set merchandising
standards
Consistent internal • A meeting x times/month with team to • # of meetings held against targets
communication on agent review status, challenges and define (% success rate)
management follow-up • Clearly documented & agreed
action plans

Restricted - Confidential Information © GSMA 2013

 KPIs for Marketing

Restricted - Confidential Information © GSMA 2013 Restricted - Confidential Information © GSMA 2012
 Marketing KPIs

Marketing KPIs (1/2)

Objective Deliverable Measurement Criteria
Build Awareness of mobile money • Campaigns developed to create • Evaluated by quarterly brand
awareness of mobile money (recently tracker ( x% of customer aware of
launched deployment) service)
Educating customers on value • ATL/BTL campaigns focused on • Brand tracker: evaluate levels of
proposition of mobile money customer education and building understanding (% of customers
knowledge who understand the product
offering)
• x% customers who register and
trial the service
Driving customer adoption and • BTL activities; collaborating with • Number of BTL activities
activation distribution channel; promotional completed versus target
activities including loyalty • % of local agents activated with
programmes, referral schemes, etc. initial and on-going BTL
• Client activation strategy potentially campaigns
including outbound calls/SMS • Effectiveness of BTL measured by
programs local agent activity (% increase)
• Customer usage consistency: %
customers repeat/defined time
period

Restricted - Confidential Information © GSMA 2013

 Marketing KPIs

Marketing KPIs (2/2)

Objective Deliverable Measurement Criteria
Develop branding & • Avail appropriate agent branding • % of outlets with appropriate
merchandising guidelines for materials for the channel branding (during onsite agent
agents management)

Drive research through identifying • Identify market research needs, brief • Accuracy of data analysis
needs, co-ordinating research the research team on requirements & • Clear outcomes of research
activities and providing analysis co-ordinate activities communicated to the team for
action

Restricted - Confidential Information © GSMA 2013