Success Story
Puan Erna DE'XANDRA
I Studied KPIs for Years, But Only Now Do I Truly Understand How to Implement Them
I thought KPIs were simple, but the more I studied them, the more confused I became.
This was the candid admission of Puan Erna, Founder of Oshien2u Sdn Bhd, the distributor of the renowned fragrance brand, De’Xandra.
It wasn’t that she lacked education on the subject. In fact, she had invested tens of thousands of ringgit into various business coaching programs to master KPI setting. However, every time she attempted to implement them, she hit a dead end:
The “Template Trap”: She had the documents, but no idea how to execute them.
Organizational Misalignment: KPIs existed for the company, yet the team’s performance remained stagnant.
The Equality Fallacy: Rewards were distributed equally because there was no objective way to measure individual contributions.
We asked her one pivotal question: “If everyone receives the same reward, who is actually doing the heavy lifting?”
She fell silent. This is a systemic issue in many organizations. Business owners believe they have KPIs, but in reality, those metrics aren’t driving tangible results. Without clarity, it is impossible to identify who is truly contributing to the company’s success.
Why Were Puan Erna’s KPIs Failing?
Upon auditing the KPI structure at Oshien2u Sdn Bhd, we identified three core issues:
1. Lack of Depth:
2. Unfair Incentive Structures:
Monthly Revenue: Increased from RM40,000 to RM250,000.
Efficiency: Top-performing staff now generate up to RM80,000 in individual sales.
Freedom: The founder is no longer the bottleneck; the business thrives through its people.
3. Disconnected Metrics:
As Peter Drucker famously said, “What gets measured, gets managed.” But if a KPI is just a hollow number, it cannot influence the bottom line.
How PakarHR Revolutionized the Strategy
We provided Puan Erna with a KPI system that was realistic, intuitive, and immediately actionable.
Granular Restructuring: We overhauled the KPIs to ensure they weren’t just company-wide goals, but individual targets. Every team member was given specific, achievable objectives.
Merit-Based Rewards: We established a fair incentive system where rewards were strictly tied to actual contribution. The culture of “free-riding” on others’ success was eliminated.
Growth-Oriented KPIs: We shifted the focus toward metrics that directly impact revenue.
The Result: Within just three days of the PakarHR KPI program, sales surged by 26%. The templates provided were no longer just files on a computer; they became the engine of the business.
Solutions We provide
Success Stories that Inspire
- Customer Growth
- Business Transformation
- Company Development
