Understanding corporate key figures

In the day-to-day business of SMEs, operational key figures provide information about where performance is generated and where there are problems. For example, if you keep an eye on the productivity of employees and machines, you will rapidly identify bottlenecks or idle times. A simple key figure such as output per working hour or per machine shows whether the best possible use is being made of resources. 

Optimizing capacity utilization means nothing more than balancing demand, personnel and machine running time. If machines are used too much or not enough, this either costs money or quality. Key figures on capacity utilization show when it is worth adjusting shifts or investing in new equipment, especially in sectors with fluctuating demand, as is typical for many SMEs. Examining capacity utilization KPIs is standard in Switzerland; recently, capacity utilization in the tech industry was well below the long-term average. This could almost be seen as an alarm bell warning companies to plan orders, maintenance and warehousing in a more targeted manner. 

Ultimately, operational key figures help to manage processes efficiently. A simple control loop has proven its worth: plan – do – check – adjust (PDCA). Throughput times, rejects or rework can be measured continuously in order to identify specific improvements, ranging from digital recording of machine activity through to daily shop floor meetings. Regularly monitoring these values makes it possible to streamline processes, avoid waste and increase customer satisfaction.

Market key figures translate market developments into specific decisions, which should not be based on gut instinct but on reliable data. If you regularly compare your own key figures with those of other companies in the industry, you will recognize gaps and strengths more quickly. The KOF Economic Barometer bundles various company indicators into an early signal for the Swiss economy and shows how individual sectors are developing – making it the ideal tool for assessing your own situation on the market. In addition, the Swiss SME portal explains how to analyze competitors and target groups in a structured way, taking into account factors ranging from market size through to positioning. 

It is equally important to monitor customer and order trends. Leading market indicators such as the KOF Economic Barometer indicate early on where demand and capacity utilization are heading. This allows sales and production to be adjusted promptly and capacities to be planned realistically. The SECO consumer sentiment index also helps, as it classifies the purchasing mood of private households. This is particularly useful for B2C transactions or investment-dependent goods. 

As far as price and sales figures are concerned, mirroring purchase and sales prices with the producer and import price index (FSO) makes it possible to recognize margin pressure at an early stage and adjust price lists, discounts or product ranges accordingly. By interlinking key figures in this way, companies can recognize trends earlier, prioritize specific measures and manage sales, prices and marketing based on facts instead of flying blind.

Strategic key figures focus on the future: they show where an SME stands today and whether the direction it has taken is sustainable. When measuring growth rates, market share and the degree of innovation, the fact that Switzerland has held top positions in the Innovation Index for years provides a relevant reference framework.

By regularly recording market share, you can see whether your company is actually growing or just following the overall market. At the same time, it is important to evaluate the use of resources and strategic investments – for example to check how much capital, employees or research time is invested in new business areas or technologies and whether these investments are in proportion to the results obtained. In Swiss SMEs, awareness of strategic key figures of this kind has risen. 

And finally, key figures help companies to keep an eye on risks and opportunities, be it geopolitical uncertainties, currency and supply chain risks or growth expectations. According to recent surveys, in December 2025 63% of SMEs in Switzerland are pessimistic about growth. 

Strategic key figures allow companies to recognize and assess market changes, technological risks or new growth opportunities at an early stage. Key figures are not only for looking back at past performance, but are also a forward-looking tool to ensure sustainable competitiveness. 

Corporate key figures make personnel management measurable and controllable in Swiss SMEs: companies that consistently record fluctuation rates, average length of service, time-to-hire and internal transfer rates can identify risks at an early stage and manage retention programs in a targeted manner. Professional mobility shows just how relevant this is: in 2023, around one in seven people in gainful employment in Switzerland changed jobs (14.7%). This is a clear sign that the aspect of fluctuation should be managed on the basis of data. 

Regularly measuring how many employees leave the company or are transferred internally provides valuable information, for example on whether the exit rate increases when internal promotion opportunities are low. This type of data shows where commitment or a sense of belonging is waning in the company and makes it possible to take countermeasures in good time.

Key figures such as target achievement, error rates or productivity help to determine where employees need support or further training. If the error rate increases, a refresher course could be useful, for example. Further training is very common in Switzerland, and a targeted measure is usually more efficient than general training. The SECO SME portal recommends evaluating learning objectives and transfer into practice after further training. The federal government provides the necessary framework and data: the State Secretariat for Education, Research and Innovation (SERI) explains the tasks and instruments for continuing education under the Continuing Education and Training Act (CETA), which strengthens the quality and transparency of continuing education in Switzerland; the Federal Statistical Office (FSO) provides figures on continuing education behavior. Both are helpful references for clearly defining key figures. 

Figures alone are not always enough, but they can provide interesting information, for example on how many employees take part in a survey, how high the eNPS (Employee Net Promoter Score) is – or how many employees submit suggestions. If these values fall, it may be a sign that employees do not feel sufficiently involved or valued. Promoting employee commitment therefore also involves measuring meaning, autonomy and feedback.

The essential role played by specific corporate key figures in the innovation process of Swiss SMEs can be seen in their observation and analysis. Data can now be used to monitor the R&D budget and check project progress. This is done by setting and reviewing target quotas for R&D expenditure and milestones (e.g. prototypes, tests, market launch). It is also worth taking a look at R&D expenditure in the private sector, which provides a good reference framework for realistically allocating your own budget and assessing it individually in different sectors. 

Market reactions to new products can be measured with a few clear KPIs: conversion rate, repurchase rate, NPS/reviews and campaign ROI, as well as the share of revenue from innovations. According to the KOF Innovation Survey, more than a third of Swiss companies consistently generate around a third of their revenue with innovative products/services – a direct signal of market acceptance and scaling. 

To evaluate the added value of innovations, correlate new product revenue and efficiency gains with contributions to productivity and gross value added at industry or company level – this will make it clear where innovation creates measurable added value. If you link these key figures, you can see early on which projects are having an impact and where adjustments need to be made.