KPI is the acronym for Key Performance Indicator

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They are used to measure a company's progress toward specific goals, and it is up to a good analyst to discover fundamental issues that influence these indicators.

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To that end, here are some useful questions:

1. What's stopping the expansion team from hitting the targets today?
   Bad leads? Low conversion? Do you delay in approving points? This question opens up the game to understanding real bottlenecks, which may or may not be solved with data.
   
   
2. If I showed that a market indicator rose or fell 20%, what would you do?
   It serves as a utility test: if the manager doesn't know which lever to pull, the die may not be as relevant as it seems.
   
   
3. When was the last time a data changed your decision about opening or closing a unit?
   That's almost a question of faith. If it never happened, we have two scenarios: either the intelligence isn't arriving in an actionable way, or the manager doesn't trust it.
   
   
4. Where are we spending so much effort with no visible return?
   Example: visits to points that rarely become contracts, manual analyses that do not reach the board of directors, or negotiations that always stop at the same stage.
   
   
5. What are the key stakeholders you respond to, and what metrics do they really want to hear?
   Often the manager prepares extensive reports, but the board only wants two clear phrases: How many units do we open and How much revenue did this generate.
   
   
6. What recent victory would you like to repeat or extend?
   It could be a point model that performed above average, an accelerated negotiation, or even a partnership that generated block expansion. Here, the data can amplify what has already worked.
   
   
7. What was the last bad (or late) decision because you didn't have the right information?
   This one usually yields valuable stories: entering a saturated neighborhood, paying dearly for a property with low adhesion, losing a competitor's timing. Each case is a project insight.

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These questions help shift the conversation from “give me a study” to “let's fix what hurts.”

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Basically, the analyst's role is not to deliver beautiful graphics, but to provide the expansion manager with clarity to act faster and with less risk.

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