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Integrating OKRs, KPIs, and KGIs into EMOROCO CRM Lite — Designing a CRM that connects management goals with on-the-ground activities

Hello, this is Matsubara, CRM Evangelist.

"Our sales target for this term is 1.2 million yen."

Would the person in charge on-site understand what they need to do today after hearing these words?

I don't know. The figure of "1.2 million yen" is a key performance indicator (KGI), and it's not directly related to on-the-ground actions like "who should we call today?"

In many companies, the framework of goal management—OKR, KPI, and KGI—is simply "set and done with." Setting goals quarterly, checking progress at the end of the month, and reprimanding those who haven't met them—this cycle doesn't lead to "goals changing behavior on the ground."

Goals only change on-the-ground behavior when they are broken down to the level of "who to contact this week, what to contact, and with what level of enthusiasm."

EMOROCO CRM Lite is a platform that enables this "vertical design" of KGI → KPI → KAI (Key Activity Indicators) → on-site actions.

This article explains the complete design for integrating OKRs, KPIs, and KGIs into EMOROCO CRM Lite's fields, workflows, and dashboards.

First, let's clarify the terminology—the relationship between KGI, KPI, KAI, and OKR.

[Clarifying the terminology used in goal management]

KGI (Key Goal Indicator):
"The ultimate results we want to achieve" — Management-level goals
Example: Sales for this term: 1.2 million yen
Number of new customers acquired: 20 companies
Customer retention rate: over 90%

KPI (Key Performance Indicator):
"Indicators of the processes necessary to achieve the KGI" — Department/Team level
Example: Monthly order amount: 1,000 million yen
Monthly number of new appointments: 15
Emotional temperature maintenance rate above warm: 80%

KAI (Key Activity Indicator):
"The amount of on-site activity required to achieve KPIs" - at the individual level
Example: Weekly contact count: 20
Input rate within 30 minutes of contact: 80% or higher
Narrative memo recording rate: 90% of contacts

OKR (Objectives and Key Results):
"Objective (qualitative goal)" × "Key Results (quantitative performance indicators)"
A framework for setting ambitious goals through a combination of elements.
Example:
Objective (O): Deepen customer relationships to the highest level in the industry.
KR1: Increase the percentage of customers with an emotional temperature of "hot" or higher from 30% to 50%.
KR2: Improve customer retention rate when sales representatives change from 75% to 90%.
KR3: Acquire 8 new customers per year through referrals.

In EMOROCO's design, we implement a vertical chain of "KGI → KPI → KAI → on-site actions" using field workflow dashboards.

Vertical Design – Breaking it down from "1.2 million yen" to "Who to call today"

Here is a concrete example of decomposition.

[Example of complete decomposition from KGI to KAI]

KGI: Annual sales of 1.2 million yen

↓ Decomposition

KPI ①: Monthly order value of 1,000 million yen
Required number of orders (average unit price 150 million yen): 7 orders/month

KPI②: Number of new business negotiations (primary business negotiations) per month: 15
(Conversion rate 47%: 15 cases × 47% ≈ 7 cases)

KPI ③: Number of monthly appointment schedulings: 30
(Business negotiation rate 50%: 30 cases × 50% = 15 cases)

↓ Further breakdown

KAI①: Number of weekly contacts: 20
(Appointment setting rate 37.5%: 20 appointments × 37.5% = 7.5 appointments/week ≈ 30 appointments/month)

KAI②: Emotional temperature distribution of customers encountered:
Hot: 5 cases (Appointments will be scheduled this week)
Warm: 10 cases (maintaining relationships/increasing warmth through contact)
Cool: 5 cases (follow-up and nurturing)

KAI③: Input rate after contact: 80% or higher
(20 contacts per week → Enter 16 or more within 30 minutes)

↓ Items to display on the EMOROCO dashboard

To do this week (check every Monday morning):
"Hot x Unscheduled Customers: 5" ← Appointments to be scheduled for all of them this week.
"Customers with next action deadlines this week: 12" ← All must be addressed this week.
"Emotional temperature cool × No contact for 14 days or more: 3 cases" ← Follow this week

Once this breakdown is complete, the figure of "1.2 million yen" will lead to on-site action such as "check the dashboard this Monday morning and confirm the list of 20 people to contact."

Field Design – Integrating Goal Management into CRM

① Goal-linked fields in project records

[KPI-linked fields for deal (sales negotiation) records]

Basic project information:
• Project name • Related customers • Contact person
• Project amount (expected order amount)
• Sales negotiation phase (selectable):
Initial contact / Appointment scheduled / First meeting completed / Proposal in progress /
Closing/Order received/Lost order/Stopped

Goal-linked field:
• Orders expected this month (checkboxes):
□ Include in this month's order count
→ Used for automatic aggregation of monthly KPIs "Number of orders and sales amount".

• Order probability (selectable):
A (90% or more) / B (60-90%) / C (30-60%) / D (less than 30%)
→ Used in the monthly "landing forecast" dashboard

・Expected month of arrival (year and month):
→ This will be the denominator for the "landing forecast for this month, next month, and the month after."

Reasons for losing the deal (multiple choice):
Price / Competitive advantage / Timing / No budget / Contact person / Relationship / Other
→ Monthly analysis of reasons for lost deals → Used for KPI improvement measures

② KAI linked fields to customer records

[KAI-linked fields in customer records]

Tracking activity records:
• Number of contacts this month (numerical value, automatically counted)
• Last contact date
- Input completed after contact (checkbox)

OKR-linked fields:
• This customer's priority in OKRs (multiple choice):
Top priority (customers who are key to achieving KRs) /
Priorities (directly linked to achieving this quarter's KPIs) /
Normal management/
Nurturing (from next term onwards)

• Experience with changes in personnel (multiple choice):
None / Yes (Continued) / Yes (Risk of withdrawal)
→ Used to track the KR "90% retention rate when personnel changes occur".

• Number of successful referrals (numerical value):
→ KR will use this to track "8 new customers acquired through referrals".

• Intention to refer (multiple choice):
High / Medium / Low / Unconfirmed
→ Used for the progress of the referral KR.

Dashboard Design – Viewing "From KGI to Today's Actions" on a Single Screen

The most important principle in designing a goal management dashboard is that "at a glance, you know what you need to do today."

[Goal Management Dashboard Design (3-Tier Structure)]

■ Layer 1: KGI/KPI Layer (Confirming monthly results)

"This month's landing forecast":
Total amount for projects with a high probability of being awarded: ○○ million yen
Total amount for projects with a probability of success of B: ○○ million yen
Landing forecast (A total amount + B x 60%): ○○ million yen
Monthly KPI target: 1,000 million yen
Achievement rate: ○○%

"Number of orders received this month":
Orders received: ○ (Target: 7)
Remaining: ○ items

"Monthly KPI Progress Summary":
Number of new appointments: ○ (Target: 30)
Number of primary business negotiations: ○ (target: 15)

■ Layer ②: KAI Layer (Check this week's activity level)

"Number of contacts this week":
Completed this week: ○ items (Target: 20 items)
Remaining contact targets: ○

"Emotional Temperature Distribution (Priority List to Follow This Week)":
Hot × No Appointment: ○ cases ← Top Priority
Warm × Next action within this week: ○ items
Cool × No contact for 14 days or more: ○ cases

"Input Rate":
Data entry completed within 30 minutes of contact this week: ○% (Target: 80%)

■ Layer 3: OKR Progress Layer (Confirming quarterly goal achievement)

"KR1 Progress: Percentage of those with an emotional temperature of Hot or higher"
Current: ○% (Target: 50%)
Last month: ○% → This month: ○% (Change: +○%)

"KR2 Progress: Retention Rate After Personnel Changes"
Number of personnel changes this term: ○
Of these, ○ cases are continuing (retention rate: ○%) (target: 90%)

"KR3 Progress: New Customers via Referrals"
Number of referral orders this term: ○ (Target: 8)
Customers with a high intention to refer others: ○ (expected from next month onwards)

Workflow Design – Automated Alerts Based on Working Backwards from Goals

Back-planning alerts for achieving KGI (Key Goal Indicator)

[Collection of Workflow Designs for Achieving KGIs]

[Monthly Goal Confirmation Workflow]

"The 1st of every month (beginning of the month)"
→ Task 1: "Confirm this month's KPI targets and break them down into individual targets"
Content: "This month's order target is 1,000 million yen,
Check the projected completion date for your assigned project.
We should schedule an appointment this month to make up for the shortfall.
"Identify three customer companies and set the next steps."

→ Task ②: "Verify all records of customers with high emotional temperature."
Content: "Hot customers who can contribute to this month's orders"
I'll make a list of all the potential clients and create a plan to schedule appointments this week."

[Weekly Action Goal Check Workflow]

"Every Monday" (linked to the weekly SoI-PDCA cycle):
→ Task: "Review this week's KAI goal (planning 20 contacts)"
Content: "Check the dashboard to see the 20 people you should contact this week."
Hot × No appointment → Warm × Due this week → Cool × No contact
Create a list in the following order of priority.
If there are fewer than 15 cases by Thursday, we will focus on follow-up on Friday."

[KPI Failure Alert Workflow]

"As of the 15th of the month, the number of orders received is less than 30% of the monthly target."
→ Task: "[KPI Failure Warning] Create a revised plan for this month's results."
Content: "If you have achieved less than 30% of your target by the middle of the month, the risk of not meeting it is high."
Measures to increase the likelihood of closing deals this month.
Alternatively, we could hold a business meeting this month as preparation for next month.
We will decide on one of the two policies to increase it by the end of this week.
"Schedule an emergency 30-minute meeting with the manager."

"Last week of the month (after the 25th) × Monthly order target achievement rate less than 60%":
→ Task: "[Final Week] Monthly KPI not met - Switch to preparing for next month"
Content: "I have confirmed that this month's target has not been met. As preparation for next month,
Setting up appointments for next month with customers whose emotional temperature is warm or higher.
Providing information and making contact with customers during the nurturing stage.
"We will complete it by the end of this week."

Alerts based on OKR progress

[OKR Progress Workflow Design]

"End of quarter (end of month)":
→ Task: "Prepare for the OKR Quarterly Review"
Content: "Check the progress of the three KRs from EMOROCO."
KR1 (Emotional Temperature Hot Ratio): Currently ○%
KR2 (Retention Rate after Change of Responsibility): Currently ○%
KR3 (Number of new referrals): ○
Analysis of the causes of the KRs that have not been achieved and
"We will decide on one improvement measure for the next quarter."

"KR3 (Referral) progress is less than 50% of the quarterly target × halfway through the quarter"
→ Task: "Referral KR not met - Strengthen contact with customers with high referral intent"
Content: "Identify customers who have the 'High' field for referral intent."
By the end of this month, please let everyone know if you know anyone who might be able to introduce you to someone.
"We will create a contact plan that will lead to a natural conversation."

Translating OKR Objectives into CRM – Visualizing Qualitative Goals

The Objective of OKRs is a qualitative goal: "Deepen customer relationships to an industry-leading level." To implement this in CRM, it is necessary to "convert the qualitative goal into quantitative metrics."

[Quantifying Objectives and Implementing Them in EMOROCO]

Objective: "To deepen customer relationships to the highest level in the industry."

The concept of quantification:
What does "a top-level relationship in the industry" mean?
→ A state where customers feel "this is the only company for me."
→ A relationship where you won't switch even if a competitor comes along.
→ Relationships that naturally lead to referrals

Convert to metrics measurable by EMOROCO:
① Percentage of people with an emotional temperature of "hot" or higher (depth of empathy and trust)
② Customer retention rate when the person in charge changes (organizational strength of the relationship)
③ Number of new customers acquired through referrals (expansion of relationships)
④ Narrative memo recording rate (depth of access to ICX)
⑤ Average NPS score (quantitative satisfaction and willingness to recommend)

These five will be the "Key Results for Measuring the Objective."

Display on the EMOROCO dashboard:
The five metrics are displayed monthly as the "health of OKRs."
→ From "reporting numbers" in management meetings and weekly meetings
The meeting will transform into one where we "diagnose the health of our OKRs."

Linking SoI-PDCA and OKRs: Designing a "Weekly OKR System"

The reason OKRs don't work for many companies is that they only review them once a quarter. OKRs only work when you check progress weekly and make adjustments every week.

This will link the SoI-PDCA cycle and OKR weekly reviews in EMOROCO CRM Lite.

[Weekly SoI-PDCA x OKR-linked design (15 minutes on Mondays)]

Check (5 minutes): Check OKR progress
"KR1 (Emotional Temperature Hot Ratio): ○% this week. Changed by ○ points compared to last week."
"KR3 (Number of referrals): ○ referrals this term. ○ more referrals needed."
→ Instead of just checking the numbers, ask "why did it change?"

Act (5 minutes): Decide on this week's improvement measures.
"What is the reason for the increase in customers with a cool emotional temperature?"
"What is the reason for the delay in referrals to KR? Is it because we haven't been able to contact them regarding the referral request?"
"Are we not approaching customers who are willing to make referrals enough?"
→ Identify the cause and decide on one action to take this week.

Plan (5 minutes): Review your priorities for this week.
"Check the list of KAI achievements (20 contacts) for this week."
Additional actions for OKR improvement:
We will contact three customers who have expressed a high intention to refer others this week.
→ Everyone checks the dashboard together and then it's complete.

A shift from "managing KPIs" to "designing an environment where KPIs are naturally achieved."

Finally, I will share the most important point.

Organizations that try to "manage" KPIs fall into a cycle of judging whether they have been "achieved or not" each month and then offering encouragement or reprimands. This is "managing results," not "designing actions."

When designing KPIs at EMOROCO, my top priority is "creating an environment where KPIs are achieved naturally."

[The difference between "managing KPIs" and "designing an environment where KPIs are naturally achieved"]

KPI management (responding to results):
"This month's orders are only 60% of our target. Why can't we achieve it?"
→ Investigate the cause → Reflect on the situation → Repeat the same thing next month

Designing an environment where KPIs are naturally achieved (designing behaviors):
"Were you able to schedule appointments with all your hot clients this month?"
"Were we able to reach 20 contacts this week?"
"Are narrative memos included in 90% of contacts?"
→ In organizations where KAI is achieved, KPIs are achieved naturally.

EMOROCO's workflow dashboard alerts are designed to create an environment where employees can perform KAI (Key Action Initiatives) that naturally lead to the achievement of KPIs without having to consciously think about it.

In an environment where "tasks to contact hot customers for appointments are automatically generated," the person in charge doesn't need to be aware that "this week's appointment target is 7"; simply following the alerts on the dashboard will achieve the KAI. Once the KAI is achieved, the KPIs will be achieved probabilistically.

Summary — OKR, KPI, KGI × EMOROCO Design Checklist

Setting the goal:
□ Are the KGIs (annual and quarterly ultimate goals) clearly defined?
□ Has the breakdown from KGI to KPI to KAI been completed?
□ Have you been able to quantify your OKR Objectives into 5 Key Results (KRs)?

Field design:
□ Does the project record have a "Probability of Ordering (A/B/C/D)" field?
□ Does the project record have a "Expected End Month" field?
□ Does the customer record have an "OKR priority" field?
□ Does the customer record have a "Number of Referrals" field?

Dashboard design:
□ Is the monthly projected end date (total for order probability A and B) visualized?
□ Can weekly KAI progress (number of contacts and input rate) be confirmed?
□ Can the progress of the three Key Results (KRs) of OKRs be checked on a monthly basis?

Workflow design:
□ Will a goal-checking task be automatically generated at the beginning of the month?
□ Are there any alerts indicating that the KPI is below 30% as of the 15th of the month?
□ Will the KAI check task be automatically generated every Monday?
□ Will the end-of-quarter OKR review task be automatically generated?

When the statement "Our target for this quarter is 1.2 million yen" translates into concrete actions such as "Open the dashboard on Monday morning this week and check the list of 5 hot customers to schedule appointments and the list of 20 contacts for the week," OKRs, KPIs, and KGIs transform from a "numbers-driven obsession" to a "compass for action."

Start designing that vertical integration with EMOROCO CRM Lite today.
EMOROCO CRM Lite Product Page

Related article: [EMOROCO CRM Lite Implementation "First 30 Days" Complete Roadmap - Week-by-Week Design, Implementation, and SoI-PDCA Launch Procedures]

Related article: ["How we eliminated weekly reporting meetings" - How EMOROCO CRM Lite's dashboard changed how executives use their time]

Related article: [The formula for calculating the "true ROI" of CRM implementation—including industry-specific estimates of how many times a ¥1,500 monthly investment will be returned]

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Person who wrote this article
Shinsuke Matsubara

Arcus Japan Representative Director / CRM Consultant
Click here for detailed profile
He has worked as a system engineer, architect, and consultant at Accenture and other companies, an evangelist at Infragistics (Microsoft MVP for Dynamics CRM (now Microsoft MVP for Business Solutions)), and a solutions specialist at Microsoft (in charge of Dynamics CRM products).He currently leads a service team specializing in CRM, supporting CRM implementation and business launches for companies of all sizes.At the same time, he works as a CRM evangelist, spreading the idea of "true" CRM through events and article contributions.
Having learned CRM at Accenture, and having advocated and globally popularized CRM 2.0 (platform-based CRM) at Microsoft, he is a legitimate successor to CRM and the longest-serving active CRM expert (CRM consultant/CRM doctor), having received an award at Worldwide.
Since then, as a leading expert in CRM who advocates CRM 3.0 (Personalized CRM) and CRM 4.0 (Creative CRM), he has been interviewed and received numerous awards both domestically and internationally from publications such as The Wall Street Journal, Newsweek, TIME, WORLDCOM, Mainichi Shimbun (Weekly Economist), and Nippon Cultural Broadcasting. He has also been selected as a representative company of the Kansai business community by "Keizaikai" for four consecutive years.
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