Performance Management Network Performance Framework
Reach refers to breadth and depth of influence over which an organization wishes to spread its resources. Physical (spatial) reach is one dimension, as well as the type of groups one wants to affect. For many organizations, teams, or individuals, reach goals relate to the amount, type, and extent of clients served. The concept may also apply to suppliers, delivery partners, and other groups who are directly involved in your services or processes.

An important concept in the establishment of target markets or user segments is to distinguish among the ideas of markets, segments, and niches. A market, for this purpose, can be broadly defined as the group within a given geographic zone that shows a common usage or consumption need. Transportation users or even more specifically, automobile transportation users might be considered a 'market'. Usually one or more additional user characteristics distinguish segments. For example, multi-person, middle to upper income households requiring surface transportation have represented a key group for mini-vans. One can then speak of the market segment called mini-van users/potential users. Niches within the group might further be distinguished by age and/psycho graphics. For example, young urban professional 'achievers' with two or more children might represent a 'niche' served by high-end mini-vans with more convenience accessories and plusher interiors.

Co-deliverers are groups which must be relied on to perform in such a way as to influence the primary targets (i.e., users or clients) to adopt the desired behavior (i.e., buy the product/service or, in the case of a public program, change behavior).

Co-deliverers or partners are an important reach dimension. These are parties who must be considered in the successful delivery of functions, programs, services, or products. The number and type of co-deliverers can effect results and resources as well as the ability to reach key segments and to develop a critical mass of users.


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