I am not against using metrics as a means to monitor and improve my business. It just has to be relevant statistics. As you mentioned key factor, there are companies who have experienced growth, but are befuddled as to why they continue to lose money. Most businesses meet their demise not through the result of one catastrophic event, but through the steady drip of cash that goes unnoticed in day to day operations. Sometimes refered to as "death by a thousand cuts". Tragically, it is too late to wait until the floor is covered with blood, to start looking for where the loses are. This is where measurements, or metrics make sense. Why have my office expenses risen over last year? What has caused my employee benefits to be 30% higher this year than last? Why has my profit margin decreased on this particular lane? Quantify and measure only those things that have a direct impact on your bottom line. Don't get caught up in chasing your tail looking for things to measure. Unlike freightbroker and key factor, I gained my early business experience by partnering with an entrepreneur. His motto was, keep things simple and logical and don't spend any money unless it will make you money. Old school yes, but in many ways, still applicable today.