Driving performance by looking at revenue, operating profit and various cost elements is fine for a tactical, short-term, approach, but what are the long-term goals? What strategies are you using to achieve these? In other words, increasing revenue by discounting prices below your cost might help grow revenue. Operating profit is a good metric but in relationship to...?
When branch managers are focused on pursuing the assigned targets, yet these targets don't help the overall company goals, there is certainly misalignment between them.
Before you start moving targets it is time to step back, perform a strategic assessment to see where you actually are & what long-term goals you want to set. Then use a tool, like a Balanced Scorecard http://bit.ly/1Nr4Kcu to lay out your long, medium & short-term goals, how they are to be measured as well as how they cascade down to the smallest reporting unit. This way everyone can align their individual goals with the next higher unit all the way to the company goals. Periodically internally publish the results so everyone can see the progress on what is working & adjust what isn't, yet they will be in sync.
Gaining market share can't be the only goal, because anyone can "buy" market share temporarily through lowering prices below cost. You can't last too long doing that. What tool(s) (quality, speed, efficiency, etc.) are you going to leverage to achieve sustainable market share increases?
Use our APCIMAIR(SM) model as a starting place: Assess, Plan, Communicate, Implement, Measure, Adjust, Improve, Repeat.