july call 3 rd wednesday each month kris fuehr director, advisor network corelytics ...
TRANSCRIPT
July Call 3rd Wednesday each month
Kris FuehrDirector, Advisor NetworkCorelyticswww.corelytics.comkris@corelytics.com425-830-0867
Frank CokerCEO
CoreConnex, Inc.www.corelytics.com
[email protected] On Assignment today!
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Agenda
• What’s working (industries, peer groups, marketing)• Spotlight on an Advisor approaches: Peer groups • Sneak peek: Using Templates and Sharing/Scoring
Leads in our new Marketing Automation Tool• Industry Focus: Your best industry? (claim up to 3)
Corelytics Advisor Program Overview (Newcomers)
What’s Working
1. Approaching “easy” clients first, offering Vital Signs Report (we can currently manage 3 per active Advisor).
2. Focusing same accounting-based clients first (on QuickBooks Desktop or Sage, e.g.)
3. Highlighting your industry expertise (even if you serve all industries!)
4. Bringing Corelytics in on your first few meetings5. A promotional offer: Vital Signs Report, Free
Assessment
Spotlight: Peer Group Presentation
Sample PPT
Spotlight: Peer Group Presentation
Spotlight: Peer Group Presentation
Spotlight: Peer Group Presentation
Spotlight: Peer Group Presentation
Spotlight: Peer Group Presentation
Spotlight: Peer Group Presentation
Promoting your Peer Group
• Invitation-only• Set standards for the
industry• Meet virtually,
regularly• Get association and
vendor sponsors / participants
• Corelytics supports you as lead
MARKETING TEMPLATES & EASY AUTOMATION
Our investment in you…
ABC Consulting
ABC Consulting
ABC Consulting
ABC Consulting
ABC Consulting
Industry Focus1.IT Service (5 Lines of Business = LOBS)◦Service◦Project◦Time & Materials◦Product◦Other2.Restaurant (5 LOBS)◦Food◦Beverage◦Retail◦Offers/Coupons◦Other3.Telecom (10 LOBS)◦Maintenance Contracts◦Time & Materials Voice◦System Sales◦Commission Sales◦Structure Cabling◦Managed Services◦Project◦Time & Materials◦Product Resell◦Other4.Audio Visual (7 LOBS)◦Integration◦Service◦Consulting & Design◦Product Sales◦Staging◦Rental◦Other
5.General Business (Default LOB Set)
6.Accounting (Default LOB Set)
7.General Business (Default LOB Set)
8.Advertising (Default LOB Set)
9.Architecture & Engineering (Default LOB Set)
10.Automotive Repair and Maintenance (Default LOB Set)
11.Biotech (Default LOB Set)
12.Business Consulting (Default LOB Set)
13.Construction: Non- Residential (Default LOB Set)
14.Construction: Residential (Default LOB Set)
15.Dental (Default LOB Set)
16.Dry Cleaning and Laundry Services (Default LOB Set)
17.Electrical Engineers & Contractors (Default LOB Set)
18.Event Planning (Default LOB Set)
21.Industrial Design (Default LOB Set)
22.Interior Design (Default LOB Set)
19.Graphic Design (Default LOB Set)
20.Gym / Fitness (Default LOB Set)
23.Landscape Design & Services (Default LOB Set)
24.Legal Services (Default LOB Set)
25.Management Consulting (Default LOB Set)
26.Medical Labs (Default LOB Set)
27.Non-Profit (Default LOB Set)
28.Optometrists (Default LOB Set)
29.Physicians: General Practice (Default LOB Set)
30.PR Firms (Default LOB Set)
31.Real Estate Agents / Brokers (Default LOB Set)
32.Real Estate Leasing (Default LOB Set)
33.Retail (Default LOB Set)
34.Salon / Spa (Default LOB Set)
35.Software Development (Default LOB Set)
36.Sports / Recreation (Default LOB Set)
37.Surveying & Mapping (Default LOB Set)
38.Technical Product Manufacturing (Default LOB Set)
39.Travel / Tourism (Default LOB Set)
40.Tree / Plant Nurseries (Default LOB Set)
41.Veterinary Services (Default LOB Set)
42.Wholesale: Durable Goods (Default LOB Set)
43.Wholesale: Non-Durable Goods (Default LOB Set)
OVERVIEW OF THE ADVISOR NETWORK
For Newcomers
NextGen Accountants• Subscription-based services• Compares client performance• Offers diagnostic services• Supports strategic decisions• Serves clients year-long• Aides in sharing performance
with client’s staff• Often works remotely• Gives clients an owner-view
Advisor Value
• More value• Less time data-wrangling• New value-added services• Marketing, sales & tech support
30 clients, 1 hour/month, $300/mo each client =
$100K supplemental annual revenue
Typical Advisor Offerings• Subscription-based pricing, usually $300-500/month whereby the advisor
remotely consults through monthly or quarterly recurring meetings by logging into the dashboard, reviewing trends for a few minutes before the call, then jointly logging in and reviewing with the client for an hour. This is a 2-hour/month investment of your time at most per client. When client needs rescuing or more help, standard consulting rates apply.
• Promotional offer, typically a free initial consultation (phone or in person) and often coupled with a custom “Financial Report” derived from the numbers you get from the dashboard. For a time (until we hit capacity), we can run these for you on request.
• Reports and Summaries: Sometimes as simple as a blog, others do webinars with the findings from their industry. We’re doing an Advisor Call Wed this week to talk about “Building your Brand” and this is a key component.
+ an industry affiliation AND a relationship with the top 2 or 3 associations in your industry.
Getting Started Decide if you pay or client pays for dashboard Get your dashboard set up. Certify for logo. Set up your offerings and pricing Co-market/sell.
$79/mo $60/mo
$99/mo retail direct
Meet Others, Share the Ride
Join Gina Fridays with other Dashboard AdvisorsGina Rodkey [email protected] for Google Hang-out instructions.
Call for Stories!Seeking interviews with customers for book (not necessarily Dashboard users)
Publish date: Nov/Dec 2013
1-Minute Conversation Starters now available
1. Value to Advisors WITH Customers2. Unlock your data3. Trends4. Projecting your Performance
Access them from www.corelytics.com/vidshorts
Request more topics from: [email protected]
Top 10 Areas to Investigate w/ClientsCorelytics top 10 things to investigate each month
1. Revenue trends – look at the leading indicator (6 month trend) and at the 24 month trend to see “where the curve is bending.” Whatever the long term growth trend is, the leading indicator is bending that curve up or down. Taken together these curves tell you a lot about where the company is headed. Caution: the goal can’t be to only increase revenue. Increasing revenue can drive a company into the ground if everything else is not working correctly. More companies die from increased sales than from flat or even slowly declining sales. Solutions must be holistic.
2. Expense to revenue trend – compare the 24 month revenue growth rate to the 24 month expense growth rate; if expenses are growing faster than revenues the company is not sustainable in the long-term.
3. Revenue / expense forecast – on the revenue forecast screen click on expenses (red box) and see how the expense trend lines up with the high and low performance scenarios. If these lines cross, that is a highly important clue that expenses and revenues trends are on a potential collision course.
4. Short-term cash trend – go to the cash leading indicator to see where cash is headed in the short-term. The cash leading indicator shows your average cash balance at the end of the month compared with average monthly revenue in the past 3 months. Ideally a company should have the equivalent of more than one month of revenue in cash. The Cash leading indicator should ideally show a number greater than 100% under “actual”, but all too often companies operate close to the line. If they are nearly out of gas, nothing else matters.
5. Long-term cash trend – go to balances, cash and look at the 24 month trend line to see how cash is tracking with revenue and expense. If the long-term cash growth percent is less than the long-term revenue growth trend, you are looking at a company that is not healthy. It means that the company is not building cash. If a company can’t build cash over time, there is a clue that they are not managing their resources and they are putting their company at risk by not conserving cash.
6. Margin growth – compare the 24 month margin growth rate with the 24 month revenue growth rate. If revenue is growing faster than gross margin, the company is actually losing ground as it grows. Companies in this condition should stop revenue growth and should focus on underlying costs (specifically on COGS) and figure out if costs are too high or prices are too low. The underlying problem should be fixed before the company pushes for growth.
7. COGS validation – be sure that all direct costs are mapped to COGS, if not, you will not know if your pricing is correct and you will not know where to make adjustments to improve net profit.
8. Profit growth – if revenue is increasing faster than profit, your company is working harder and you are getting smaller profits as you grow and basically have a business that is going downhill. This is generally a big clue that the business is fundamentally unhealthy. This problem should have been noticed in one of the earlier steps, but, if not, this is the final proof that the company is either healthy or unhealthy. if your COGS are accurate and your gross margin is increasing faster than revenue, then the only thing left that will improve profits is a reduction to overheads.
9. Progress against goals – and big problems are going to be discovered in the prior 8 steps. The big problem areas need to have goals. Then each month, review progress against the most important goals. Only focus on 2 or 3 goals per month. The charts showing progress toward goals should be copied to a word document or a slide and shared with the broader management team. They need to see the gap between actual and goal and they need to participate in closing the gap. The gap should be monitored every month until progress is made and the gap is on a track to close.[Recommendation – set the start date for growth goals to at least 6 months in the past; 12 months is better. That way you can see much more clearly how trends compare with goals over the long term. Goals are not the same as a budget. They are there to show desired direction.]
10. LOB performance – don’t dig too deep into LOB performance until the company is comfortable with the combined view of their financials. The goal of LOB analysis is to find the LOB that is contributing the most to profitability and the one that is performing the worst. Thought should then be given to maximizing winners and minimizing losers.
Thanks!
Kris FuehrMarketing DirectorCorelytics, [email protected]
Frank CokerCEO
CoreConnex, Inc.www.corelytics.com