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Strategies for growth ebook -sync revenue opportunity management
 

Strategies for growth ebook -sync revenue opportunity management

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The benefits of connecting revenue opportunity management to cloud financials and operations management.

The benefits of connecting revenue opportunity management to cloud financials and operations management.

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  • HousekeepingAre using products approved by AICPAShare GEM and Wells and Ephor FAO research backgroundShare wealth creation stats from ephor
  • 5 MINUTE SLIDE. How you create wealth is these five things:Happy EndingsEffective AdvisorsScalable and well defined modelManagemtn Science and measuremetn and metrcs that CI (continosulyimproe the business model)Effective and aligned financial engineering.Build your busienss to attract quality taletn with proceses/systems for “B Players.”The specific Near-Term Actions that can Improve Operating Performance include . . . i.e. the required actions for every CFO include:Examine the Strategy and Identify Precise Strategy Elements that require attention including critiquing the Business using a “Holistic Approach.”For example: Create a Risk Management Plan (People, Processes Capital, Threats).Develop the enhancements and changes in the business model required for success. For example:Match Revenues with Expenses and Create a Budget which includes a Hiring Plan based on a set of operational centric measurement and metrics.Define what should be Outsourced: Connect the Outsourcing objectives to the business objectives.Seek out and get “outsider” advice, counsel to assistance in viewing and enhancing the business process “Holistically”. The Small Business Executive simply requires support and skill augmentation to succeed.Involve Key Employees and Managers in the Process: allow them to tell you where the enhancements should be and what skill gaps are prevalentConnect Compensation to the Strategy, Business Model Components, and the Business Objectives. Enhance Variable Pay Components‘Total Compensation Concept’ (not only cash portion)Equity based incentive programsSignificant rewards for ‘A Players’Workplace is an ‘experience’Mediocrity will ensure failure. Tie back to Edward Jones & Co story.
  • 2 MINUTE SLIDE.
  • myEphorPlatform >> Management Science >> Controls & Intelligence Perform Business. Q: closing the books twice a month?Q: Costs, time and motion, tasks, what are you using to track time?Q: what is and not included in the feesEnterprise F&A Platform features:SaaS QuickBooks or Enterprise Financial Management Real-time financial indicators, operational KPIs, Actionable Analytics: KPI Reports, Dashboard for each function, team member, location, etc.Modules included: Financial Reporting, G/L, Actionable Analytics Optional Modules: Payroll, Time and ExpenseA SaaS based A/P workflow application and e-payment solutionA SaaS based document storage application Management of financial activitiesAccounts payable management at current Client transaction volumesPayroll administration through 3rd party payroll processing solutionT&E processing as per client expense policyAccounts receivable management at current Client transaction volumesTreasury and cash flow management including cash forecast reportCommission and royalty calculationsMonthly financial statement preparationAnnual audit supportManage budgeting and forecasting processMaintain key performance metricsOther ancillary activities as may be required in support of the above
  • On-Deck Discussion items:Buyer/Purchasing Committee: VC- or PE-backed company, with VC/PE wanting closer to real-time, fact-based comparative metrics, to spot problems and trends early, and to understand variances from industry leaders.Unmentioned critical elements:A) Robust, bottoms-up financial forecasting modelPerhaps you are currently thinking this falls into the later “consulting” servicesI personally believein many instances the Ephor team will be held responsible (based on client expectations, not Ephor promises) for not foreseeing certain problems/issues, which would have been indeed predictablethis should be pitched up front as a tandem productclient should be made aware that after-the-fact metrics provide only one-half of the tools needed to excelif the client opts not to take this on at the beginning, then;it will still likely be easier to add on later (having been earlier pitched, with maturation time for understanding, with the new context of the delivered FAO services)Ephor can deflect later criticisms for failures to predictShould be deeply customized as to accurately reflect/mirror company’s unique operational flowUse same KPI’s as described in the FAO value propositionPredicts coming trouble / opportunities, allowing management to proactively;Minimize the impact of predictable but unavoidable problemsAVOID some predictable problems entirely (never have to deal with them)How to price? When will prospect be willing to buy?Perhaps more willing after they have seen the power of after-the-fact FAO servicesPerhaps offer 3-month delivery of v1, with 3 monthly payments B) Operational Business PlanFirst time it shows up is on slide #8 of the PowerPoint Executive SummaryNo separate pricing indicatedAre you assuming that this is included in the $2500-$7500 monthly fee?I think the fee would need to be substantially higher during the period of development of this OBPI personally believe that for ultimate client success, this is as critical a tool as are the monthly FAO servicesHow to price? When will prospect be willing to buy?Perhaps more willing afterthey have seen the power of after-the-fact FAO servicesEphor has come to better understand the business (through its work on the FAO services), and Ephor can better articulate the need for this product, in this companyPerhaps offer 3-6 month delivery of v1, with 3-6 monthly payments The PowerPoint Executive Summary; CommentsRegarding the list of Sales & Onboarding Tools & Sales Support items/services listed (slide #8)It would be helpful to have a narrative description of each of theseQ: closing the books twice a month?Q: Costs, time and motion, tasks, what are you using to track time?Q: what is and not included in the feesEnterprise F&A Platform features:SaaS QuickBooks or Enterprise Financial Management Real-time financial indicators, operational KPIs, Actionable Analytics: KPI Reports, Dashboard for each function, team member, location, etc.Modules included: Financial Reporting, G/L, Actionable Analytics Optional Modules: Payroll, Time and ExpenseA SaaS based A/P workflow application and e-payment solutionA SaaS based document storage application Management of financial activitiesAccounts payable management at current Client transaction volumesPayroll administration through 3rd party payroll processing solutionT&E processing as per client expense policyAccounts receivable management at current Client transaction volumesTreasury and cash flow management including cash forecast reportCommission and royalty calculationsMonthly financial statement preparationAnnual audit supportManage budgeting and forecasting processMaintain key performance metricsOther ancillary activities as may be required in support of the above
  • On-Deck Discussion items:Buyer/Purchasing Committee: VC- or PE-backed company, with VC/PE wanting closer to real-time, fact-based comparative metrics, to spot problems and trends early, and to understand variances from industry leaders.Unmentioned critical elements:A) Robust, bottoms-up financial forecasting modelPerhaps you are currently thinking this falls into the later “consulting” servicesI personally believein many instances the Ephor team will be held responsible (based on client expectations, not Ephor promises) for not foreseeing certain problems/issues, which would have been indeed predictablethis should be pitched up front as a tandem productclient should be made aware that after-the-fact metrics provide only one-half of the tools needed to excelif the client opts not to take this on at the beginning, then;it will still likely be easier to add on later (having been earlier pitched, with maturation time for understanding, with the new context of the delivered FAO services)Ephor can deflect later criticisms for failures to predictShould be deeply customized as to accurately reflect/mirror company’s unique operational flowUse same KPI’s as described in the FAO value propositionPredicts coming trouble / opportunities, allowing management to proactively;Minimize the impact of predictable but unavoidable problemsAVOID some predictable problems entirely (never have to deal with them)How to price? When will prospect be willing to buy?Perhaps more willing after they have seen the power of after-the-fact FAO servicesPerhaps offer 3-month delivery of v1, with 3 monthly payments B) Operational Business PlanFirst time it shows up is on slide #8 of the PowerPoint Executive SummaryNo separate pricing indicatedAre you assuming that this is included in the $2500-$7500 monthly fee?I think the fee would need to be substantially higher during the period of development of this OBPI personally believe that for ultimate client success, this is as critical a tool as are the monthly FAO servicesHow to price? When will prospect be willing to buy?Perhaps more willing afterthey have seen the power of after-the-fact FAO servicesEphor has come to better understand the business (through its work on the FAO services), and Ephor can better articulate the need for this product, in this companyPerhaps offer 3-6 month delivery of v1, with 3-6 monthly payments The PowerPoint Executive Summary; CommentsRegarding the list of Sales & Onboarding Tools & Sales Support items/services listed (slide #8)It would be helpful to have a narrative description of each of theseQ: closing the books twice a month?Q: Costs, time and motion, tasks, what are you using to track time?Q: what is and not included in the feesEnterprise F&A Platform features:SaaS QuickBooks or Enterprise Financial Management Real-time financial indicators, operational KPIs, Actionable Analytics: KPI Reports, Dashboard for each function, team member, location, etc.Modules included: Financial Reporting, G/L, Actionable Analytics Optional Modules: Payroll, Time and ExpenseA SaaS based A/P workflow application and e-payment solutionA SaaS based document storage application Management of financial activitiesAccounts payable management at current Client transaction volumesPayroll administration through 3rd party payroll processing solutionT&E processing as per client expense policyAccounts receivable management at current Client transaction volumesTreasury and cash flow management including cash forecast reportCommission and royalty calculationsMonthly financial statement preparationAnnual audit supportManage budgeting and forecasting processMaintain key performance metricsOther ancillary activities as may be required in support of the above
  • On-Deck Discussion items:Buyer/Purchasing Committee: VC- or PE-backed company, with VC/PE wanting closer to real-time, fact-based comparative metrics, to spot problems and trends early, and to understand variances from industry leaders.Unmentioned critical elements:A) Robust, bottoms-up financial forecasting modelPerhaps you are currently thinking this falls into the later “consulting” servicesI personally believein many instances the Ephor team will be held responsible (based on client expectations, not Ephor promises) for not foreseeing certain problems/issues, which would have been indeed predictablethis should be pitched up front as a tandem productclient should be made aware that after-the-fact metrics provide only one-half of the tools needed to excelif the client opts not to take this on at the beginning, then;it will still likely be easier to add on later (having been earlier pitched, with maturation time for understanding, with the new context of the delivered FAO services)Ephor can deflect later criticisms for failures to predictShould be deeply customized as to accurately reflect/mirror company’s unique operational flowUse same KPI’s as described in the FAO value propositionPredicts coming trouble / opportunities, allowing management to proactively;Minimize the impact of predictable but unavoidable problemsAVOID some predictable problems entirely (never have to deal with them)How to price? When will prospect be willing to buy?Perhaps more willing after they have seen the power of after-the-fact FAO servicesPerhaps offer 3-month delivery of v1, with 3 monthly payments B) Operational Business PlanFirst time it shows up is on slide #8 of the PowerPoint Executive SummaryNo separate pricing indicatedAre you assuming that this is included in the $2500-$7500 monthly fee?I think the fee would need to be substantially higher during the period of development of this OBPI personally believe that for ultimate client success, this is as critical a tool as are the monthly FAO servicesHow to price? When will prospect be willing to buy?Perhaps more willing afterthey have seen the power of after-the-fact FAO servicesEphor has come to better understand the business (through its work on the FAO services), and Ephor can better articulate the need for this product, in this companyPerhaps offer 3-6 month delivery of v1, with 3-6 monthly payments The PowerPoint Executive Summary; CommentsRegarding the list of Sales & Onboarding Tools & Sales Support items/services listed (slide #8)It would be helpful to have a narrative description of each of theseQ: closing the books twice a month?Q: Costs, time and motion, tasks, what are you using to track time?Q: what is and not included in the feesEnterprise F&A Platform features:SaaS QuickBooks or Enterprise Financial Management Real-time financial indicators, operational KPIs, Actionable Analytics: KPI Reports, Dashboard for each function, team member, location, etc.Modules included: Financial Reporting, G/L, Actionable Analytics Optional Modules: Payroll, Time and ExpenseA SaaS based A/P workflow application and e-payment solutionA SaaS based document storage application Management of financial activitiesAccounts payable management at current Client transaction volumesPayroll administration through 3rd party payroll processing solutionT&E processing as per client expense policyAccounts receivable management at current Client transaction volumesTreasury and cash flow management including cash forecast reportCommission and royalty calculationsMonthly financial statement preparationAnnual audit supportManage budgeting and forecasting processMaintain key performance metricsOther ancillary activities as may be required in support of the above
  • On-Deck Discussion items:Buyer/Purchasing Committee: VC- or PE-backed company, with VC/PE wanting closer to real-time, fact-based comparative metrics, to spot problems and trends early, and to understand variances from industry leaders.Unmentioned critical elements:A) Robust, bottoms-up financial forecasting modelPerhaps you are currently thinking this falls into the later “consulting” servicesI personally believein many instances the Ephor team will be held responsible (based on client expectations, not Ephor promises) for not foreseeing certain problems/issues, which would have been indeed predictablethis should be pitched up front as a tandem productclient should be made aware that after-the-fact metrics provide only one-half of the tools needed to excelif the client opts not to take this on at the beginning, then;it will still likely be easier to add on later (having been earlier pitched, with maturation time for understanding, with the new context of the delivered FAO services)Ephor can deflect later criticisms for failures to predictShould be deeply customized as to accurately reflect/mirror company’s unique operational flowUse same KPI’s as described in the FAO value propositionPredicts coming trouble / opportunities, allowing management to proactively;Minimize the impact of predictable but unavoidable problemsAVOID some predictable problems entirely (never have to deal with them)How to price? When will prospect be willing to buy?Perhaps more willing after they have seen the power of after-the-fact FAO servicesPerhaps offer 3-month delivery of v1, with 3 monthly payments B) Operational Business PlanFirst time it shows up is on slide #8 of the PowerPoint Executive SummaryNo separate pricing indicatedAre you assuming that this is included in the $2500-$7500 monthly fee?I think the fee would need to be substantially higher during the period of development of this OBPI personally believe that for ultimate client success, this is as critical a tool as are the monthly FAO servicesHow to price? When will prospect be willing to buy?Perhaps more willing afterthey have seen the power of after-the-fact FAO servicesEphor has come to better understand the business (through its work on the FAO services), and Ephor can better articulate the need for this product, in this companyPerhaps offer 3-6 month delivery of v1, with 3-6 monthly payments The PowerPoint Executive Summary; CommentsRegarding the list of Sales & Onboarding Tools & Sales Support items/services listed (slide #8)It would be helpful to have a narrative description of each of theseQ: closing the books twice a month?Q: Costs, time and motion, tasks, what are you using to track time?Q: what is and not included in the feesEnterprise F&A Platform features:SaaS QuickBooks or Enterprise Financial Management Real-time financial indicators, operational KPIs, Actionable Analytics: KPI Reports, Dashboard for each function, team member, location, etc.Modules included: Financial Reporting, G/L, Actionable Analytics Optional Modules: Payroll, Time and ExpenseA SaaS based A/P workflow application and e-payment solutionA SaaS based document storage application Management of financial activitiesAccounts payable management at current Client transaction volumesPayroll administration through 3rd party payroll processing solutionT&E processing as per client expense policyAccounts receivable management at current Client transaction volumesTreasury and cash flow management including cash forecast reportCommission and royalty calculationsMonthly financial statement preparationAnnual audit supportManage budgeting and forecasting processMaintain key performance metricsOther ancillary activities as may be required in support of the above

Strategies for growth ebook -sync revenue opportunity management Strategies for growth ebook -sync revenue opportunity management Presentation Transcript

  • Strategies for Growth in 2012: Sync Revenue Opportunity Management with Finance and Operations Management Financial Controls Revenue Management Analytics Intelligence Real-time KPIs Performance Targeting SaaS F&A Platform“Management Science reporting provides the routine visibilityexecutives need to lead daily performance, attract capital, andoutperform the competition. By synching operations andmanagement; cash collection and revenue growth achievesresource efficiency improvement.”
  • Strategies for Growth in 2012 eBook “In this slow growth economy, there will be bifurcation between leaders and laggards; the best revenue strategies will outperform the competition, and win the war for profitability.” Legacy Thinking Revenue Strategy for 2012 Outcome of New Revenue Management Practice“Feet-on-the-Street” Direct Sales Multi-tiered Distribution Lower Cost of Client AcquisitionOutbound Marketing Inbound Marketing Lower Cost of Sales Pipeline CreationLead Generation Partner Generation Referral based opportunity introductions.Outbound Telemarketing Market Research Intelligence integrated into ongoing routines.Market to Enterprises or SMBs Market to Niche Verticals Specialization = Improved Margins.  Effective B2B growth strategies require capital efficient programs to reach qualified buyers.  “Feet on the street” models are legacy thinking.  Multiple lead sources are required to be capital efficient.  Multi-tiered distribution is key. Referrals from partners, alliances, and communities will generate the majority of  www.EphorGroup.com 2 new clients.
  • Revenue Growth Requires Timely and Efficiency Synchronization of All Resources including connecting CRM and Financial Management> Improve Profitability by synching CRM and Financial activities, processes and reporting.Best Practices for 2012 and Beyond include:I. Have a lower cost of sales than your competition.II. Have a capital efficient pipeline generation and revenue model.III. Utilize Technology: CRM, Social Media, & Marketing AutomationII. Multi-tiered Sales Distribution Compensation: PRM, Agent, Alliances, Partners, Account Managers, Sales PersonnelIII. A Portfolio of Sources and Mix.IV. Management Science reporting to provide visibility and proactive actions: Pro-Activity of the 3 C’s: Cash, Clients, Contracts.V. Asset Management ensures a lower cost of customer acquisition and higher ROI for spend. 3
  • Questions Answered by Synching CRM and Financials• Lenders, Bankers and Investors want comfort and visibility with the financials delivered on a routine basis.• Executives require visibility and “Synching CRM & Financials insures insights into daily performance budgeted pro forma forecasts are and profitability to effectively lead. made into business realizations.”
  • Questions Answered by Synching CRM and FinancialsCost of $1.00 of Revenues Varies by Channel: Revenue Waterfall Management = Greater Profits: > Lower cost of client acquisition and greater profitability by client coupled with predictable sales forecasting and budgeting because of proactive management. > How does your cost of client acquisition compare to competitors? Email us at Ephor for a complimentary report for your industry sector.
  • Benefits of Management Science reporting:Management Science helps overcome operatinggaps. Managers often work in relative isolationfrom the market trends and leaders Managersalso often lack access to key information.Too often, financials are not providing dailyoperating indicators to guide day-to-dayemployee priorities. Management Scienceprovides the basis for predictable, sustainablebusiness execution and ensures that managinggrowth and expansion financially ties tooperations.Questions Answered by Management Science: A case study: Management Science Drives Performance: Where to Focus to improve Cash, Revenues,& Profitability. Service Co Whom needs help? i.e. which employees orpartners are underperforming. Which clientsneed attention. Where to focus resources. Outcomes also included: Improved Revenue Per Employee by almost $10k per month employee. 6 Increased NLTV per client 2X.
  • Management Science Required for Revenue GrowthMarketing is Hard • Crowded marketplace Conversion Rate from Lead to Close • Too much advertising • “Committee Buy” Referral • Resource constraints Channel • Buyers require Immediate ROI from a Direct Branded LeaderPartners Matter • Reputation = Lower cost of sales • Use of best practices from both organizations Direct PartnersTeam Management CRM New Operationsis Key • Provide expertise and service Origination Opportunity from a Partner’ Client • Must be committed to client outcomes Opportunity MAPPING Alignment Upsell Upsell Client Management
  • “In 2012 and beyond, wealth will be created for revenuemodels that outperform the competition, that are the mosteconomically efficient, promote and excel at clientsatisfaction, and invest in their people and focus on strategicinitiatives (i.e. customer satisfaction).” -Garry E. Meier, Founder > Download additional resources at: http://www.EphorGroup.com/resources.asp
  • An Introduction to Ephor Group Clients are technology and service providers that depend on the daily performance of employees. Recent Client Accomplishments: • Grew from $1M to $9M in 18 months and then strategic investment by Hewitt. • Projects oriented transactional business transitioned into recurring solutions provider. • Acquired add-on “book of business” which added additional revenues, clients, and team members. • Received $2.56M in funding capital raise. • Rolled up $30M of payroll service providers to create a national provider of “Workforce Management Solutions.” • Doubled staffing provider revenues from $40M to $80M through Management Strategy & Perform WealthAdvisory Services Science Intelligence Business Creation
  • Current State of Service BusinessesDoes this sound like your company?• Costs structures are not in line with current business/growth plans.• Current internal resources are not able to profitability manage the current workload.• Financials provide lagging indicators (Limited insights into forecasts, profitability, pricing). Economic State of the Union for Service Businesses:Your Company Before Management Science With Management Science × Erosion of the middle class and small business with Controls People dependant. Process alert notifications notify people to take capital assistance only for action based on variances, triggers, “Asset heavy firms”, big benchmarks. corporations and big government. Intelligence Completed by C-level executives via Routine intelligence guides pricing, forecasts, networking on an ad-hoc basis. spending. × Talent flock to big business Financials Completed the following month and Financials are tied to operational measures and and big government. provide summary outline of financial provide leading indicators to employees. position. × Customers have changed Billing/Invoicing Done ad-hoc on a daily basis by an Automated invoicing and cash collection saves spending habits. employee part-time. time, processing costs, reduces manual errors. × Rising costs of doingCash Management Done at end of month and end of period. Cash actuals integrated with QuickBooks in real- business. time. Labor Cost Excel and/or manual review done after Labor Matching applied every two weeks to Management the period. match costs and profits.
  • Benefits of Management Science By going to the cloud, get access to technology and tools that provide greater controls, better visibility and intelligence, while reducing transaction, administration and processing costs. Management Science Controls Cash Client Contracts Key Performance Indicators F&A Services AP Payroll GL Beginning RR MRR Jly 08 189,700 4,000 3,983 4,656 (2,400) (10,000) Aug 08 189,939 2,600 500 1,928 500 700 (2,250) Sep 08 193,917 2,800 (7,000) (1,000) (1,750) (5,600) (2,000) Oct 08 176,747 2,800 4,500 5,500 Nov 08 189,547 4,250 3,250 3,000 4,500 (6,000) Dec 08 198,547 (150) (3,000) (4,000) (1,500) (1,000) (6,000) Jan 09 182,897 (3,000) (3,250) Feb 09 176,647 (2,500) (3,500) (4,000) (2,000) (2,107) Mar 09 162,540 (500) (1,000) (1,300) 2,000 Apr 09 161,740 3,980 601 (1,500) May 09 164,821 2,450 3,000 (1,850) (3,978) (3,750) (250) Jun-09 160,443 (2,800) (600) (1,000) (1,500) (275) TTM AR Time and Expense Cash Management Ending RR MRR 189,939 193,917 176,747 189,547 198,547 182,897 176,647 162,540 161,740 164,821 160,443 154,268 Razor Energy Alloys (PT) Opal Divine Luxury Leather Warren Alloy Avery Ranch Marker Group Colibrys Centerline (Price) First Surgical Condon Pinnacle Pentagrp (PT) Lange (Price) Fuddruckers Texas Systems K and S General Plastics WISco O Rourke Legacy (Price) Waterloo (Price) Wells Branch Lange (price) Salv. Sale (PT) PCCA (PT) BPZ Audobon Abox Aztec Razor Mambo (Price) Latrelles (Price) Internet America (price)Kem Tron (price) Lupe Tortilla ORourke (Price) Hand Erwin Gulf Atlantic Willes Mustang Pentagroup (elim Pass through) CTI Fuddruckers Weinstein (Price) Energy Alloys Wisenbecker RHJ Salvage Sale (Price) Warren Alloy 2H (price) (Price) MESA Prestonwood PCCA (price) Tex-Trude (price) MRR RR Beginning Balance 189,700 189,939 193,917 176,747 189,547 198,547 182,897 176,647 162,540 161,740 164,821 160,443 189,700 Billing/Invoicing Spend Management Adds 12,639 6,228 2,800 12,800 15,000 - - - 2,000 4,581 5,450 - 61,498 Drops (12,400) (2,250) (19,970) - (6,000) (15,650) (6,250) (14,107) (2,800) (1,500) (9,828) (6,175) (96,930) Net Change 239 3,978 (17,170) 12,800 9,000 (15,650) (6,250) (14,107) (800) 3,081 (4,378) (6,175) (35,432) MRR RR Ending Balance 189,939 193,917 176,747 189,547 198,547 182,897 176,647 162,540 161,740 164,821 160,443 154,268 154,268 Average MRR 3,064 3,179 3,101 3,159 3,152 3,100 3,099 3,067 2,995 2,943 2,815 2,805 Average Add 4,000 - 2,800 4,267 3,750 - - - 2,000 3,980 2,725 - Average Drop (2,400) (2,250) (3,470) - (6,000) (2,375) (3,125) (3,000) (200) n/a (3,750) (2,150) Customer Count Beg Bal 62 62 61 57 60 63 59 57 53 54 56 57 62 Adds 1 - 1 3 4 - - - 1 2 2 - 14 Drops (1) (1) (5) - (1) (4) (2) (4) - - (1) (2) (21) Net Change - (1) (4) 3 3 (4) (2) (4) 1 2 1 (2) (7) Customer Count End Bal 62 61 57 60 63 59 57 53 54 56 57 55 55 Intelligence             Client Lifecycle Management   Labor Matching, Job Costing, Profitability  
  • Rising Costs of Doing Business• Rising Costs of Processing: – Average cost of $15 per invoice done manually. – Almost all of accounting can be done by technology that did not exist 10 years ago.  Time spent processing transactions must be reduced!• Rising Complexities: – Contingent workers make up a third of the workforce. – Profitability depends on the success of client, job or project specific teams.  Variances and changes in cash, contracts, and margins must be managed in real-time!   
  • Paperless Bill Management Starts Here… Store documents, process invoices and pay bills online! You and your staff get a simple web-based interface for submitting bills and collaborating with our accounting firm…We Manage Your Documents Review Bills and Classify Expenses Securely Pay Online  Simplify document handling  Pay online with advanced fraud controls  Reduce data entry  Eliminate check printing and mailing  Enforce controls and audit-ability  Simplify vendor management  Streamline end-to-end bill workflow  Synchronize with QuickBooks or Intacct In short, myEphor automates the A/P and bill management process, resulting in faster more accurate processing that frees you and your staff to focus on your core business.
  • Business-class Online Bill Payment• Easily digitize bills and contracts• Initiate approval workflows• Anytime remote access• UNLIMITED data storage of bills and other financial documents• Audit trail and role-based financial controls
  • Business-class Online Bill Payment• Quick and easy scheduling of bill payment • No need to print, stuff, and mail checks •No need to store check stock• Automatic retention of cleared check images• Enterprise-class fraud protection • No bank client account info • Positive Pay    
  • Business-class Online Bill Payment• One-click, 2-way synch• Instantly access digital images of financial documents• Google-like search for documents based on keywords or dollar amounts• Real-time calendar view for cash flow management
  • Bill Management and Cash Flow • Scan your invoices and other financial documents. Then email or fax them to your secure online myEphor “inbox” • Up-to-date to-do list • Real-time calendar view (with book balance)
  • Processing Documents in the Inbox • Mouse over any document image in your inbox to preview the document • Select the action to process the document and/or file it in your online filing cabinet
  • Entering a Bill • Select the Vendor • myEphor’s pre-populates bill details • Enter the invoice number and amount • Split the bill to different GL accounts if necessary • Bills are automatically routed to the first approver if approval workflow is selected
  • Review and Approve a Bill 2. Review the bill image, bill details1. From you email notification, and notes to approve the billaccess the myEphor account toreview the bill 3. Enter notes or any changes when approving
  • Schedule Bills for Payment • Select bills to be paid and the payment method • Bills will be paid on the scheduled process date • When paying using the Pay Online method, myEphor debits the payment amounts from your payment account and makes payments on your behalf
  • Vendor Payment • Payments to vendors will be made with checks drawn on myEphor’s bank account – Utilizes advanced check fraud controls – Eliminates check printing and mailing – Ties payment to the transaction • The check shows the invoice to be paid and the account number • The bottom 2/3rd of the check voucher shows a copy of the invoice to ensure payment is applied correctly
  • End-To-End Transaction View • The bill payment information shows the check number, check date and check cleared date • Once the payment is cleared, the cleared check image is uploaded and associated with the bill and the payment transaction • Contracts and other documents easily accessible
  • Have Visibility Using Audit Trail • The audit trail feature provides you and our firm with detailed information on “who” did “what” “when” • Demonstrates clear separation of duties in each transaction• Simple and easy to use for you and your staff – Eliminates need to learn accounting software – Automates workflow, payments and daily financial tasks – Maintains greater control over documents and bank accounts – Makes online bill payment simple and consistent• Streamlines access to financial information – Gets your information to our firm faster – Lets our firm service you remotely – Provides anytime, anywhere access – Decreases the paper madness
  • Dashboard Examples via online portal or SharePoint
  • Dashboard report examples for Key Performance Indicators Jly 08 Aug 08 Sep 08 Oct 08 Nov 08 Dec 08 Jan 09 Feb 09 Mar 09 Apr 09 May 09 Jun-09 TTM Beginning RR MRR 189,700 189,939 193,917 176,747 189,547 198,547 182,897 176,647 162,540 161,740 164,821 160,443 4,000 2,600 2,800 2,800 4,250 (150) (3,000) (2,500) (500) 3,980 2,450 (2,800) 3,983 500 (7,000) 4,500 3,250 (3,000) (3,250) (3,500) (1,000) 601 3,000 (600) 4,656 1,928 (1,000) 5,500 3,000 (4,000) (4,000) (1,300) (1,500) (1,850) (1,000) (2,400) 500 (1,750) 4,500 (1,500) (2,000) 2,000 (3,978) (1,500) (10,000) 700 (5,600) (6,000) (1,000) (2,107) (3,750) (275) (2,250) (2,000) (6,000) (250) Ending RR MRR 189,939 193,917 176,747 189,547 198,547 182,897 176,647 162,540 161,740 164,821 160,443 154,268 Razor Energy Alloys (PT) Opal Divine Luxury Leather Warren Alloy Avery Ranch Marker Group Colibrys Centerline (Price) First Surgical Condon Pinnacle Pentagrp (PT) Lange (Price) Fuddruckers Texas Systems K and S General Plastics WISco O Rourke Legacy (Price) Waterloo (Price) Wells Branch Lange (price) Salv. Sale (PT) PCCA (PT) BPZ Audobon Abox Aztec Razor Mambo (Price) Latrelles (Price) Internet America (price)Kem Tron (price) Lupe Tortilla ORourke (Price) Hand Erwin Gulf Atlantic Willes Mustang Pentagroup (elim Pass through) CTI Fuddruckers Weinstein (Price) Energy Alloys Wisenbecker RHJ Salvage Sale (Price) Warren Alloy 2H (price) (Price) MESA Prestonwood PCCA (price) Tex-Trude (price)MRR RR Beginning Balance 189,700 189,939 193,917 176,747 189,547 198,547 182,897 176,647 162,540 161,740 164,821 160,443 189,700 Adds 12,639 6,228 2,800 12,800 15,000 - - - 2,000 4,581 5,450 - 61,498 Drops (12,400) (2,250) (19,970) - (6,000) (15,650) (6,250) (14,107) (2,800) (1,500) (9,828) (6,175) (96,930) Net Change 239 3,978 (17,170) 12,800 9,000 (15,650) (6,250) (14,107) (800) 3,081 (4,378) (6,175) (35,432) MRR RR Ending Balance 189,939 193,917 176,747 189,547 198,547 182,897 176,647 162,540 161,740 164,821 160,443 154,268 154,268 Average MRR 3,064 3,179 3,101 3,159 3,152 3,100 3,099 3,067 2,995 2,943 2,815 2,805 Average Add 4,000 - 2,800 4,267 3,750 - - - 2,000 3,980 2,725 - Average Drop (2,400) (2,250) (3,470) - (6,000) (2,375) (3,125) (3,000) (200) n/a (3,750) (2,150) Customer Count Beg Bal 62 62 61 57 60 63 59 57 53 54 56 57 62 Adds 1 - 1 3 4 - - - 1 2 2 - 14 Drops (1) (1) (5) - (1) (4) (2) (4) - - (1) (2) (21) Net Change - (1) (4) 3 3 (4) (2) (4) 1 2 1 (2) (7) Customer Count End Bal 62 61 57 60 63 59 57 53 54 56 57 55 55
  • Dashboard Examples by Corporate Function
  • Cloud Financials More than 5,000 satisfied clients use to • Increase profitability by improving overall efficiencies. • Optimize Financial Management. • Gain a 360-degree view of the organization. • Sync Revenues and Cash Management. • Streamline and automate time-consuming, manual error-prone processes.
  • Management Science Case Study The benefits of financial and administration outsourcing.
  • Case Study Summary of Implementing Management Science• Situation: A staffing oriented, transactional provider with $1M in Benefits of Management Science deployed via revenues and 10 employees had the idea to combine consultants outsourced F&A: “HR Directors” with a Shared Services center to service businesses with “Fractional HR” and provide all the tactical and strategic HR Operating Performance needs of small to medium businesses. improvements realized after the deployment of Management Science include:• Programs: Implement Management Science to ensure product, portfolio, channel, and client management is in place and  Role Clarity & Qualities of Right Philosophy led to revenue per effective. employee increase of 40% per employee.• Outcomes:  Product Management focus led – Improved Field Level EBITDA from Break-even to > 30%. to increased opportunity to close – Expanded into new markets. rate. – Recognized as Best Places To Work, Houston Fast 100, Aggie 100. Client Lifecycle Management led – Funded by institutional investors. from average 3 year client retention to greater than 5 years.  Pricing intelligence led to 30% price increases for targeted industry vertical segments.
  • What are the attributes, benefits and outcomes to Management Science?• Benefits of deploying Management Science includes greater controls and intelligence which means that you can make decisions faster, based on real-time data. Operational Strategic  Establish controls.  Risks are managed.  Use measurement and metrics beyond financial Client satisfaction is measured, known, and managed measures to drive accountability. (client lifecycle management). Provide dashboards for all locations, teams, and key Product/Solution Management (i.e. definition, market employees to facilitate accountability and performance. share, pricing intelligence). Profitability analysis by portfolio, partner, team member, Asset Utilization. location, client, etc.. Balanced portfolio of revenues. Forecasting Business model improvements . Brand equities creation and financial wealth creation.
  • Management Science Results• Management Science enables proactive refinement and improvement of the business model, operating processes, and employee productivity.
  • Management Science Results• Management Science benefits include:
  • Management Science Results Service Co• At the end of the day…. Management Science Drives Performance.