1. Recommending a StrategyRecommending a Strategy
Ideas for Today and Tomorrow
Bill Sims - CPA

2. What do most managers want?What do most managers want?
 Managers who are responsible for a full P&L usually want tools/reports/systems which
make their full understanding of the true business situation easy to decipher, then allows
them to build a course correction.The next six slides give examples of tools described
below.
◦ Look Ahead Analysis – Once the budget is finalized usually the situation has changed and
managers are busy figuring out an altered set of strategies and tactics to win.
◦ Sales and Close Analysis – Most field managers view their business as a portfolio and a daily
flash of how they are performing against set goals provides both psychological and practical
benefits.
◦ Performance Payment Reconciliation – Managers need to build trust with their customers
otherwise the company does not thrive for the long term. Both parties need to know how
products and services are performing and affecting the economic health of both organizations.
2Recommending a Strategy - Bill Sims

3. Look Ahead AnalysisLook Ahead Analysis
Purpose
◦ Reconcile the current business performance with the budget.
Data Source
◦ Linked data files – No data input required.
Results
◦ Allows Sales Management to adjust Rate andVolume by product in
order to meet annual Sales and Profit goals.
3Recommending a Strategy - Bill Sims

4. Look Ahead AnalysisLook Ahead Analysis
Products Budget Forecast
Finance Disclaimer - All numbers are fictitious in order to create a simulation.
Completed Mth Analysis Look-ahead Analysis-Forecast
Unit Unit
Month Start ==> Jan 1 Month Start ==> Oct 10
Month End ==> Aug 8 Month End ==> Dec 12
Select Seg. Type ==> TOTAL (19,394,561)
Total 18,405,207 19,394,561 989,354 5.4% -$ 620,352.89$ 1.8% -$ 6,772,612 1,360,235.11$
2005 2006 B(W) UnitS Act. % GP GP B(W) B(W) GP $s Fcst % GP H(L) Fcst B(W) GP $s
UnitS. Prior UnitS. Act. Vs. Prior Chg Per U Prior Per U Act. Per Unit Act. Vs. Prior Chg Per U Fcst Vs. Act. Unit Sales Fcst Vs. Prior
Service/Product 1 2,559,343 2,623,309 63,966 2.5% 0.11$ 255,080.09$ 4.6% 0.08$ 903,643 216,268.76$
Service/Product 2 47,850 109,777 61,927 129.4% 1.23$ 641,224.29$ 95.0% 0.22$ 53,564 252,692.16$
Service/Product 3 7,005,859 7,092,072 86,213 1.2% (0.13)$ (102,215.48)$ -3.9% 0.34$ 2,369,162 176,082.27$
Service/Product 4 188,382 162,368 (26,014) -13.8% 0.60$ (56,222.28)$ -18.1% 0.78$ 70,626 122,561.11$
Service/Product 5 149,747 174,599 24,852 16.6% 0.08$ 131,168.29$ 37.2% 0.26$ 68,680 112,820.56$
Service/Product 6 299,164 359,907 60,743 20.3% 0.41$ 211,528.26$ 41.2% 0.27$ 96,639 102,282.86$
Service/Product 7 430,035 1,072,489 642,454 149.4% (0.10)$ 112,321.51$ 75.3% 0.32$ 242,061 95,572.26$
Service/Product 8 0 0 0 0.0% -$ -$ 0.0% 6.46$ 14,367 92,861.82$
Service/Product 9 568,167 579,956 11,789 2.1% 0.08$ 141,285.09$ 5.5% 0.45$ 166,703 89,652.23$
Service/Product 10 0 0 0 0.0% -$ -$ 0.0% 9.98$ 8,053 80,199.22$
Service/Product 11 397,042 456,997 59,955 15.1% (0.01)$ 111,600.11$ 7.7% 0.12$ 206,595 78,901.62$
Service/Product 12 0 35,057 35,057 0.0% 2.19$ 16,128.61$ 0.0% (0.38)$ 38,061 68,826.26$
Service/Product 13 51,652 444,707 393,055 761.0% (0.03)$ 164,632.64$ 18.4% (0.03)$ 179,330 52,196.91$
Service/Product 14 93,508 92,006 (1,502) -1.6% 0.11$ 125.46$ 2.4% 0.51$ 40,243 22,992.11$
Service/Product 15 0 15,975 15,975 0.0% 8.37$ 133,682.82$ 0.0% 0.20$ 5,252 22,982.61$
Service/Product 16 1,141,194 1,268,991 127,797 11.2% (0.07)$ 121,881.33$ 6.9% 0.18$ 396,000 22,182.19$
Service/Product 17 34 9,525 9,491 27914.7% (2.99)$ 32,212.58$ 1136.9% 1.82$ 6,877 16,779.51$
Service/Product 18 49,543 49,751 208 0.4% 0.53$ 26,655.64$ 47.8% 0.86$ 18,689 12,119.02$
Service/Product 19 136,787 129,128 (7,659) -5.6% 0.63$ 38,520.56$ 2.5% (0.26)$ 34,273 17,952.15$
Service/Product 20 2,735 28,651 25,916 947.6% 1.62$ 181,886.16$ -0.4% 1.37$ 8,744 9,728.93$
Service/Product 21 6,915 5,197 (1,718) -24.8% (0.02)$ (3,226.41)$ -0.8% 2.19$ 3,064 9,012.02$
Service/Product 22 19,198 21,891 2,693 14.0% (2.10)$ (18,021.63)$ 78.1% (1.92)$ 8,544 6,179.12$
Service/Product 23 118,305 121,124 2,819 2.4% (0.08)$ (485.33)$ -13.0% 0.46$ 32,217 6,081.92$
Service/Product 24 0 0 0 0.0% -$ -$ 0.0% 24.00$ 33 792.00$
Service/Product 25 0 0 0 0.0% -$ -$ 0.0% -$ 0 -$
Service/Product 26 0 0 0 0.0% -$ -$ 0.0% -$ 0 -$
Service/Product 27 55,019 33,001 (22,018) -40.0% 0.24$ (100,184.22)$ -16.1% 0.20$ 9,008 (7,850.29)$
Service/Product 28 197,488 160,938 (36,550) -18.5% 0.30$ (52,258.12)$ -10.9% 0.06$ 63,749 (9,097.25)$
Service/Product 29 497,930 448,511 (49,419) -9.9% 0.21$ (86,011.64)$ 11.2% (0.13)$ 178,213 (12,770.20)$
Service/Product 30 144,363 72,735 (71,628) -49.6% 0.19$ (231,211.28)$ -25.9% 0.51$ 26,455 (22,591.22)$
Service/Product 31 183,077 174,688 (8,389) -4.6% 0.12$ (21,068.26)$ -7.1% 0.26$ 60,102 (29,125.25)$
Service/Product 32 1,566,064 1,156,141 (409,923) -26.2% 0.39$ (886,260.12)$ -4.9% (0.03)$ 413,766 (15,851.22)$
Service/Product 33 193,582 159,094 (34,488) -17.8% (0.29)$ (146,850.13)$ 2.9% (0.29)$ 49,357 (17,277.05)$
Service/Product 34 2,302,224 2,335,976 33,752 1.5% (0.04)$ 4,434.36$ -10.2% (0.03)$ 1,000,542 (212,922.02)$
Total
Reset
Sort - % Sort - Vol. Chg Sort - Act. P_Cs > Sort - GP$ Sort by %
Update_Tables
Sort by Vol.
Hide Unhide
< Sort - GP$ Sort by GP
Budget View
4Recommending a Strategy - Bill Sims

5. Sales and Close AnalysisSales and Close Analysis
Purpose
◦ Provide a customer a comprehensive and detailed review of the
business.
Data Source
◦ Linked data files – No data input required.
Results
◦ Allows the customer to fully inspect performance. It allows contract
compliance review and business growth analysis.
5Recommending a Strategy - Bill Sims

6. Sales and Close AnalysisSales and Close Analysis
Finance Disclaimer - All numbers are fictitious in order to create a simulation.
Close #s Sales
Data-Pull Info No Sales Totals 106 TRUE 4 137 -133 25 988 -963
Type Loc - 1 =======> 0 TRUE 0 0 0 0 0 0
Unit Loc - 2 =======> 33 TRUE 0 40 -40 0 392 -392
Segment Loc - 3 =======> 32 TRUE 0 40 -40 0 253 -253
Date Loc - 4 =======> 7 TRUE 0 13 -13 0 91 -91
Filters Loc - 5 =======> 6 TRUE 0 8 -8 0 50 -50
Modifiers Loc - 6 =======> 10 TRUE 0 12 -12 0 74 -74
Loc - 7 =======> 3 TRUE 0 4 -4 0 34 -34
Loc - 8 =======> 0 TRUE 0 0 0 0 0 0
Loc - 9 =======> 15 TRUE 4 20 -16 25 94 -69
Analysis/Available-Closed - All Units Close# Close# Close# Unit-S Unit-S Unit-S Oct
Units This Last Diff %Chg This Last Diff %Chg %Chg
5,809 WW-New CLOSED 183 0 34 -34 -100.0% 0 243 -243 -100.0% -99.4%
5,809 ck=> 0 OPEN 899 1,164 1,193 -29 -2.4% 5,809 8,511 -2,702 -31.7% -13.7%
TOTAL 1,082 1,164 1,227 -63 -5.1% 5,809 8,754 -2,945 -33.6% -25.0%
5,845 Paid Units OPEN- SAME STORE SALES 777 1,164 1,042 122 11.7% 5,809 7,409 -1,600 -21.6% -3.9%
(18) Subtract Negative Units - No Payment OPEN- NO SALES 122 0 151 -151 -100.0% 0 1,102 -1,102 -100.0% -100.2%
(18) Subtract Negative Units - No Payment TOTAL 899 1,164 1,193 -29 -2.4% 5,809 8,511 -2,702 -31.7% -13.7%
OPEN - SALES-FLAT- OR > 608 888 511 377 73.8% 4,215 3,760 455 12.1%
OPEN - SALES-< 169 276 531 -255 -48.0% 1,594 3,649 -2,055 -56.3%
TOTAL 777 1,164 1,042 122 11.7% 5,809 7,409 -1,600 -21.6%
5,809 Total 0 ck FIL-SUBT 1,082 1,164 1,227 -63 -5.1% 5,809 8,754 -2,945 -33.6% -25.0% #N/A
0 ck % MIX 100.0% 100.0% 100.0% 100.0% 5 100.0% 100.0% 100.0%
Close# Close# Close# Asorb Unit-S Unit-S Unit-S No Change Ct
Fix-OutletUnit-# Loc SegmentUnit Name Address Status Map# Bs This Last Diff AMT This Last Diff Sales Unit Close
# !1666833 SAN-DSeg#1 Name 1 Address 1 ACTIVE D-F96-SD Loc1 3 4 -1 1 3 61 -58 FALSE Target 4
# !16669!8 SAN-DSeg#1 Name 2 Address 2 ACTIVE D-F96-SD Loc2 0 7 -7 0 52 -52 TRUE Target #N/A
# !166142! SAN-DSeg#1 Name 3 Address 3 ACTIVE D-F96-SD Loc3 1 3 -2 7 7 55 -48 FALSE Target 1
# !1669218 SAN-DSeg#1 Name 4 Address 4 ACTIVE D-F96-SD Loc4 2 4 -2 3 6 53 -47 FALSE Target 2
# !16692!2 SAN-DSeg#1 Name 5 Address 5 ACTIVE D-F96-SD Loc5 1 4 -3 11 11 56 -45 FALSE Target 1
# !1661417 SAN-DSeg#1 Name 6 Address 6 ACTIVE D-F96-SD Loc6 1 3 -2 2 2 46 -44 FALSE Target 2
# !3!7668! SAN-DSeg#1 Name 7 Address 7 ACTIVE D-F96-SD Loc7 1 4 -3 5 5 44 -39 FALSE Target 2
# !1669198 SAN-DSeg#1 Name 8 Address 8 ACTIVE D-F96-SD Loc8 0 2 -2 0 35 -35 TRUE Target #N/A
# !1653199 SAN-DSeg#1 Name 9 Address 9 ACTIVE D-F96-SD Loc9 3 4 -1 16 48 82 -34 FALSE Target 2
# !1653196 SAN-DSeg#1 Name 10 Address 10 ACTIVE D-F96-SD Loc10 2 6 -4 7 14 48 -34 FALSE Target 1
# !1667!15 SAN-DSeg#1 Name 11 Address 11 ACTIVE D-F96-SD Loc11 1 3 -2 5 5 39 -34 FALSE Target 2
# !16692!5 SAN-DSeg#1 Name 12 Address 12 ACTIVE D-F96-SD Loc12 0 2 -2 0 34 -34 TRUE Target #N/A
# !1668987 YORKTOWNSeg#1 Name 13 Address 13 ACTIVE D-F96-SD Loc13 2 4 -2 4 7 40 -33 FALSE Target 3
# !1661525 SAN-DSeg#1 Name 14 Address 14 ACTIVE D-F96-SD Loc14 1 3 -2 4 4 36 -32 FALSE Target 1
# !1661496 SAN-DSeg#1 Name 15 Address 15 ACTIVE D-F96-SD Loc15 0 2 -2 0 31 -31 TRUE Target #N/A
Details
Summary
6Recommending a Strategy - Bill Sims
No Sales
Metric

7. Performance Payment ReconciliationPerformance Payment Reconciliation
Purpose
◦ Provide a customer a comprehensive and detailed review of how they
are paid.
Data Source
◦ Linked system files – No data input required.
Results
◦ Allows the customer to fully inspect performance. It allows contract
compliance review and business growth analysis.
7Recommending a Strategy - Bill Sims

8. Performance Payment ReconciliationPerformance Payment Reconciliation
Finance Disclaimer - All numbers are fictitious in order to create a simulation.
CUSTOMER Loc#-To Loc Name Units Sales Perfo.Rate Theoretical Perfo-Paymt Avg-Rate-ck Avg.Perfo-ck
3/1/1994 Loc#1 Name 1 249 2,154 x x ($21,967) x x
Loc#2 Name 2 146 1,046 x x ($9,882) x x
Loc#3 Name 3 96 760 x x ($7,275) x x
Loc/CT (All) Loc#4 Name 4 68 590 x x ($6,333) x x
Sale Rate2 (All) Loc#5 Name 5 10 130 x x ($1,082) x x
Perfo Rate2 (All) Loc#6 Name 6 29 401 x x ($4,467) x x
Perfo Amt3 (All) Loc#7 Name 7 35 279 x x ($2,650) x x
Holders (All) Loc#8 Name 8 25 224 x x ($1,886) x x
Product Name2 (All) Loc#9 Name 9 15 132 x x ($1,263) x x
Perfo Amt2 (All) Loc#10 Name 10 8 42 x x ($371) x x
Pymts Collected2 (All) Loc#11 Name 11 18 87 x x ($665) x x
Cases >0 (All) GRAND TOTAL 699 5,845 ($57,841.07)
ck 5,845 ($57,841.07)
Sum of Perfo Amt2
Loc/CT_2 Unit Number Loc/CT Num Unit Name Product Name Rate Unit Sales Perfo Rate Theoretical2 Perfo-Paymt Total
Location #1/CT #1 Z66890Z Z6!Z2!! NAME #1 14L896T3 MM4I9 LMN496 N% 30 50 x x -30.6 -30.6
14P6T24L 9434NI W4T6Z 24 50 x x -24.48 -24.48
Z66890Z Tot4l -55.08
Z6689Z4 Z6!Z2!! NAME #2 Z2ZZ9GPK Z6R1 %1%4 %1L4 14.4 23 x x -7.34 -7.34
Z2PK ZZ9G PK V47LT 14.4 50 x x -14.69 -14.69
HHH %N %L433I% 14.4 64 x x -29.38 -29.38
HHH %N 9I6T %1K6 14.4 64 x x -29.38 -29.38
HHH %N Y4NT4 1R4NG6 14.4 23 x x -7.34 -7.34
HHH %N 89RIT6 14.4 23 x x -7.34 -7.34
Z6689Z4 Tot4l -95.47
Z6689Z8 Z6!Z2!! NAME #3 HHH %N %L433I% 14.4 85 x x -22.03 -22.03
HHH %N 9I6T %1K6 14.4 23 x x -7.34 -7.34
HHH %N Y4NT4 GR4P6 14.4 50 x x -14.69 -14.69
HHH %N 89RIT6 14.4 50 x x -14.69 -14.69
Z6689Z8 Tot4l -58.75
Z6689Z9 Z6!Z2!! NAME #4 HHH %N %L433I% 14.4 50 x x -14.69 -14.69
HHH %N 9I6T %1K6 14.4 23 x x -7.34 -7.34
HHH %N Y4NT4 1R4NG6 14.4 23 x x -7.34 -7.34
HHH %N NT 3W66T6N69 L6M 14.4 23 x x -7.34 -7.34
Z6689Z9 Tot4l -36.71
Z66892Z Z6!Z2!! NAME #5 Z2PK ZZ9G PK V47LT 14.4 50 x x -14.69 -14.69
HHH %N %L433I% 14.4 50 x x -14.69 -14.69
HHH %N 9I6T %1K6 14.4 23 x x -7.34 -7.34
HHH %N Y4NT4 1R4NG6 14.4 23 x x -7.34 -7.34
HHH %N PIZZ XTR4 14.4 23 x x -7.34 -7.34
HHH %N 89RIT6 14.4 23 x x -7.34 -7.34
Z66892Z Tot4l -58.74
Z668922 Z6!Z2!! NAME #6 Z2ZZ9GPK Z6R1 %1%4 %1L4 14.4 23 x x -7.34 -7.34
HHH %N %L433I% 14.4 50 x x -14.69 -14.69
HHH %N 9I6T %1K6 14.4 23 x x -7.34 -7.34
HHH %N 89RIT6 14.4 23 x x -7.34 -7.34
Z668922 Tot4l -36.71
Pivots
Summary
Details Details
8Recommending a Strategy - Bill Sims
Details

9. Recommending a StrategyRecommending a Strategy
Conclusion:Conclusion:
 The work referenced in this presentation is a small sample of tools with a very
specific and concise strategy.Today, many tools/changes/reports do not provide a
concise accurate business picture and very rarely provide a manager with a
mathematical model to design a course correction. Numerous metrics and
measurements presented are irrelevant and do not allow for targeted and quick
actions. Often reports do not capture those pivot points which actually change the
business dynamic on the ground. I prefer tools and reports which target the
epicenter of activity – (action = reaction – Newton’s 3rd Law). How does a manager
increase sales, raise rate, change mix, accomplish more with less and raise the bar. I
want to arrive first.
“Winning in business!”
9Recommending a Strategy - Bill Sims

10. Recommending a StrategyRecommending a Strategy
Conclusion:Conclusion:
 The work referenced in this presentation is a small sample of tools with a very
specific and concise strategy.Today, many tools/changes/reports do not provide a
concise accurate business picture and very rarely provide a manager with a
mathematical model to design a course correction. Numerous metrics and
measurements presented are irrelevant and do not allow for targeted and quick
actions. Often reports do not capture those pivot points which actually change the
business dynamic on the ground. I prefer tools and reports which target the
epicenter of activity – (action = reaction – Newton’s 3rd Law). How does a manager
increase sales, raise rate, change mix, accomplish more with less and raise the bar. I
want to arrive first.
“Winning in business!”
9Recommending a Strategy - Bill Sims