Client relationships:View these slides to learn why keeping great relationships with the right clients is good for them and for the value of your business.
A balanced portfolio of quality clients with relationships at senior levels, supported by well-managed account plans, showing growing revenue streams, is highly desirable both for the firm and for potential buyers. Learn how to identify your ideal clients and how to nurture and grow those clients, reducing risk and ensuring you maintain a long-term, mutually beneficial client base.
Using the Sales & Marketing process effectivelyEquiteq
Attract, nurture and convert the right clients.
Our analysis from hundreds of consulting firms, regardless of geography or sector, shows that this is the weakest of the 8 levers, yet it’s crucial for sustained growth. Weak sales and marketing processes are most commonly the reason firms plateau or stall, something we don’t want you to experience as it’s very draining, not to mention that it really puts buyers off. Find out how to make sure you meet your sales targets and show buyers a smooth upwards trajectory – and avoid a financial history that looks like the Rockies!
How can you smash the growth glass ceilings?Equiteq
Equiteq’s research reveals that only 1 in 25 consulting firms break through the growth Glass Ceilings to exceed revenues of $10m and only 1 in 100 consulting firms break through the $20m barrier. This is because owners aren’t equipped to handle the changes necessary at each Glass Ceiling stage. Watch this presentation to help you succeed in your objective to grow equity value and sell your consulting firm.
The document discusses how to create a customer experience (CX) focused company by delivering on promises made to customers. It recommends: 1) Clearly defining the company's promise and value to customers; 2) Ensuring customers understand how and when the promise was delivered through success journeys and reporting; and 3) Tracking leading indicators of customer success and failure to proactively engage customers. The overall goal is to establish shared metrics across the company aimed at delivering the promised customer experience.
Top Trends Impacting Customer Success in 2020Omid Razavi
A discussion of the trends in Customer Success, with practical tips on tools, resources and practices that you can use to build a stronger Customer Success practice in 2020.
Presented by Ravit Danino, VP of Products at Totango, at Customer Success Summit 2018.
Technology plays a critical role in advancing the capabilities of Customer Success. Understand why goal-oriented technology is the key to delivering the right results quickly and with confidence.
The document discusses the importance of understanding business algebra for marketing and sales professionals. It defines business algebra as understanding the key variables that impact revenue goals, such as how activities drive pipeline and pipeline drives revenue. The document provides examples of how to use business algebra to set quantifiable goals, validate those goals, and map out activities needed to achieve goals. It also discusses how business algebra can be used to report on success and request additional resources by demonstrating a clear understanding of the business.
The document discusses strategies for companies seeking late-stage funding rounds. It emphasizes that at the late stage, investors will focus on the company's growth metrics, ability to scale operations efficiently, and maintain long-term growth and competitive position in a profitable manner. The document also provides lessons learned from WalkMe's experience rapidly growing to hundreds of employees globally, including the challenges of cross-cultural workforce management, ensuring high hiring standards, and preparing for potential acquisitions.
Bullhorn is introducing new products to help recruitment agencies improve business performance. Market Intelligence automatically surfaces important contacts at strategic accounts to increase new business development. Pulse provides real-time customer and candidate insights at scale to boost sales productivity and satisfaction. SalesDuel introduces a game-like experience to motivate employees and build stronger, higher performing teams. Canvas unlocks data-driven insights to optimize workflows and allow faster, better business decisions. All products are available today.
Using the Sales & Marketing process effectivelyEquiteq
Attract, nurture and convert the right clients.
Our analysis from hundreds of consulting firms, regardless of geography or sector, shows that this is the weakest of the 8 levers, yet it’s crucial for sustained growth. Weak sales and marketing processes are most commonly the reason firms plateau or stall, something we don’t want you to experience as it’s very draining, not to mention that it really puts buyers off. Find out how to make sure you meet your sales targets and show buyers a smooth upwards trajectory – and avoid a financial history that looks like the Rockies!
How can you smash the growth glass ceilings?Equiteq
Equiteq’s research reveals that only 1 in 25 consulting firms break through the growth Glass Ceilings to exceed revenues of $10m and only 1 in 100 consulting firms break through the $20m barrier. This is because owners aren’t equipped to handle the changes necessary at each Glass Ceiling stage. Watch this presentation to help you succeed in your objective to grow equity value and sell your consulting firm.
The document discusses how to create a customer experience (CX) focused company by delivering on promises made to customers. It recommends: 1) Clearly defining the company's promise and value to customers; 2) Ensuring customers understand how and when the promise was delivered through success journeys and reporting; and 3) Tracking leading indicators of customer success and failure to proactively engage customers. The overall goal is to establish shared metrics across the company aimed at delivering the promised customer experience.
Top Trends Impacting Customer Success in 2020Omid Razavi
A discussion of the trends in Customer Success, with practical tips on tools, resources and practices that you can use to build a stronger Customer Success practice in 2020.
Presented by Ravit Danino, VP of Products at Totango, at Customer Success Summit 2018.
Technology plays a critical role in advancing the capabilities of Customer Success. Understand why goal-oriented technology is the key to delivering the right results quickly and with confidence.
The document discusses the importance of understanding business algebra for marketing and sales professionals. It defines business algebra as understanding the key variables that impact revenue goals, such as how activities drive pipeline and pipeline drives revenue. The document provides examples of how to use business algebra to set quantifiable goals, validate those goals, and map out activities needed to achieve goals. It also discusses how business algebra can be used to report on success and request additional resources by demonstrating a clear understanding of the business.
The document discusses strategies for companies seeking late-stage funding rounds. It emphasizes that at the late stage, investors will focus on the company's growth metrics, ability to scale operations efficiently, and maintain long-term growth and competitive position in a profitable manner. The document also provides lessons learned from WalkMe's experience rapidly growing to hundreds of employees globally, including the challenges of cross-cultural workforce management, ensuring high hiring standards, and preparing for potential acquisitions.
Bullhorn is introducing new products to help recruitment agencies improve business performance. Market Intelligence automatically surfaces important contacts at strategic accounts to increase new business development. Pulse provides real-time customer and candidate insights at scale to boost sales productivity and satisfaction. SalesDuel introduces a game-like experience to motivate employees and build stronger, higher performing teams. Canvas unlocks data-driven insights to optimize workflows and allow faster, better business decisions. All products are available today.
Valuence offers financial analysis and reporting services to help clients achieve greater efficiency. They provide solutions such as financial modeling, comparable company analysis, and precedent transaction analysis. Valuence aims to be an economical partner for clients by reducing costs up to 60% while maintaining quality. They operate 24/7 to meet deadlines and rely on a highly experienced team to deliver excellence in their work. Potential clients are invited to contact Valuence to learn more about how working with them can provide unexpected benefits.
This document discusses improving sales performance and linking sales efforts to buyer decision-making. It notes that gross profit, earnings per share, and revenue/bookings per employee are key metrics companies use to determine their worth. It then discusses an Enterprise Enablement system that can help sales teams execute high-value conversations by providing value analysis, competitive analysis, sales presentations, proposals, and other assets to link solutions to customer value. The system aims to improve sales results and corporate performance metrics like profit.
The document discusses winning new business in the current economic climate. It provides an overview of the strong UK recruitment market in 2016 and post-Brexit trends. It then outlines five keys to success for winning new business: 1) implementing rigorous account development with a repeatable sales process, 2) tracking business development activity and managing pipelines, 3) tapping internal and customer networks, 4) identifying the right accounts and stakeholders, and 5) creating an advocacy program for consistent customer experiences.
The 5 Metrics for Growing Your Team EffectivelySales Hacker
The document discusses 5 key metrics for growing a sales team effectively: 1) lead trajectory and MQL growth to measure increasing lead numbers, 2) lead to opportunity conversion rate to track leads becoming opportunities, 3) sales activities ratios like call to connect and meeting to deal ratios to evaluate sales team phone effectiveness, 4) pipeline inflow and outflow to understand deals won versus lost, and 5) bookings to analyze opportunity conversions into deals. The author is Steve McKenzie, VP of Sales at InsightSquared, who provides these metrics and free sales tools to measure team growth.
We would like to introduce our product which is a marketing automation tool that can automate sales process and introduce standardized procedures, reducing irregular expenses involved in leads conversion and leads management.
Our Marketing Automation software application covers various activities in the sales pipeline, beginning from lead generation.
Blacfox has created a powerful growth framework that we call the Intelligent Growth Plan. An Intelligent Growth plan is:
1. Data-driven
2. Tech enabled
3. Resource light
4. People-centered
A well done Intelligent Growth Plan can be well executed despite resource constraints like tight budgets. This is the beauty of it. It enables growth no matter the current situation.
The document discusses how businesses can use data for success. It recommends that businesses solve data quality problems by giving employees a reason to record high quality data and by showing how better data can increase commissions. It also suggests removing the disconnect between perceptions and reality by providing employees access to real-time, actionable, and auditable analytics about clients and performance. Finally, it advises putting data at the heart of the business by making performance management a shared responsibility based on data and by analyzing client profitability and delivery.
This document discusses different exit options when selling a business, including sale to a trade buyer, sale to a private equity firm, completing a stock market listing (IPO), or undertaking a debt-funded capital restructuring. It provides overviews of each option and key factors owners should consider such as their desired involvement post-transaction, the business's growth trajectory, and competitive landscape. Sale to a trade buyer is driven by opportunities for scale or expanding into new areas. Private equity interest has grown with attributes including a need for growth capital or partner. An IPO is rare for professional services and requires significant scale. Overall the best outcome depends on matching the owner's goals with the business characteristics.
Baxter Denney, VP of Online Marketing and Operations at New Relic presenting at Sirius Decisions Technology Exchange event in San Francisco. Topic: embedding technologist DNA in Marketing.
Is Your ABM Strategy Ready for Technology?Demandbase
So you’ve started with Account-Based Marketing. You might have used the 1:1 approach or piloted it with a small group of accounts and are ready to take your strategy to the next level.
Whether you’re looking to expand ABM within your organization or optimize your strategy for even greater results, there’s technology out there to help you!
Join us for a discussion with OutSystems, the number one low-code platform for developers, and learn how:
- ABM technology can fill in the strategy gaps and amplify your results
- Other B2B organizations arrange their tech stacks to get the most out of their ABM strategy
- How the Demandbase Marketing team leveraged ABM technologies to achieve 2x pipeline
We focused on four key areas - Product, Process, People, and Technology - to find our lost mojo and transform our digital capabilities. For Product, we defined a mobile-first, video, data-driven, audio, and AI-focused strategy. For Process, we established an Agile product lifecycle and roadmapping process. For People, we attracted new talent and created high-performing delivery squads. For Technology, we introduced a flexible infrastructure to rapidly develop and deliver products. As a result, we released engaging digital products, established clear roadmaps, created a high-performing team, and built a scalable platform.
Quantiply is a platform for connecting innovative growth companies to IP-intelligent finance. We deliver the tools and analysis to make sure growth companies are investment-ready and we provide a dashboard connecting them to the right finance provider.
The Three Things EVERY Aspiring SaaS Company Should Know!ServiceSource
This informative slide deck was the foundation of a webcast with ServiceSource and leading analyst firm IDC exploring the opportunities and challenges for companies making the transition to a SaaS or cloud-based business, including:
- The top 3 keys to success for software and hardware vendors to effectively manage the customer lifecycle and pave a shorter path to profitability
- Managing financial expectations in the marketplace
- Examples of companies that have successfully made the SaaS transition
- How usage and consumption insights are now the foundation for customer success driving successful SaaS businesses
Here is the link to the webinar!
http://corporate.servicesource.com/LP=279
The document discusses improving OFX's customer registration process through a design sprint. It describes holding a design sprint to better understand customers, define the problem, and decide on an opportunity to target. Key guiding principles for the sprint were to make the registration process quick, easy, and clear. Different activities in the sprint like mapping the customer value proposition and ideating and prototyping ideas are mentioned. The summary concludes that the sprint was useful for understanding the current state and goals for a improved registration journey.
Coordination of Sales departments in Ua, UK, USA: KPI and bonusesConformato
Орыся Скляр (Head of Sales Operation @ELEKS) выступила с докладом "Coordination of Sales departments in Ua, UK, USA: KPI and bonuses" на Conformato Conference 2016. Приобрести видеозаписи конференции можно по ссылке https://goo.gl/jz8iXg
Основные тезисы доклада:
– Sales roles and responsibilities based on my experience at ELEKS.
– Types of sales people.
– What are benefits and issues of each of the sales roles.
– How to form a sales team. How to select a perfect combination of sales professionals.
– KPIs and compensation models. How to manage and motivate your sales team
Запись доклада можно купить здесь: http://conference.conformato.com/
With the 2019 planning season already underway, the big question is: Are you preparing the right Recruitment Marketing strategy that will not only help build the future of your company, but also build your future as a practitioner?
This presentation was provided during a Rally Webinar featuring Holland McCue of Delta Air Lines and Ellen McRaith of CDW. These expert panelists share their advice on building a Recruitment Marketing plan that answers all the right questions for you and your leadership, so that you can gain the support and resources you need to succeed. Learn how you can create a Recruitment Marketing plan for 2019 that will act as a blueprint for determining programs, projects, technologies and resources, and that will help you demonstrate the impact you are making at your company.
This document discusses how establishing customer success early can help a startup scale more effectively. It argues that customer success helps customers realize value from the product faster, which leads to stronger retention rates. This retention then makes it easier to accelerate growth compared to trying to scale quickly through revenue alone. The document recommends aligning all departments around long-term customer value and measuring success through indicators of value realization and churn rather than just unit economics or revenue targets alone.
Account Based Measurement - Back to Marketing SchoolRollWorks
This document discusses account-based measurement for marketing and sales initiatives. It introduces an account-based measurement model consisting of target accounts, engaged accounts, opportunity accounts, and closed-won accounts. It also discusses a "double funnel" approach that combines account-based and traditional measurement. Key metrics like account engagement rate and opportunity rate are explained. Management metrics for deeper analysis are also covered.
Valuence offers financial analysis and reporting services to help clients achieve greater efficiency. They provide solutions such as financial modeling, comparable company analysis, and precedent transaction analysis. Valuence aims to be an economical partner for clients by reducing costs up to 60% while maintaining quality. They operate 24/7 to meet deadlines and rely on a highly experienced team to deliver excellence in their work. Potential clients are invited to contact Valuence to learn more about how working with them can provide unexpected benefits.
This document discusses improving sales performance and linking sales efforts to buyer decision-making. It notes that gross profit, earnings per share, and revenue/bookings per employee are key metrics companies use to determine their worth. It then discusses an Enterprise Enablement system that can help sales teams execute high-value conversations by providing value analysis, competitive analysis, sales presentations, proposals, and other assets to link solutions to customer value. The system aims to improve sales results and corporate performance metrics like profit.
The document discusses winning new business in the current economic climate. It provides an overview of the strong UK recruitment market in 2016 and post-Brexit trends. It then outlines five keys to success for winning new business: 1) implementing rigorous account development with a repeatable sales process, 2) tracking business development activity and managing pipelines, 3) tapping internal and customer networks, 4) identifying the right accounts and stakeholders, and 5) creating an advocacy program for consistent customer experiences.
The 5 Metrics for Growing Your Team EffectivelySales Hacker
The document discusses 5 key metrics for growing a sales team effectively: 1) lead trajectory and MQL growth to measure increasing lead numbers, 2) lead to opportunity conversion rate to track leads becoming opportunities, 3) sales activities ratios like call to connect and meeting to deal ratios to evaluate sales team phone effectiveness, 4) pipeline inflow and outflow to understand deals won versus lost, and 5) bookings to analyze opportunity conversions into deals. The author is Steve McKenzie, VP of Sales at InsightSquared, who provides these metrics and free sales tools to measure team growth.
We would like to introduce our product which is a marketing automation tool that can automate sales process and introduce standardized procedures, reducing irregular expenses involved in leads conversion and leads management.
Our Marketing Automation software application covers various activities in the sales pipeline, beginning from lead generation.
Blacfox has created a powerful growth framework that we call the Intelligent Growth Plan. An Intelligent Growth plan is:
1. Data-driven
2. Tech enabled
3. Resource light
4. People-centered
A well done Intelligent Growth Plan can be well executed despite resource constraints like tight budgets. This is the beauty of it. It enables growth no matter the current situation.
The document discusses how businesses can use data for success. It recommends that businesses solve data quality problems by giving employees a reason to record high quality data and by showing how better data can increase commissions. It also suggests removing the disconnect between perceptions and reality by providing employees access to real-time, actionable, and auditable analytics about clients and performance. Finally, it advises putting data at the heart of the business by making performance management a shared responsibility based on data and by analyzing client profitability and delivery.
This document discusses different exit options when selling a business, including sale to a trade buyer, sale to a private equity firm, completing a stock market listing (IPO), or undertaking a debt-funded capital restructuring. It provides overviews of each option and key factors owners should consider such as their desired involvement post-transaction, the business's growth trajectory, and competitive landscape. Sale to a trade buyer is driven by opportunities for scale or expanding into new areas. Private equity interest has grown with attributes including a need for growth capital or partner. An IPO is rare for professional services and requires significant scale. Overall the best outcome depends on matching the owner's goals with the business characteristics.
Baxter Denney, VP of Online Marketing and Operations at New Relic presenting at Sirius Decisions Technology Exchange event in San Francisco. Topic: embedding technologist DNA in Marketing.
Is Your ABM Strategy Ready for Technology?Demandbase
So you’ve started with Account-Based Marketing. You might have used the 1:1 approach or piloted it with a small group of accounts and are ready to take your strategy to the next level.
Whether you’re looking to expand ABM within your organization or optimize your strategy for even greater results, there’s technology out there to help you!
Join us for a discussion with OutSystems, the number one low-code platform for developers, and learn how:
- ABM technology can fill in the strategy gaps and amplify your results
- Other B2B organizations arrange their tech stacks to get the most out of their ABM strategy
- How the Demandbase Marketing team leveraged ABM technologies to achieve 2x pipeline
We focused on four key areas - Product, Process, People, and Technology - to find our lost mojo and transform our digital capabilities. For Product, we defined a mobile-first, video, data-driven, audio, and AI-focused strategy. For Process, we established an Agile product lifecycle and roadmapping process. For People, we attracted new talent and created high-performing delivery squads. For Technology, we introduced a flexible infrastructure to rapidly develop and deliver products. As a result, we released engaging digital products, established clear roadmaps, created a high-performing team, and built a scalable platform.
Quantiply is a platform for connecting innovative growth companies to IP-intelligent finance. We deliver the tools and analysis to make sure growth companies are investment-ready and we provide a dashboard connecting them to the right finance provider.
The Three Things EVERY Aspiring SaaS Company Should Know!ServiceSource
This informative slide deck was the foundation of a webcast with ServiceSource and leading analyst firm IDC exploring the opportunities and challenges for companies making the transition to a SaaS or cloud-based business, including:
- The top 3 keys to success for software and hardware vendors to effectively manage the customer lifecycle and pave a shorter path to profitability
- Managing financial expectations in the marketplace
- Examples of companies that have successfully made the SaaS transition
- How usage and consumption insights are now the foundation for customer success driving successful SaaS businesses
Here is the link to the webinar!
http://corporate.servicesource.com/LP=279
The document discusses improving OFX's customer registration process through a design sprint. It describes holding a design sprint to better understand customers, define the problem, and decide on an opportunity to target. Key guiding principles for the sprint were to make the registration process quick, easy, and clear. Different activities in the sprint like mapping the customer value proposition and ideating and prototyping ideas are mentioned. The summary concludes that the sprint was useful for understanding the current state and goals for a improved registration journey.
Coordination of Sales departments in Ua, UK, USA: KPI and bonusesConformato
Орыся Скляр (Head of Sales Operation @ELEKS) выступила с докладом "Coordination of Sales departments in Ua, UK, USA: KPI and bonuses" на Conformato Conference 2016. Приобрести видеозаписи конференции можно по ссылке https://goo.gl/jz8iXg
Основные тезисы доклада:
– Sales roles and responsibilities based on my experience at ELEKS.
– Types of sales people.
– What are benefits and issues of each of the sales roles.
– How to form a sales team. How to select a perfect combination of sales professionals.
– KPIs and compensation models. How to manage and motivate your sales team
Запись доклада можно купить здесь: http://conference.conformato.com/
With the 2019 planning season already underway, the big question is: Are you preparing the right Recruitment Marketing strategy that will not only help build the future of your company, but also build your future as a practitioner?
This presentation was provided during a Rally Webinar featuring Holland McCue of Delta Air Lines and Ellen McRaith of CDW. These expert panelists share their advice on building a Recruitment Marketing plan that answers all the right questions for you and your leadership, so that you can gain the support and resources you need to succeed. Learn how you can create a Recruitment Marketing plan for 2019 that will act as a blueprint for determining programs, projects, technologies and resources, and that will help you demonstrate the impact you are making at your company.
This document discusses how establishing customer success early can help a startup scale more effectively. It argues that customer success helps customers realize value from the product faster, which leads to stronger retention rates. This retention then makes it easier to accelerate growth compared to trying to scale quickly through revenue alone. The document recommends aligning all departments around long-term customer value and measuring success through indicators of value realization and churn rather than just unit economics or revenue targets alone.
Account Based Measurement - Back to Marketing SchoolRollWorks
This document discusses account-based measurement for marketing and sales initiatives. It introduces an account-based measurement model consisting of target accounts, engaged accounts, opportunity accounts, and closed-won accounts. It also discusses a "double funnel" approach that combines account-based and traditional measurement. Key metrics like account engagement rate and opportunity rate are explained. Management metrics for deeper analysis are also covered.
The document provides guidance on developing an Account-Based Marketing (ABM) charter. It emphasizes that a proper charter is important for aligning stakeholders and setting expectations for an ABM program. The charter should define key areas including the opportunity statement, objectives, program vision, critical success factors, account selection criteria, and how success will be measured. Account selection criteria may vary depending on whether the ABM approach targets a few large accounts or many accounts. The charter gives the organization a framework to evaluate the impact and guide the execution of the ABM program.
Make 2016 the Year You Conquer Customer SuccessGainsight
2016 is just around the corner — and that means it’s time to set your business New Year’s resolution for 2016. But why settle for one generic goal like reducing churn or raising upsell? Why not resolve to make 2016 the year your organization invests in your customers as a major business driver?
We discovered that there are these eight key drivers that drive up the value of a company. The Value Builder assessment gives you a score for each of those eight drivers. This paper gives you the detail behind the Financial Performance driver and shows you how to get your own score.
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Account Strategy Strategic Monitor Performance Opportunity Action with well suited graphics and subject driven content. This deck consists of total of twelve slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. http://bit.ly/2H4a1YS
Is your customer success team delivering real value ?Gainsight
If you’re a Customer Success leader, your biggest fear is that despite your efforts, you aren’t delivering real value to your customers. How can you be sure?
In this webinar Allison will discuss:
How to align your Customer Success team with key accounts
The benefits of Success Plans to create workflows for every scenario. A strategic process to achieve predictable value delivery
Ensure you’re delivering the value your customers expect.
Making customer metrics part of your company metricsMorgan Rochofski
1. Incorporating customer metrics into company metrics can prevent potential customer issues, provide proactive financial insights, and drive collaboration and team productivity.
2. Key customer metrics include customer satisfaction scores, percentage of revenue from new clients, percentage of referenceable clients, metrics to anticipate customer churn, and metrics to predict cash flow.
3. Sage Financials is a cloud accounting solution that provides powerful accounting, robust analytics and reporting, and a scalable platform to help businesses gain insights, drive efficiency and collaboration, and enhance productivity.
IP is the pixie dust that can make your profits flyEquiteq
Adam Blatchford, Associate at Equiteq, talks about about the benefits of IP and how you can get started on building your own.
Whether your firm generates revenues of $20m or $100m, IP is what differentiates you amongst your competitors; ensuring clients buy your services.
5 ways to generate new consulting sales opportunities right now Equiteq
Revenue growth is a top priority for our clients and we're constantly providing guidance on how best to increase sales. Watch this webinar to learn actionable insights to sharpen your sales and marketing efforts and drive new leads, including:
- Harvesting more revenue from existing clients
- Getting clarity on targeting (and contacting) new prospects
- Using secondary and primary research to fuel client discussions that open new opportunities
- Creating marketing content aligned with the buyer's journey to generate demand
- Building momentum with structured campaigns
Why quality management teams are the key to sellingEquiteq
It’s often said buyers buy management teams first and consulting firms second but what does that actually mean?
There’s about a 50% chance your firm will break the $4m barrier and only 1 in 20 that it will get north of $10m, which is when the bigger trade buyers start to get interested. So what are the management teams who successfully scale their firms doing that the others aren’t? How do you get the right mix of skills on the team? When and how should you share equity? Join us for the last in our series to hear about the secrets to growth so that when you exit your firm you get the best possible price.
Startup Economics, Finance and Accounting 101Dan Nelson
A quick look into some of the necessary finance, accounting and economic needs for early stage startups. It is a short survey, and there is more to come on this really interesting space.
For more information, please contact Dan@techbrainstorm.com
This document discusses Valuence, a company that provides financial reporting and accounting services. It highlights six key reasons why Valuence is a preferred choice for these services: 1) It helps achieve more efficient processes in terms of time and cost. 2) It offers very cost efficient solutions while maintaining quality. 3) It provides 24/7 support to meet deadlines. 4) It is dependable and strives to meet spoken and unspoken client requirements. 5) It offers flexible engagement models to meet client needs and budgets. 6) It is committed to delivering excellence through experienced professionals. The document encourages connecting with Tarun Kumar for more details on Valuence's services and benefits.
Modern Sales Coaching in 2018: Goodbye Fluff, Hello ProcessesSales Hacker
What You'll Learn:
- How leading companies enable data-driven decision making by their sales forces
- How to isolate the sales activities where coaching will make the biggest impact
- How to create clear linkages between sales coaching, CRM data, and those daily activities
- How to transition from performance gap coaching (like the GROW or GAINS model) to process coaching that enables consistent execution
- How to integrate CRM and other enabling technologies into traditional skill-based coaching
Haris Arif - ACCA Versatile Chartered Accountant on the Hunt to Help Companie...Haris Arif
I am a goal-driven Qualified Chartered Accountant with 7+ years of Professional Expertise in Accounting & Finance, including 4+ years in UAE in F&B (Hospitality) Industry. Moreover, having a strong command over VAT ( Value-Added Tax), Cashflow Management, Planning Budgeting & Forecasting, P&L Management, Financial Reporting & Financial Analysis.
Highly skilled individual, experienced in Managerial Finance, Internal Control, Auditing, Variance Analysis, Accounts Reconciliations & General Ledger Control.
I am having extensive knowledge of Accounts Payable - VAT Input, Accounts Receivable- VAT Output and Accounts finalisation. Adept at Bookkeeping, Consolidation, Financial Statements, Petty-Cash Operation, Internal & External Audit, and Management Information System (MIS).
A Proficient Finance expert who aligns financial initiatives to achieve strategic objectives.
Core Area of Expertise:
Cash Flow & Reporting | Monthly & Year End Closing | Forecasting & Budgeting | Financial Planning & Financial Analysis | Inventory Costing | Cost & Management Accounting | Product Profitability | Variance Analysis & Internal Control | Risk Management
Thanks & Regards,
Haris Arif
rao.haris@outlook.com
+971-56-7462685
AP Fiscal Year-End Close: A 10-Step ChecklistTradeshift
It’s that time of year again. For accounts payable professionals, along with CFOs, controllers, and corporate finance analysts, year-end is a whirlwind. Given all the internal and external reporting and audit requirements, you need access to timely, accurate, and consistent AP data. Your organization’s vital decisions depend upon it.
In this instructive 45-minute webinar, internal controls and compliance expert, Chris Doxey, will present strategic and tactical suggestions that you can use to deliver the best data and improve the fiscal closing process for your AP department. You’ll learn 10 steps to preventing duplicate efforts and unnecessary controls during the closing crunch.
This free educational event will leave you with a clearer understanding of the entire financial close process, including:
- Roles and responsibilities during the financial close
- Key metrics, controls, processes, and policies
- Properly accruing expenses, reconciling accounts, and dealing with reporting variances
Choosing the right performance metrics for your businessMorgan Rochofski
How do you evaluate business success? This presentation will show you how Financials, part of Sage Business Cloud, can help you evolve your performance metrics beyond traditional profitability margins and expense ratios, and consider key performance indicators that give you broader insight into the health of your business. Financials combines powerful accounting, robust analytics and accurate reporting to enable businesses to grow with confidence.
How to improve profitability in professional services firms: a practical guideEquiteq
These slides reveal the next steps you can take to:
- Create a baseline and set targets
- Increase revenue
- Reduce delivery costs
- Optimize overheads
The document discusses marketing performance measurement and control systems. It covers 6 steps to developing an effective marketing strategy:
1. Set financial and productivity growth goals to increase shareholder value over the long and short term.
2. Define the customer value proposition to attract new customers and increase business from existing customers.
3. Establish a timeline for achieving short term financial goals through marketing activities.
4. Identify critical strategic themes of innovation, customer, and operations management to create and deliver customer value and improve internal processes.
5. Determine the human, information, and organizational resources needed to support the internal processes driving the strategies.
6. Develop an action plan that coordinates strategic initiatives and investments
Similar to Developing great client relationships (20)
Webinar - preserve and grow equity value - Apr 2020 - follow up Q&AEquiteq
This document summarizes questions and answers from a webinar about preserving equity value during an economic downturn. Paul Collins from Equiteq answers questions about the economy, M&A activity, cost cutting strategies, dealing with the new environment, and a model for evaluating equity value. He recommends focusing on cash flow, pursuing strategic acquisitions, and using debt financing cautiously for growth. Collins offers Equiteq's advisory services to help companies assess risks, develop growth plans, and address liquidity issues during the downturn.
This document provides contact information for Equiteq, an M&A advisory firm that specializes in knowledge-intensive service businesses. It lists regional contacts in North America, Europe, and Australia/New Zealand and notes that Equiteq has completed nearly 400 M&A transactions. It also summarizes Equiteq's services which include strategic advisory, M&A transactions, leveraging market insights and operational consulting expertise to provide a unique M&A perspective to clients globally.
As an owner of a consulting firm, strategic and private equity buyers will offer you different opportunities. Ensuring you pick the right partner is key but how do you know which one better fits your exit goals?
Your skills have made your company successful, but it can be a mistake to think you need to replicate yourself in a CEO successor. As a company grows, it requires different leadership capabilities. Appointing a team of C-suite executives rather than rely on founders knowledge is needed for the company to reach its full potential.
It can take years to find the right people with the skills, growth mindset and a commitment to the founder's values - who have the experience to manage a large, more complex business, so you want to be planning and looking early.
On these slides we'll take a look at where you can start.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Pat: Welcome to the third of 8 Webinars in a series covering each of the levers in Equiteq’s Equity growth wheel. Today we’ll be talking about Client Relationships.
I’m Pat Webb, a Client Growth Director based in Vancouver and I’ll be your host. I’ll be speaking with Paul Beaumont, another of our Client Growth Directors, and Paul is based in London. I’ll be asking him to give you some insights about what you need to know to nurture your clients in order to grow mutually beneficial long-term relationships, because that’s the best way of guaranteeing future growth. That’ll take about 20 minutes, then in the last 10 I’ll be putting your questions to him.
Please post your questions using the control panel on the right hand side of the screen as we go. The question box appears towards the bottom.
Pat: So, Paul, what’s the most important message about the Client Relationship lever?
Hi Pat. You may remember that in the first webinar in this series we talked about the importance of making your market proposition crystal clear, and last week our colleague Shant Yeremian, spoke about increasing sales and profits. Well, your existing clients should know your proposition better than anyone else and the easiest place to grow sales and profits is with people who already understand the benefits you can deliver. This is achieved through outstanding client relationship management. So, the key message, Pat, is to simply sell more of what you do to people you already know by expertly managing those relationships.
Pat: Ok, let’s quickly remind ourselves of where Client Relationships fit within the overall context of growing and developing your firm, both for growing it now and for making it more attractive to a company wishing to buy the firm in the future.
Those of you who have heard our previous webinars will be familiar with this picture; for those of you who are joining us for the first time, this picture represents a high-level view of all the operational issues that an acquirer of a consultancy will look at to identify how risky it would be for them to buy the firm. There is a benchmarking tool that sits beneath this structure which we have used to evaluate nearly 400 firms in our M&A advisory work.
So, lets zoom in now Paul, can you give us a specific look at the client relationship lever?
Paul: Certainly. I’ve already said that the key message here is that you should look to sell more of what you do to people you already know. Selling to people who already know you – ‘farming’ – is much easier and more cost effective than selling to people who don’t know you, which is ‘hunting.’ We’ll come back to ‘hunting’ in the sixth webinar on the sales and marketing process. You need both, of course, but today we’re going to concentrate on how to become better farmers.
The benefit of taking this approach is that effective account management reduces customer churn and increases the lifetime value of a client.
Paul – explain the 2x2 matrix! Figures are indicative, don’t give them more precision than they deserve.
Let me start in the top right-hand quadrant. This is where you need to be farming (that’s why it’s green!). The resources you need to invest here are those of your account managers, and above those, the senior leadership team.
Similarly, in the quadrant in the bottom right-hand corner, the same group of people – your account managers and senior members of the management team – will be responsible for selling new services to existing clients.
Much of your marketing budget will be deployed in the top left-hand quadrant trying to capture new clients and deliver your proven, current services to them. (Remember, this is the box where you will be hunting)
We would encourage you to limit your activity in the bottom left-hand quadrant, which is selling new services to people you do not know. Of course, that’s exactly what you may be doing if you’re a start-up, or if you are testing new IP. It’s not impossible to operate in this quadrant but it is difficult! The point is you don’t want to end up here by accident.
Pat: OK. We’ve understood that this is all about farming, so exactly where do you start?
Paul: The basis for developing good client relationships is a simple account management process. In the next few slides we’ll be looking at these elements in more detail but here I just want to give a quick overview.
Box 1 says that you have to classify your clients. Some of your clients will be more important to you now and in the future, and it’s crucial to identify these. The second box tells you to create account plans for those important accounts in sufficient detail to manage them successfully. You won’t be able to do this for all of your clients, which is why you start by segmenting, or classifying them. The third box says that once you have created the account plans you need to manage them in a simple and effective way that gives you control of what you’re doing without sinking you in bureaucracy.
You’ll notice that the process feeds into two more boxes at the end: Update Sales Pipeline and Contribute to Budget Process. What we mean by that is that all the information coming out of the account plan, in terms of future opportunities, should be captured in your sales pipeline so that you can make resourcing decisions that are as accurate as possible; and, of course, when you create the revenue budget, you should inform it with a grass-roots understanding of what you are likely to sell in the account next year.
Pat: Paul, you’ve made a really critical point so I think it’s worth an extra minute to underline it. Revenue and profit goals get cascaded down but when account plans are rolled up, the numbers don’t align, there’s a gap. How do you ensure the account managers get targets they really believe they can achieve, and that they then stick to the plans they create in order to meet those targets?
Paul: Sure. Let’s start with the most basic thing: the account managers need to know what the revenue targets actually are for the organisation, and how their account will contribute to that. Now, if they know, as a result of their excellent account management, what they are likely to sell next year, they can compare the target with their own expectation of what is achievable. The reconciliation of the two becomes an iterative process until both the account manager and the leadership team are happy they have realistic, achievable growth targets.
Maintaining the sales pipeline ensures there is a clear line of sight between the targets and what is actually being achieved as the year progresses. So, if the performance drops below the target then the account manager needs to know that and needs to start to change how she spends her time. It may be that she needs more support from the head of sales or from other members of the leadership team. Their job, after all, is to make sure she succeeds!
Pat: Great. Thanks for that. So, if that’s the overview, can you take us through each step?
Paul: Remember, the first step is to classify the accounts and, in this example, I’ve shown four different account types. You don’t have to use these exact terms, and you might have slightly more or fewer classifications, but it really helps to put them into different groups because each one requires a different management approach. Let me take you through my example:
[NOTE: talk through details of table on slide]
KEY: READ TYPICAL CHARACTERISTICS. Then: Accountability for sales and delivery lies with an account manager, supported by the head of sales and an account team. Account teams should meet every 2-3 months to review plans and performance.
EMERGING: READ TYPICAL CHARACTERISTICS. Then: these accounts are managed by a smaller account team, led by the account manager. The head of sales should be called in if a large opportunity is being pursued. The account team should meet every 4-6 months to review performance.
TRANSACTION: READ TYPICAL CHARACTERISTICS. Then: these accounts are managed by one person who will be responsible for reviewing the performance of the account as required.
EXIT: READ TYPICAL CHARACTERISTICS. Then: Increase prices to more profitable levels when opportunities arise; or decline
Pat: I can see the value of this classification, but it sounds like it might be complicated to do. How do you do it?
Paul: As with all analysis, Pat, it needs to be at an appropriate level that guides you to an answer that is good enough, without searching for a degree of precision that is not justified. This is not something that should take you days to do.
Let’s have a look at the 2x2 matrix on the left (because we’re consultants we see the entire universe through 2x2 matrices, but this one is different to the one I showed you earlier, which is why it’s in a different colour!). The two axes are ‘current profitability’ and ‘growth potential.’ You can complete the matrix as a leadership team exercise: on post-it notes, write down the name of the clients and the profitability you have earned from them in the last 12 months (in £s or $s). Agree between you the growth potential of each client by considering the opportunity to repeat your services and your degree of saturation. Then, map the post-it notes onto the matrix.
Those of you who are following the colour scheme will notice that it’s the same as the previous slide, so the top right hand quadrant is where the key accounts are clustered and this is where you need to become expert farmers. Some management time will also be required in the lighter green boxes, but please don’t spend any of your precious time on clients in the blue, bottom left-hand box.
I started this by implying you should avoid paralysis by analysis but another simple, supporting diagnostic you can carry out is to plot revenue by client as shown by the Pareto chart on the right hand side. The classification of the four account types will roughly map onto the Pareto as shown and this can support your conclusions and also be used to communicate and inform the investment of the organisation’s time.
Pat: This is a really key message, isn’t it, Paul: identify and then spend your time in the key accounts. So, what is the process for managing them?
Paul: Yes, you’re right and I’m glad you asked me that question, Pat. From now on we’re only going to talk about the key accounts.
To get momentum into the account planning process and to maintain focus, you can start it with a really engaging, dynamic workshop with the people in your business who work with that particular client. Now, preparation is the key to a successful account meeting:
The account manager must come to the meeting ready to present items 1 and 2.
The whole team must spend time thinking about items 3 to 6, at the very least. [CALL OUT WHITE SPACE ANALYSIS FOR STEP 6 – ref QoF]
The account manager should be cognisant of business targets when thinking about item 7. This is where you have to write down in a sentence or two what you want to achieve with this account. When doing this you need to be aware of how your revenue and profitability from this client fits into the overall business plan but, more than this, you want to articulate what will be the result for the client of working with you. For example, “We will be the lead advisor to the client on supply chain design, resulting in reducing their inventory by 20% and improving their service to 99%, with an anticipated revenue for us of $1m p.a.”
Pat: Paul, would you ever envisage that a client would come to an account planning meeting?
Paul: Certainly, especially as you are very likely to have a strong relationship with them. You will obviously have to be careful not to share commercially sensitive information with them (like how much money you have made from them) but many clients will be delighted to work with you to identify how you can help them, how much more benefit you can deliver, and how you’re going to ring-fence resources for them. They can even help you articulate your account objective.
Pat: I think it would be brilliant if you can do your account planning with the client, but whether you can or not, how do you make sure that the plans don’t end up gathering dust on the shelf?
Paul: Pat, the answer is to keep the plans really simple. If you look at the slide you’ll see we have a sales opportunity plan and a stakeholder plan. In each case, focus on completing the next actions for the priorities: don’t try to boil the ocean. Make sure everyone on the team knows which three items they will complete this month.
It all comes down to making sure you know who is going to set the sales meetings and then getting on and actually setting them!
Pat: Would a potential buyer of your firm want to see these account plans?
Paul: Yes, because it would give them confidence in your future forecast. They would want to see the plans, they’d want to understand the level at which you are working in your clients, the type of client you have, the longevity of the relationships, and how you manage all of your client data in, for example, a good CRM system.
Pat: I can see how crucial client relationship management is to both growing the business and, ultimately, to selling it. Now let me ask you some of the questions that have come up from our listeners.
Yes! Three things:
Start
Stop
Continue
Pat: Paul that’s all we’ve time for