Practical guide how to use KPIs to understand & manage a business
Most businesses on the face of it look very complicated and difficult to understand. On top of that the competition is so fierce that you have to take decisions based on data and not on gut feeling (a very misleading creature). That’s why it’s crucial to define and understand the main drivers and metrics measuring those drivers. If you have properly defined Key Performance Indicators (KPIs) you can understand the mechanism behind any business, you will be able to model it in Excel and you will know how to grow it or improve it. You can also use properly defined KPIs to manage people efficiently, give them goals aligned with your goals. That’s why I have decided to create a course solely concentrated on this KPIs.
This course will give you the knowledge and insight into drivers and KPIs used in different business models that can be used for understanding the business, managing it, motivating people and improving results. The course will make your life during a consulting project much easier. If you are already a manager thanks to this course you will learn how to use the KPIs to understand and grow your business.
This course will help you drastically improve your knowledge and skills in understanding and improving your business using KPIs. It is designed for management consultants and newly appointed managers that want to excel at their work. In the course you will learn 6 things:
1. How to understand the business through KPIs
2. How to use KPIs to model the business in Excel
3. How to use KPIs to manage the business
4. How to use KPIs to motivate people
5. How to use KPIs to improve the business
6. What is a good KPI
For more check my course: http://bit.ly/KPIsCourse
Examples of business analyses in Excel - from consulting projectsAsen Gyczew
This presentation will help you drastically improve your knowledge and skills in improving analyzing business issues, especially during consulting projects. It is designed for people who want to become management consultants, business analysts or have to run and optimize sales and marketing, operations on daily bases. In this presentation you will learn 3 things
1. How to understand main challenges in business analyses in Excel
2. How to use Excel, to find improvements in sales, operations and the business model.
3. Where to look for savings and improvements, how to calculate potential savings in Excel and implement them
The presentation is based on my 14 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from Retail, FMCG, SMG, B2B and services sector that I worked for.
This is part of my online course on Supply Chain for Management Consultants. Check the link to get a discount: http://bit.ly/SalesAnalysisManagementConsulting
Decision Making with Excel for ManagersAsen Gyczew
As a manager you will be tempted to trust your guts and use your experience to decide what and how to do it. Quite often this approach may be misleading. It is much better to use data driven approach and before you make the decision look at the potential consequences. In this course I will show you how to make more rational choices as a manger using Excel. We will go through a lot of case studies that will help you master this skill.
In the course you will learn the following things:
1. How to be data driven in solving problems
2. How to make better decisions using Excel
3. How to handle uncertainty when you are making decisions
4. Which method, framework you should use in a specific situation
You will learn how to make decisions using make or buy analysis, voting system, simulations, rankings, how to analyze the costs of different investments (aiming at cost reduction, removing bottlenecks, requested by the customers). We will also how to apply the portfolio decision making, value proposition alignment, strategic alignment frameworks.
For more check my course: https://bit.ly/DecisionMakingExcel
Performance Improvement Project for Management ConsultantsAsen Gyczew
One of the projects you will participate during your work in management consulting is the Performance Improvement Project. You will be hired by the owner or the Board of Directors to improve the business. Those projects are extremely interesting because you will be able to make a real change, create a new reality and improve part of the business or even the whole business. There are also very difficult as you have to not only analyze areas but also find ways to improve the current situation as well as, on some occasions, implement the change. The skills that you will learn during this sort of projects will be also very useful once you move to work for regular businesses or set-up your own firm. In this course I will show you how to deliver such projects fast and efficiently. In the course you will learn the following things:
1. How to conduct performance improvement projects
2. How to estimate in Excel savings and improvements
3. Where to look for performance improvements in FMCG and Retail
4. What frameworks can be used during performance improvement projects
This course is based on my 14 years of experience as a consultant in top consulting firms and as a Board Member responsible for strategy, performance improvement and turn-arounds in biggest firms from Retail, FMCG, SMG, B2B and services sectors that I worked for. I have carried or supervised over 90 different performance improvement projects in different industries that generated in total 2 billion of additional EBITDA. This presentation is a part of my online course: http://bit.ly/PerformanceImprovementProjects
Management consultants are brutally efficient. They not only are taught to do their work fast, but also are very good in selecting the right issues. I know it from first-hand experience as I spent my first 5 years in this hostile environment of top consulting companies. Yes, we worked sometimes 10-15 hours a day; 6-7 days a week but we managed with a small team to do in 3 months what the whole company was not able to do in years. Management consultants’ efficiency stems from 3 things: good organization, efficiency in daily activities and extremely good skills in picking the right topics. I think that those skills are crucial and I will teach how to acquire them.
In this presentation I will show you how to do the right things fast and efficiently so you can enjoy fully your work and life (depending what are your priorities ;) . The presentation is based on my 11 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. On the basis of what you will find in this course I have trained over 100 business analysts and consultants who now are Investment Directors, Senior Analyst, Directors in Consulting Companies, Board Members etc.
I do not like to overcomplicate things so in every lecture I will be quite straightforward. In every lecture I described a different hack and I give examples how to use it, especially in services such as consulting. To every lecture you will find attached (in additional resources) many useful files: examples shown in the lecture, furthers suggestion, exercises etc.. If you don’t find something that you need let me know - I will try to prepare something and I will add to the presentation
In the presentation I use 6 main frameworks: 80/20 rule (Pareto Principle), lean manufacturing, theory of constraints, getting things done, critical chain method, lean startup
Production Planning for Management Consultants & Business AnalystsAsen Gyczew
A practical guide on how to do analyses during consulting projects
What is the aim of this presentation?
Consulting firms are hired very often to help with Supply Chain and Production. During such projects, you will quite often have to look at the production planning and optimize it. Optimizing production planning will require a good understanding of what drives production capacity, as well as how production can impact the costs in the whole supply chain. In this presentation, I will teach how to perform fast and efficiently different types of analyses related to production planning.
In the presentation you will learn the following things:
1. What the production capacity depends on and how to estimate it
2. How to find optimal production batches for different products in Excel that will minimize costs in the whole supply chain
3. How to plan production capacity for the future
4. How and when to use different methods for production planning
This presentation is based on my 15 years of experience as a consultant in top consulting firms and as a Board Member responsible for strategy, performance improvement, and turn-arounds in the biggest firms from Retail, FMCG, SMG, B2B, and services sectors that I worked for. I have carried or supervised over 90 different performance improvement projects in different industries that generated in total 2 billion of additional EBITDA.
For more check the following course: https://bit.ly/ProductionPlanningAsen
What exactly does a consultant at McKinsey do?Asen Gyczew
If you want to join consulting, find a work in McKinsey, BCG, Bain or other top consulting firms then you most likely wonder what consultants do in practice. In this presentation I will briefly try to summarize it.
The work you do depends on your position at a consulting firm:
1. Business Analyst – is the entry position in most consulting firm. Here you do a lot of research for specific projects or business development. You are also responsible for delivering most of the analysis that end up in the deliverables (presentation) along with accompanying slides. The workload is huge. You are not efficient as the rest of the team so you end-up working 12-15 hours 6-7 days a week. On average you stay on this position 2-3 years.
2. Associate / Senior Consultant. This guys are extremely experience so most of the things they can do independently. The not only perform part of analyses during the project but they also do a lot of project management. Typically 1 Associate would supervise 1-3 business analysts. On many occasions you start interacting with the Customer – Directors, VPs, C-level. You gradually are being prepared to manage project and sell them. You spend on this position 2-3 years
3. Engagement Manager / Project Manager. On this position you have to deliver the project. You do hardly any analytical work yet you have to check the work of BAs and Associates. On top of that you will manage at least to some extent the relationship with the customers.
4. Associate Principle / Partner / Director. On this position you are the sales man. You have to generate demand for the services, convince potential customers to pay your high fees and also to supervise the delivery of some projects. On this position you are constantly on meetings, phone calls, traveling from one city to another, from project to another. Most of the days you network and talk to CEOs, COOs, Board Members, PE Partners and others. You still have to bring a lot in revenues to stay in the firm. In some cases you supervise also part of the projects (at least on paper) and be the face for specific area or industry.
How to manage successfully a Consulting ProjectAsen Gyczew
Managing Consulting Projects is extremely difficult. You work in a hostile environment, long hours on difficult things. On top of that the bill for your services for the customer is pretty high so he will want to squeeze out of you as much as possible. At the same time his people may dislike you as you are an outsider that in their point of view pretends to know better. Therefore, many Project Managers fail on deadlines or cannot deliver value for the customer. Luckily there is a way to do a consulting project on time, get your customer and his people happy with the result as well as get well paid for your work. This course will help you drastically improve your knowledge and skills in managing consulting project. It is designed for project managers, especially those working in consulting. After finishing the course you will know:
1. How to prepare for the project to make your customer and your team happy as well to finish the project much earlier than your competitors
2. How to create value for your customer
3. How to deliver the project within the budget and way ahead of deadlines
4. How to execute the project without having to work 7 days a week 15 hours a day
5. How to overdeliver and get buy-in from your customer
6. How to build strong foundation for future projects
7. What tools to use
8. How to be efficient as a team
The course is based on my 12 years of experience as a Project Manager in top consulting companies and as a Board Member responsible for strategy, improvements and turn-arounds in biggest companies in Retail, FMCG, SMG, B2B sectors that I worked for. On the basis of what you will find in this course I have trained over 100 consultants, business analysts and managers who now are CEO, Operational Directors, COO, Investment Directors, Directors in Consulting Companies, Board Members, Customer Insight Managers, Data Science Managers
Personal Finance using Management Consulting HacksAsen Gyczew
What is the aim of this presentation?
No matter how much you earn it’s not easy to build wealth. The money you earn somehow magically disappears although it seems to you that you have been quite frugal. On top of that, it’s difficult to make certain tradeoffs in life where you have to spend money: Should you cook on your own or buy prepared food? Is it better to rent apartment of buy your own? Should you go for MBA or not? We are not taught at school to make rational decisions and manage our money and wealth. Luckily, there are a lot of nice management consulting tools, techniques and frameworks that will help you spend less, be more efficient, earn money and generate additional income. You don’t have to go to top consulting firm to learn them. You can master them by taking my presentation.
This presentation will help you drastically improve your skills in managing money and making more rational choices using management consulting tools, techniques and frameworks. If you have a specific problem just let me know and I will give you tips on how to solve it using the tools presented in this presentation.
The presentation is designed for people who want to become more data driven and less emotional in the way they manage money and make decisions related to money. Thanks to the presentation you will be making better decisions and you will learn techniques that will help you faster build your wealth. In the presentation you will learn 6 main things:
1. How to spend less money
2. How to make sure that you spend money on the right things
3. How to be more productive, work faster and more efficiently
4. How to earn more money
5. How to generate additional revenue streams
6. How to invest wisely your money
You can find more in my course: http://bit.ly/PersonalFinanceHacks
Examples of business analyses in Excel - from consulting projectsAsen Gyczew
This presentation will help you drastically improve your knowledge and skills in improving analyzing business issues, especially during consulting projects. It is designed for people who want to become management consultants, business analysts or have to run and optimize sales and marketing, operations on daily bases. In this presentation you will learn 3 things
1. How to understand main challenges in business analyses in Excel
2. How to use Excel, to find improvements in sales, operations and the business model.
3. Where to look for savings and improvements, how to calculate potential savings in Excel and implement them
The presentation is based on my 14 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from Retail, FMCG, SMG, B2B and services sector that I worked for.
This is part of my online course on Supply Chain for Management Consultants. Check the link to get a discount: http://bit.ly/SalesAnalysisManagementConsulting
Decision Making with Excel for ManagersAsen Gyczew
As a manager you will be tempted to trust your guts and use your experience to decide what and how to do it. Quite often this approach may be misleading. It is much better to use data driven approach and before you make the decision look at the potential consequences. In this course I will show you how to make more rational choices as a manger using Excel. We will go through a lot of case studies that will help you master this skill.
In the course you will learn the following things:
1. How to be data driven in solving problems
2. How to make better decisions using Excel
3. How to handle uncertainty when you are making decisions
4. Which method, framework you should use in a specific situation
You will learn how to make decisions using make or buy analysis, voting system, simulations, rankings, how to analyze the costs of different investments (aiming at cost reduction, removing bottlenecks, requested by the customers). We will also how to apply the portfolio decision making, value proposition alignment, strategic alignment frameworks.
For more check my course: https://bit.ly/DecisionMakingExcel
Performance Improvement Project for Management ConsultantsAsen Gyczew
One of the projects you will participate during your work in management consulting is the Performance Improvement Project. You will be hired by the owner or the Board of Directors to improve the business. Those projects are extremely interesting because you will be able to make a real change, create a new reality and improve part of the business or even the whole business. There are also very difficult as you have to not only analyze areas but also find ways to improve the current situation as well as, on some occasions, implement the change. The skills that you will learn during this sort of projects will be also very useful once you move to work for regular businesses or set-up your own firm. In this course I will show you how to deliver such projects fast and efficiently. In the course you will learn the following things:
1. How to conduct performance improvement projects
2. How to estimate in Excel savings and improvements
3. Where to look for performance improvements in FMCG and Retail
4. What frameworks can be used during performance improvement projects
This course is based on my 14 years of experience as a consultant in top consulting firms and as a Board Member responsible for strategy, performance improvement and turn-arounds in biggest firms from Retail, FMCG, SMG, B2B and services sectors that I worked for. I have carried or supervised over 90 different performance improvement projects in different industries that generated in total 2 billion of additional EBITDA. This presentation is a part of my online course: http://bit.ly/PerformanceImprovementProjects
Management consultants are brutally efficient. They not only are taught to do their work fast, but also are very good in selecting the right issues. I know it from first-hand experience as I spent my first 5 years in this hostile environment of top consulting companies. Yes, we worked sometimes 10-15 hours a day; 6-7 days a week but we managed with a small team to do in 3 months what the whole company was not able to do in years. Management consultants’ efficiency stems from 3 things: good organization, efficiency in daily activities and extremely good skills in picking the right topics. I think that those skills are crucial and I will teach how to acquire them.
In this presentation I will show you how to do the right things fast and efficiently so you can enjoy fully your work and life (depending what are your priorities ;) . The presentation is based on my 11 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. On the basis of what you will find in this course I have trained over 100 business analysts and consultants who now are Investment Directors, Senior Analyst, Directors in Consulting Companies, Board Members etc.
I do not like to overcomplicate things so in every lecture I will be quite straightforward. In every lecture I described a different hack and I give examples how to use it, especially in services such as consulting. To every lecture you will find attached (in additional resources) many useful files: examples shown in the lecture, furthers suggestion, exercises etc.. If you don’t find something that you need let me know - I will try to prepare something and I will add to the presentation
In the presentation I use 6 main frameworks: 80/20 rule (Pareto Principle), lean manufacturing, theory of constraints, getting things done, critical chain method, lean startup
Production Planning for Management Consultants & Business AnalystsAsen Gyczew
A practical guide on how to do analyses during consulting projects
What is the aim of this presentation?
Consulting firms are hired very often to help with Supply Chain and Production. During such projects, you will quite often have to look at the production planning and optimize it. Optimizing production planning will require a good understanding of what drives production capacity, as well as how production can impact the costs in the whole supply chain. In this presentation, I will teach how to perform fast and efficiently different types of analyses related to production planning.
In the presentation you will learn the following things:
1. What the production capacity depends on and how to estimate it
2. How to find optimal production batches for different products in Excel that will minimize costs in the whole supply chain
3. How to plan production capacity for the future
4. How and when to use different methods for production planning
This presentation is based on my 15 years of experience as a consultant in top consulting firms and as a Board Member responsible for strategy, performance improvement, and turn-arounds in the biggest firms from Retail, FMCG, SMG, B2B, and services sectors that I worked for. I have carried or supervised over 90 different performance improvement projects in different industries that generated in total 2 billion of additional EBITDA.
For more check the following course: https://bit.ly/ProductionPlanningAsen
What exactly does a consultant at McKinsey do?Asen Gyczew
If you want to join consulting, find a work in McKinsey, BCG, Bain or other top consulting firms then you most likely wonder what consultants do in practice. In this presentation I will briefly try to summarize it.
The work you do depends on your position at a consulting firm:
1. Business Analyst – is the entry position in most consulting firm. Here you do a lot of research for specific projects or business development. You are also responsible for delivering most of the analysis that end up in the deliverables (presentation) along with accompanying slides. The workload is huge. You are not efficient as the rest of the team so you end-up working 12-15 hours 6-7 days a week. On average you stay on this position 2-3 years.
2. Associate / Senior Consultant. This guys are extremely experience so most of the things they can do independently. The not only perform part of analyses during the project but they also do a lot of project management. Typically 1 Associate would supervise 1-3 business analysts. On many occasions you start interacting with the Customer – Directors, VPs, C-level. You gradually are being prepared to manage project and sell them. You spend on this position 2-3 years
3. Engagement Manager / Project Manager. On this position you have to deliver the project. You do hardly any analytical work yet you have to check the work of BAs and Associates. On top of that you will manage at least to some extent the relationship with the customers.
4. Associate Principle / Partner / Director. On this position you are the sales man. You have to generate demand for the services, convince potential customers to pay your high fees and also to supervise the delivery of some projects. On this position you are constantly on meetings, phone calls, traveling from one city to another, from project to another. Most of the days you network and talk to CEOs, COOs, Board Members, PE Partners and others. You still have to bring a lot in revenues to stay in the firm. In some cases you supervise also part of the projects (at least on paper) and be the face for specific area or industry.
How to manage successfully a Consulting ProjectAsen Gyczew
Managing Consulting Projects is extremely difficult. You work in a hostile environment, long hours on difficult things. On top of that the bill for your services for the customer is pretty high so he will want to squeeze out of you as much as possible. At the same time his people may dislike you as you are an outsider that in their point of view pretends to know better. Therefore, many Project Managers fail on deadlines or cannot deliver value for the customer. Luckily there is a way to do a consulting project on time, get your customer and his people happy with the result as well as get well paid for your work. This course will help you drastically improve your knowledge and skills in managing consulting project. It is designed for project managers, especially those working in consulting. After finishing the course you will know:
1. How to prepare for the project to make your customer and your team happy as well to finish the project much earlier than your competitors
2. How to create value for your customer
3. How to deliver the project within the budget and way ahead of deadlines
4. How to execute the project without having to work 7 days a week 15 hours a day
5. How to overdeliver and get buy-in from your customer
6. How to build strong foundation for future projects
7. What tools to use
8. How to be efficient as a team
The course is based on my 12 years of experience as a Project Manager in top consulting companies and as a Board Member responsible for strategy, improvements and turn-arounds in biggest companies in Retail, FMCG, SMG, B2B sectors that I worked for. On the basis of what you will find in this course I have trained over 100 consultants, business analysts and managers who now are CEO, Operational Directors, COO, Investment Directors, Directors in Consulting Companies, Board Members, Customer Insight Managers, Data Science Managers
Personal Finance using Management Consulting HacksAsen Gyczew
What is the aim of this presentation?
No matter how much you earn it’s not easy to build wealth. The money you earn somehow magically disappears although it seems to you that you have been quite frugal. On top of that, it’s difficult to make certain tradeoffs in life where you have to spend money: Should you cook on your own or buy prepared food? Is it better to rent apartment of buy your own? Should you go for MBA or not? We are not taught at school to make rational decisions and manage our money and wealth. Luckily, there are a lot of nice management consulting tools, techniques and frameworks that will help you spend less, be more efficient, earn money and generate additional income. You don’t have to go to top consulting firm to learn them. You can master them by taking my presentation.
This presentation will help you drastically improve your skills in managing money and making more rational choices using management consulting tools, techniques and frameworks. If you have a specific problem just let me know and I will give you tips on how to solve it using the tools presented in this presentation.
The presentation is designed for people who want to become more data driven and less emotional in the way they manage money and make decisions related to money. Thanks to the presentation you will be making better decisions and you will learn techniques that will help you faster build your wealth. In the presentation you will learn 6 main things:
1. How to spend less money
2. How to make sure that you spend money on the right things
3. How to be more productive, work faster and more efficiently
4. How to earn more money
5. How to generate additional revenue streams
6. How to invest wisely your money
You can find more in my course: http://bit.ly/PersonalFinanceHacks
Strategy for Management Consultants & Business AnalystsAsen Gyczew
Strategy is one of the most dreaded subject in any businesses. There are so many conflicting frameworks that is difficult to decide what to choose. In this course you will learn a framework that will help you formulate and execute the strategy for your businesses on the level of top consulting firms i.e. McKinsey, BCG, Bain, PwC, EY. You will also see how others are implementing their strategic choices. What you will see here is a part of my online course: http://bit.ly/StrategySlideshare
This course will help you drastically improve your knowledge and skills in creating as well as executing a strategy for your business (or your customers’ businesses). It is designed for people who want to become management consultants, business analysts or work on creating and implementing the strategy inside the business. In the course you will learn 3 main things:
1. What strategic choices do you have and how to choose the optimal one?
2. How to calculate the impact of chosen strategy or tactic?
3. How to implement the strategy and how others are doing it?
Management Consulting Approach to Problem SolvingAsen Gyczew
Time and again you will come across problems that are seeming unsolvable. In many cases you don’t even know how to approach them. Luckily, there are a lot of nice management consulting tools, techniques and frameworks that will help you solve every day problems. You don’t have to go to top consulting firm to master them. You can master them by taking my course.
This course will help you drastically improve your skills in solving problems using management consulting tools, techniques and frameworks. In this course we will mainly concentrate on solving real life problems like: goal settings and defining what and when to do, estimating the cost of a wedding, losing weight and getting in shape, deciding whether to do an MBA or not, choosing the right boyfriend / girlfriend, deciding whether you should buy a car or not, deciding when to retire and many more. If you have a specific problem just let me know and I will give you tips on how to solve it using the tools presented in this course.
The course is designed for people who want to become more data driven and less emotional in the way they solve problems and make decisions. Thanks to the course you will be making better decisions and solve problems that have seemed so far unsolvable. In the course you will learn 3 things:
1. What consulting techniques, tools and frameworks there are
2. When to apply each and one of them
3. How to use them in practice including examples how to calculate specific things in Excel
This is a part of my online course: http://bit.ly/SolvingProblemsHacks
Project Management Office (PMO) for Management ConsultantsAsen Gyczew
What is the aim of this course?
Sometimes to create value in the firm or manage a huge number of complicated projects you have to set up Project Management Office (PMO). PMO is responsible for making sure that all strategic projects will be delivered on time. PMO has to also analyze and select projects and support project managers in managing project delivery. Building and running PMO is pretty difficult, especially when it comes to selecting the right projects and later on implementing them. I will teach you in this course how to do it efficiently. We will look at different types of PMO set-up for different purposes. In this course you will learn:
1. In what situation PMO is used and how its goals differ depending on the situation
2. How to select the right projects to implement using PMO
3. What PMO deliverables you will have to create
4. What tools you can use to run the PMO efficiently
Sales Forecasting for Management Consultants & Business AnalystsAsen Gyczew
During many consulting projects, you may be asked to forecast the sales of the firm or check sales forecast models done by the customer. Sales forecasting requires a specific approach to data and also a lot of creative, out of box thinking, to address the issue of insufficient data and changing environment. In this presentation, I will teach you how to do fast and efficiently basic sales forecast models in Excel. We will create a relatively simple sales forecast. Nevertheless, they will significantly help your customer define strategy and decide whether he should open a new factory, enter a new field, buy a business. We will NOT get into complicated models, forecasts as in most case you will not have neither time nor data to do them. It would also require a wider knowledge of mathematics, statistics, econometrics and a usage of more advanced tools than Excel. The things you will learn in this presentation will be sufficient in 70% of the cases and can be done with the knowledge of basic Math. Such basic sales forecasts are especially important during Strategy projects, M&A projects and business development projects. In such projects, you want to get fast rough sales forecasts using simple methods. A similar approach as we will show in this presentation can be used as the starting point for budgeting models.
In the presentation you will learn the following things:
1. The essential concepts in sales forecasting and the main tools that you may need.
2. How to forecast sales in Excel using simple methods fast and efficiently
3. What drivers of sales you should take into account for selected industries. We will look at different cases studies to see how you can move from drivers to a working model in Excel
For more check my online course: http://bit.ly/SalesForecastConsulting
As a business analyst or a management consultant you have to master some vital skills that will help you survive the first 2-3 years of your work. Some of the have to do with tools (Excel, Presentations). Others with your productivity and skills (financial modeling, business modeling). You also have to learn tools techniques and frameworks that will help understand faster the business and provide more value. In this presentation you will find an overview of most important things that you have to master along with suggested courses that I recommend taking. They will help you become more efficient and will help you develop your skills and knowledge.
How to train Management Consultants & Business AnalystsAsen Gyczew
Having good people that can do great job is the fundamental thing that every consulting firm has to secure. If you a smaller consulting firm you will struggle with attracting the best and brightest. Therefore, the training process at your firm is crucial. It will help you deliver great results for your customers and scale your business. However, training Business Analysts and Management Consultants is not easy. It takes a lot of time and effort to transform a freshman into a world class Business Analyst. I had the pleasure to train numerous Management Consultants and Business Analyst that not only did a great job at consulting firms but later on went on to become partners and directors at PE funds, COO, CEO, CRO, Directors. In this course I will show you what process and tools I have been using and I will teach you how to train your Business Analysts and Management Consultants efficiently (fast and with little resources). Thanks to the approach that I will show in this course you will have a significant competitive advantage over others.
In the course you will learn the following things:
1. How to define the profile of the ideal consultant
2. What options are on the table when it comes to training consultants and business analysts
3. How to estimate the costs of each every type of training
4. How to allocate time to training
5. How to build the training machine for your firm
For more check my course: http://bit.ly/TrainManagementConsultants
How to optimize processes in practice during consulting projectsAsen Gyczew
Optimizing processes is not an easy task. It requires a structured approach to it and good understanding of helpful methods such as lean manufacturing, theory of constraints, queuing models, Overall Labor Efficiency and others. In this presentation I will show you how you can approach process optimization. I will show you not only the general approach to this subject but also we will go briefly through methods. I will also show you one example of process optimization in retail. You will have also a lot of links to additional resources that will help you learn the methods required to do process optimization during consulting project or internally in the firm on your own. There will be also a link to the course where you can learn more on that. The presentation is devoted to 3 parts
1. General framework / approach to process optimization
2. Examples of methods and tools used during process optimization
3. Cases study – process optimization in retail
Getting into consulting is one of the most difficult tasks. It’s not only very selective but also quite tough and long recruitment process. You will have at least 5 job interviews, spend on average 2-3 months in recruiting process and your chances of succeeding will be around 5-10%. I will help you significantly boost the odds in your favor.
This course will help you prepare for the cases that you will be asked to solve during the job interviews with consultants. I will improve your knowledge and skills in analysis through a series of practical cases. It is based on my 11 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. I have participated in over 200 recruitments and the materials in this course will encompass all the tricks that you should use during the interview. On the basis of what you will find in this course and I have trained over 100 business analysts who now are Investment Directors, Senior Analyst, Directors in Consulting Companies, Board Members etc.
There is little theory – mainly examples, a lot of tips from my own experience as well as other notable examples worth mentioning. My intention is that thanks to the course you will know:
1. How to approach any type of cases that you may come across in the job interview?
2. How to apply the most useful concepts and methods used later by consultants in their work?
3. How to be efficient during the interview?
4. How the consultant minds works?
Cost Reduction for Management Consultants & ManagersAsen Gyczew
Every company has to control costs in order to survive and prosper. Therefore, many firms on regular basis perform cost reduction projects. Cost reduction project may be part of a wider Performance Improvement Project or be a standalone project carried out only in one of the business units. Those projects are extremely interesting because you will be able to make a real change, create a new reality and improve part of the business or even the whole business. There are also very difficult as you have to not only analyze areas but also find ways to cut costs, improve the current situation as well as, on some occasions, implement the change. The skills that you will learn during this sort of projects will be also very useful once you move to work for regular businesses or set-up your own firm. In this course I will show you how to deliver such projects fast and efficiently. In the course you will learn the following things:
1. How to identify potential savings especially quick wins
2. How to optimize processes
3. How to analyze investments
4. How to carry out make-or-buy analysis
5. How to spend less
For more check the following course: https://bit.ly/CostReductionCourse
Financial Analysis for Management Consultants & AnalystsAsen Gyczew
During many consulting projects, you will have to do a lot of financial analysis and draw conclusions about specific companies or industries. This is especially true during due diligence projects, strategic projects and turn-arounds. Financial analyses will help you decide which option is better, what investments you should take, estimate potential improvements or estimate the impact on the profit and the balance sheet. On top of that, during consulting projects, you have to do everything 3x faster and with little data. Therefore, I will teach you in this course how to do fast and efficiently financial analyses and how to draw conclusions from them
In the course you will learn the following things:
1. How to do financial analyses in Excel fast and efficiently
2. How to draw conclusions from the analyses
3. How to analyze financial statements in Excel
4. How to use financial indicators
5. How to model a business in Excel
6. How to analyze business units of the firm
7. How to carry out analyses related to M&A
8. How to evaluate potential investment in Excel
9. How to estimate the value of the firm using simple methods
For more check the following course: http://bit.ly/FinancialAnalysisExcel
Financial modeling in Excel for Business Analysts and ConsultantsAsen Gyczew
As a business analysts or a consultant you will have to from time to time create financial models. There are a bit different than business models. In business models you go into details of operations and you focus on getting the links on the KPIs. Those models are usually done for internal purposes, to manage in the right direction the business. Financial models on the other hand are more for external users. You concentrate in them on creating the picture of the business in a standardized, understood by everybody way. You also want to create the financial statements: profit & loss statement, balance sheet statement, cash flow statement.
On top of that you use the financial statements for valuation purposes.
The most typical situation when, as a business analyst or a consultant, you will have to prepare such a model are connected with selling or purchasing a company. You may be doing it on the sell side or on the buy side. Financial modeling is done as a part of strategy projects, turn around projects, due diligence.
I will NOT teach you everything on financial modelling because it is simply not efficient (and frankly you don’t need it). This course is organized around 80/20 rule and I want to teach you the most useful (from business analyst / consultant perspective) ways to go as fast as possible from rough description to working model in Excel that you can make more and more complicated.
The aim of this course is that you are able to do a financial model of the business as fast as possible.
MVP – how to test your business idea without building the productAsen Gyczew
It is not that difficult to have a business idea even one that seems like a breakthrough and instant success. The reality bites and 90% of startups fail fast and at the same time cost their founders a small fortune. That’s why the recent development of so called lean startups revolves around learning fast and at small cost to build a product customer need and are willing to pay. Crucial part of this path is a creating a prototype of your product that enables you to test the reaction of your potential customer. This is the MVP – Minimum Viable Product.
MVP has to be Viable which means that it delivers some noticeable value to the customer, solves his pain. Minimum means that it cannot be overcomplicated, it has to have the minimal amount of features for you to be able to draw the right conclusion on what works and what does not work.
In most cases the choie of MVP stops at the landing page as the Holy Grail of lean startup and testing, the ultimate MVP, but the life is much more complicated and landing page in many cases simply is not enough? How do you test community and whether people will share and comment? How do you want to test physical products that have to be tasted and smelled?
On top of that not all MVPs are born equal. Some test one part of your business model whereas others are perfect for testing different question marks that pop-up constantly in your mind.
In this presentation we will show you through examples what should be the MVP for your business model, how to pick the right one for your needs and what are the added benefits of MVP. We will also give estimation of the costs and time needed for creation of MVP.
Strategy is one of the most dreaded subjects in any business. There are so many conflicting frameworks that are difficult to decide what to choose. In this presentation, you will learn a framework that will help you formulate and execute the strategy for your businesses on the level of top consulting firms i.e. McKinsey, BCG, Bain, PwC, EY. You will also see how others are implementing their strategic choices. What you will see here is a part of my online course: https://bit.ly/StrategyForConsultants
Check also the course on M&A: https://bit.ly/MAMConsulting
M&A is one of the way to expand the business, disrupt others and protect yourself against disruption. We will see how this has been achieved by Disney and Amazon
How to conduct market research in startups and small firms?Asen Gyczew
Many business mistakes are made due to insufficient market research. That’s why U created for you this guide to simple market research methods supported byon-line course so that you can see how with virtually no money you can research many important to you aspects like the size of the market or segment, the sales tactics of competitors, customer preferences etc. .
I will show you 3 groups of market research methods:
1. Consulting methods
2. On-line methods
3. Off-line methods
Since we want you to be able to do market research on your own there will be very little theory and loads of nice examples in many fields. You will master the market research in fields such as: retail, fast moving consumer goods, food sector, on-line businesses, services and some off-line businesses. This training will be especially beneficial for small business owners, startup, and consultants. You will learn what mystery shopping, store-checks is, bottom-up , top-down approach and others.
You will be able also to download from the on-line courses many additional resources
1. Links to free presentation and movies showing examples of research
2. Links to books worth reading
3. Excels with calculations showing you how you can do the market research as well as analyses and draw conclusions
Scaling Business for Management Consultants & ManagersAsen Gyczew
A practical guide on how to scale businesses in practice fast and efficiently
Course summary
What is the aim of this course?
If you have managed to build a successful business that is also profitable, at some point you will start thinking about scaling your business and drastically growing its size and profits. This will require a different approach than the everyday management of the business. You need different frameworks to scale fast & efficiently the business. In this course, I will teach you how to find ways to scale the business fast & efficiently. I will also show you how to prepare the organization for scaling
In the course you will learn the following things:
1. How firms like Tesla, Amazon have scaled their business
2. How to scale different areas of you firm
3. How to identify biggest bottlenecks preventing you from scaling
4. How to estimate the speed of scaling
5. How to design your scaling process
6. Scale faster
7. Scale successfully Sales, Operations and Recruitment
For more check the following course
https://bit.ly/ScalingBusinesses
Effective Meetings for Management Consultants & AnalystsAsen Gyczew
What is the aim of this presentation?
During consulting projects you will be doing plenty of interviews and meetings. At the beginning, you may find them very stressful and challenging, especially, when you have to talk with directors, managers that are much older than you, and that have much bigger experience than you. Luckily, there are a lot of interesting techniques that will help you conduct efficiently interviews and meetings during consulting projects.
In this course, I will show you different tips and methods that will help you achieve your goals. Thanks to this course you will learn the following things:
1. How to prepare and conduct initial interviews during consulting projects
2. How to conduct regular meetings
3. How to make sure that your final presentation is a success
4. How to conduct implementation and internal meetings during consulting projects
For more check the following course: https://bit.ly/MeetingsConsultants
Top 25 must read books for management consultantsAsen Gyczew
As a management consultant or a business analyst you have to read a lot to master the intricacy of business world. You should not only master typical management consulting techniques but also reach for books on lean manufacturing, financial modeling and valuation, managing people, building strategy, effective work and many many more.
In this presentation you will find my impartial selection of books that I have read and helped me a lot on my way to the top of consulting and management world.
Business Model Innovation for Management ConsultantsAsen Gyczew
Business Model Innovation for Management Consultants
A practical guide on how to change & innovate the business
Course summary
What is the aim of this course?
Consulting firms are hired very often to help to change the Business Model. Those projects are difficult as you have to generate innovation and convince the firm to change. There is no one recipe for how to innovate. However, there are some proven techniques, frameworks, approaches that will help you find a way to innovate the Business Model. In this course, I will teach you how to pick the right Business Model Innovation technique during consulting projects.
In the course you will learn the following things:
1. What frameworks, tools techniques you can use to Innovate your Business Model
2. How others have implemented the Innovation
3. How to estimate the potential impact of the Business Model Innovation in Excel
For more check the following course:
https://bit.ly/BusinessInnovationsMC
It’s not easy to transition first from an efficient specialist to a manager and later on to an outstanding CEO. What made you a great specialist quite often is a problem at a manager level. You have to totally switch the way you work and on what you concentrate. The same goes for your transition from manager to CEO. Being a CEO is not just managing a bigger team or more senior team. If you want to be successful you have to fully redefine your role, unlearn some things and learn new skills.
Most of the people have problems with those sort of transitions. If all you have is a hammer, everything looks like a nail. This old saying is unfortunately very true when you move to managerial positions. You tend to continue doing things that made you successful but what I got you here won’t get you there.
This course will help you redefine your role and transition from a specialist to a manager and later on to a CEO. I will provide you clear guidelines what and how to do in order to be efficient and effective manager as well as CEO. In this course you will learn 5 things
1. How to be an efficient and effective manager
2. How to be an efficient and effective CEO
3. How to understand the business from the position of a CEO
4. How to improve the business as a CEO
5. How to make your business strategically sustainable
How to become world class business analystAsen Gyczew
Business analyst are one of the most important part of a successful business. They help you make the right decision and to spend money wisely. We show here what a business analyst has to know, what business analysis he should be doing and what knowledge he should have to be successful
5 examples of business / financial models in ExcelAsen Gyczew
This presentation will help you drastically improve your knowledge and skills in creating business / simplified financial models in Excel for 5 type of businesses
1. Retail
2. E-commerce,
3. Consulting
4. Restaurant chains
5. FMCG / SMCG – using the example of factory producing hand made clay.
The presentation is based on my 12 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. On many occasions I had to build business models in in Excel in order to estimate what is the value of the business and find ways in which I can improve it. Business models are also useful for internal purposes: planning, looking for opportunities, analyzing performance, business development.
What is an issue tree and how to use it?Asen Gyczew
Issue tree is one of the most important tools used in management consulting. Issue tree is a concept that will help you guess in a structured manner the problems, reasons causing those problems and on the basis of this decide what should be analyzed. In this presentation I will show you how to build it as well as you will get an opportunity to have a look at 2 examples of applying this in practice. The first examples will be showing issue tree for chicken producer. The second example will be around Retail,
Strategy for Management Consultants & Business AnalystsAsen Gyczew
Strategy is one of the most dreaded subject in any businesses. There are so many conflicting frameworks that is difficult to decide what to choose. In this course you will learn a framework that will help you formulate and execute the strategy for your businesses on the level of top consulting firms i.e. McKinsey, BCG, Bain, PwC, EY. You will also see how others are implementing their strategic choices. What you will see here is a part of my online course: http://bit.ly/StrategySlideshare
This course will help you drastically improve your knowledge and skills in creating as well as executing a strategy for your business (or your customers’ businesses). It is designed for people who want to become management consultants, business analysts or work on creating and implementing the strategy inside the business. In the course you will learn 3 main things:
1. What strategic choices do you have and how to choose the optimal one?
2. How to calculate the impact of chosen strategy or tactic?
3. How to implement the strategy and how others are doing it?
Management Consulting Approach to Problem SolvingAsen Gyczew
Time and again you will come across problems that are seeming unsolvable. In many cases you don’t even know how to approach them. Luckily, there are a lot of nice management consulting tools, techniques and frameworks that will help you solve every day problems. You don’t have to go to top consulting firm to master them. You can master them by taking my course.
This course will help you drastically improve your skills in solving problems using management consulting tools, techniques and frameworks. In this course we will mainly concentrate on solving real life problems like: goal settings and defining what and when to do, estimating the cost of a wedding, losing weight and getting in shape, deciding whether to do an MBA or not, choosing the right boyfriend / girlfriend, deciding whether you should buy a car or not, deciding when to retire and many more. If you have a specific problem just let me know and I will give you tips on how to solve it using the tools presented in this course.
The course is designed for people who want to become more data driven and less emotional in the way they solve problems and make decisions. Thanks to the course you will be making better decisions and solve problems that have seemed so far unsolvable. In the course you will learn 3 things:
1. What consulting techniques, tools and frameworks there are
2. When to apply each and one of them
3. How to use them in practice including examples how to calculate specific things in Excel
This is a part of my online course: http://bit.ly/SolvingProblemsHacks
Project Management Office (PMO) for Management ConsultantsAsen Gyczew
What is the aim of this course?
Sometimes to create value in the firm or manage a huge number of complicated projects you have to set up Project Management Office (PMO). PMO is responsible for making sure that all strategic projects will be delivered on time. PMO has to also analyze and select projects and support project managers in managing project delivery. Building and running PMO is pretty difficult, especially when it comes to selecting the right projects and later on implementing them. I will teach you in this course how to do it efficiently. We will look at different types of PMO set-up for different purposes. In this course you will learn:
1. In what situation PMO is used and how its goals differ depending on the situation
2. How to select the right projects to implement using PMO
3. What PMO deliverables you will have to create
4. What tools you can use to run the PMO efficiently
Sales Forecasting for Management Consultants & Business AnalystsAsen Gyczew
During many consulting projects, you may be asked to forecast the sales of the firm or check sales forecast models done by the customer. Sales forecasting requires a specific approach to data and also a lot of creative, out of box thinking, to address the issue of insufficient data and changing environment. In this presentation, I will teach you how to do fast and efficiently basic sales forecast models in Excel. We will create a relatively simple sales forecast. Nevertheless, they will significantly help your customer define strategy and decide whether he should open a new factory, enter a new field, buy a business. We will NOT get into complicated models, forecasts as in most case you will not have neither time nor data to do them. It would also require a wider knowledge of mathematics, statistics, econometrics and a usage of more advanced tools than Excel. The things you will learn in this presentation will be sufficient in 70% of the cases and can be done with the knowledge of basic Math. Such basic sales forecasts are especially important during Strategy projects, M&A projects and business development projects. In such projects, you want to get fast rough sales forecasts using simple methods. A similar approach as we will show in this presentation can be used as the starting point for budgeting models.
In the presentation you will learn the following things:
1. The essential concepts in sales forecasting and the main tools that you may need.
2. How to forecast sales in Excel using simple methods fast and efficiently
3. What drivers of sales you should take into account for selected industries. We will look at different cases studies to see how you can move from drivers to a working model in Excel
For more check my online course: http://bit.ly/SalesForecastConsulting
As a business analyst or a management consultant you have to master some vital skills that will help you survive the first 2-3 years of your work. Some of the have to do with tools (Excel, Presentations). Others with your productivity and skills (financial modeling, business modeling). You also have to learn tools techniques and frameworks that will help understand faster the business and provide more value. In this presentation you will find an overview of most important things that you have to master along with suggested courses that I recommend taking. They will help you become more efficient and will help you develop your skills and knowledge.
How to train Management Consultants & Business AnalystsAsen Gyczew
Having good people that can do great job is the fundamental thing that every consulting firm has to secure. If you a smaller consulting firm you will struggle with attracting the best and brightest. Therefore, the training process at your firm is crucial. It will help you deliver great results for your customers and scale your business. However, training Business Analysts and Management Consultants is not easy. It takes a lot of time and effort to transform a freshman into a world class Business Analyst. I had the pleasure to train numerous Management Consultants and Business Analyst that not only did a great job at consulting firms but later on went on to become partners and directors at PE funds, COO, CEO, CRO, Directors. In this course I will show you what process and tools I have been using and I will teach you how to train your Business Analysts and Management Consultants efficiently (fast and with little resources). Thanks to the approach that I will show in this course you will have a significant competitive advantage over others.
In the course you will learn the following things:
1. How to define the profile of the ideal consultant
2. What options are on the table when it comes to training consultants and business analysts
3. How to estimate the costs of each every type of training
4. How to allocate time to training
5. How to build the training machine for your firm
For more check my course: http://bit.ly/TrainManagementConsultants
How to optimize processes in practice during consulting projectsAsen Gyczew
Optimizing processes is not an easy task. It requires a structured approach to it and good understanding of helpful methods such as lean manufacturing, theory of constraints, queuing models, Overall Labor Efficiency and others. In this presentation I will show you how you can approach process optimization. I will show you not only the general approach to this subject but also we will go briefly through methods. I will also show you one example of process optimization in retail. You will have also a lot of links to additional resources that will help you learn the methods required to do process optimization during consulting project or internally in the firm on your own. There will be also a link to the course where you can learn more on that. The presentation is devoted to 3 parts
1. General framework / approach to process optimization
2. Examples of methods and tools used during process optimization
3. Cases study – process optimization in retail
Getting into consulting is one of the most difficult tasks. It’s not only very selective but also quite tough and long recruitment process. You will have at least 5 job interviews, spend on average 2-3 months in recruiting process and your chances of succeeding will be around 5-10%. I will help you significantly boost the odds in your favor.
This course will help you prepare for the cases that you will be asked to solve during the job interviews with consultants. I will improve your knowledge and skills in analysis through a series of practical cases. It is based on my 11 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. I have participated in over 200 recruitments and the materials in this course will encompass all the tricks that you should use during the interview. On the basis of what you will find in this course and I have trained over 100 business analysts who now are Investment Directors, Senior Analyst, Directors in Consulting Companies, Board Members etc.
There is little theory – mainly examples, a lot of tips from my own experience as well as other notable examples worth mentioning. My intention is that thanks to the course you will know:
1. How to approach any type of cases that you may come across in the job interview?
2. How to apply the most useful concepts and methods used later by consultants in their work?
3. How to be efficient during the interview?
4. How the consultant minds works?
Cost Reduction for Management Consultants & ManagersAsen Gyczew
Every company has to control costs in order to survive and prosper. Therefore, many firms on regular basis perform cost reduction projects. Cost reduction project may be part of a wider Performance Improvement Project or be a standalone project carried out only in one of the business units. Those projects are extremely interesting because you will be able to make a real change, create a new reality and improve part of the business or even the whole business. There are also very difficult as you have to not only analyze areas but also find ways to cut costs, improve the current situation as well as, on some occasions, implement the change. The skills that you will learn during this sort of projects will be also very useful once you move to work for regular businesses or set-up your own firm. In this course I will show you how to deliver such projects fast and efficiently. In the course you will learn the following things:
1. How to identify potential savings especially quick wins
2. How to optimize processes
3. How to analyze investments
4. How to carry out make-or-buy analysis
5. How to spend less
For more check the following course: https://bit.ly/CostReductionCourse
Financial Analysis for Management Consultants & AnalystsAsen Gyczew
During many consulting projects, you will have to do a lot of financial analysis and draw conclusions about specific companies or industries. This is especially true during due diligence projects, strategic projects and turn-arounds. Financial analyses will help you decide which option is better, what investments you should take, estimate potential improvements or estimate the impact on the profit and the balance sheet. On top of that, during consulting projects, you have to do everything 3x faster and with little data. Therefore, I will teach you in this course how to do fast and efficiently financial analyses and how to draw conclusions from them
In the course you will learn the following things:
1. How to do financial analyses in Excel fast and efficiently
2. How to draw conclusions from the analyses
3. How to analyze financial statements in Excel
4. How to use financial indicators
5. How to model a business in Excel
6. How to analyze business units of the firm
7. How to carry out analyses related to M&A
8. How to evaluate potential investment in Excel
9. How to estimate the value of the firm using simple methods
For more check the following course: http://bit.ly/FinancialAnalysisExcel
Financial modeling in Excel for Business Analysts and ConsultantsAsen Gyczew
As a business analysts or a consultant you will have to from time to time create financial models. There are a bit different than business models. In business models you go into details of operations and you focus on getting the links on the KPIs. Those models are usually done for internal purposes, to manage in the right direction the business. Financial models on the other hand are more for external users. You concentrate in them on creating the picture of the business in a standardized, understood by everybody way. You also want to create the financial statements: profit & loss statement, balance sheet statement, cash flow statement.
On top of that you use the financial statements for valuation purposes.
The most typical situation when, as a business analyst or a consultant, you will have to prepare such a model are connected with selling or purchasing a company. You may be doing it on the sell side or on the buy side. Financial modeling is done as a part of strategy projects, turn around projects, due diligence.
I will NOT teach you everything on financial modelling because it is simply not efficient (and frankly you don’t need it). This course is organized around 80/20 rule and I want to teach you the most useful (from business analyst / consultant perspective) ways to go as fast as possible from rough description to working model in Excel that you can make more and more complicated.
The aim of this course is that you are able to do a financial model of the business as fast as possible.
MVP – how to test your business idea without building the productAsen Gyczew
It is not that difficult to have a business idea even one that seems like a breakthrough and instant success. The reality bites and 90% of startups fail fast and at the same time cost their founders a small fortune. That’s why the recent development of so called lean startups revolves around learning fast and at small cost to build a product customer need and are willing to pay. Crucial part of this path is a creating a prototype of your product that enables you to test the reaction of your potential customer. This is the MVP – Minimum Viable Product.
MVP has to be Viable which means that it delivers some noticeable value to the customer, solves his pain. Minimum means that it cannot be overcomplicated, it has to have the minimal amount of features for you to be able to draw the right conclusion on what works and what does not work.
In most cases the choie of MVP stops at the landing page as the Holy Grail of lean startup and testing, the ultimate MVP, but the life is much more complicated and landing page in many cases simply is not enough? How do you test community and whether people will share and comment? How do you want to test physical products that have to be tasted and smelled?
On top of that not all MVPs are born equal. Some test one part of your business model whereas others are perfect for testing different question marks that pop-up constantly in your mind.
In this presentation we will show you through examples what should be the MVP for your business model, how to pick the right one for your needs and what are the added benefits of MVP. We will also give estimation of the costs and time needed for creation of MVP.
Strategy is one of the most dreaded subjects in any business. There are so many conflicting frameworks that are difficult to decide what to choose. In this presentation, you will learn a framework that will help you formulate and execute the strategy for your businesses on the level of top consulting firms i.e. McKinsey, BCG, Bain, PwC, EY. You will also see how others are implementing their strategic choices. What you will see here is a part of my online course: https://bit.ly/StrategyForConsultants
Check also the course on M&A: https://bit.ly/MAMConsulting
M&A is one of the way to expand the business, disrupt others and protect yourself against disruption. We will see how this has been achieved by Disney and Amazon
How to conduct market research in startups and small firms?Asen Gyczew
Many business mistakes are made due to insufficient market research. That’s why U created for you this guide to simple market research methods supported byon-line course so that you can see how with virtually no money you can research many important to you aspects like the size of the market or segment, the sales tactics of competitors, customer preferences etc. .
I will show you 3 groups of market research methods:
1. Consulting methods
2. On-line methods
3. Off-line methods
Since we want you to be able to do market research on your own there will be very little theory and loads of nice examples in many fields. You will master the market research in fields such as: retail, fast moving consumer goods, food sector, on-line businesses, services and some off-line businesses. This training will be especially beneficial for small business owners, startup, and consultants. You will learn what mystery shopping, store-checks is, bottom-up , top-down approach and others.
You will be able also to download from the on-line courses many additional resources
1. Links to free presentation and movies showing examples of research
2. Links to books worth reading
3. Excels with calculations showing you how you can do the market research as well as analyses and draw conclusions
Scaling Business for Management Consultants & ManagersAsen Gyczew
A practical guide on how to scale businesses in practice fast and efficiently
Course summary
What is the aim of this course?
If you have managed to build a successful business that is also profitable, at some point you will start thinking about scaling your business and drastically growing its size and profits. This will require a different approach than the everyday management of the business. You need different frameworks to scale fast & efficiently the business. In this course, I will teach you how to find ways to scale the business fast & efficiently. I will also show you how to prepare the organization for scaling
In the course you will learn the following things:
1. How firms like Tesla, Amazon have scaled their business
2. How to scale different areas of you firm
3. How to identify biggest bottlenecks preventing you from scaling
4. How to estimate the speed of scaling
5. How to design your scaling process
6. Scale faster
7. Scale successfully Sales, Operations and Recruitment
For more check the following course
https://bit.ly/ScalingBusinesses
Effective Meetings for Management Consultants & AnalystsAsen Gyczew
What is the aim of this presentation?
During consulting projects you will be doing plenty of interviews and meetings. At the beginning, you may find them very stressful and challenging, especially, when you have to talk with directors, managers that are much older than you, and that have much bigger experience than you. Luckily, there are a lot of interesting techniques that will help you conduct efficiently interviews and meetings during consulting projects.
In this course, I will show you different tips and methods that will help you achieve your goals. Thanks to this course you will learn the following things:
1. How to prepare and conduct initial interviews during consulting projects
2. How to conduct regular meetings
3. How to make sure that your final presentation is a success
4. How to conduct implementation and internal meetings during consulting projects
For more check the following course: https://bit.ly/MeetingsConsultants
Top 25 must read books for management consultantsAsen Gyczew
As a management consultant or a business analyst you have to read a lot to master the intricacy of business world. You should not only master typical management consulting techniques but also reach for books on lean manufacturing, financial modeling and valuation, managing people, building strategy, effective work and many many more.
In this presentation you will find my impartial selection of books that I have read and helped me a lot on my way to the top of consulting and management world.
Business Model Innovation for Management ConsultantsAsen Gyczew
Business Model Innovation for Management Consultants
A practical guide on how to change & innovate the business
Course summary
What is the aim of this course?
Consulting firms are hired very often to help to change the Business Model. Those projects are difficult as you have to generate innovation and convince the firm to change. There is no one recipe for how to innovate. However, there are some proven techniques, frameworks, approaches that will help you find a way to innovate the Business Model. In this course, I will teach you how to pick the right Business Model Innovation technique during consulting projects.
In the course you will learn the following things:
1. What frameworks, tools techniques you can use to Innovate your Business Model
2. How others have implemented the Innovation
3. How to estimate the potential impact of the Business Model Innovation in Excel
For more check the following course:
https://bit.ly/BusinessInnovationsMC
It’s not easy to transition first from an efficient specialist to a manager and later on to an outstanding CEO. What made you a great specialist quite often is a problem at a manager level. You have to totally switch the way you work and on what you concentrate. The same goes for your transition from manager to CEO. Being a CEO is not just managing a bigger team or more senior team. If you want to be successful you have to fully redefine your role, unlearn some things and learn new skills.
Most of the people have problems with those sort of transitions. If all you have is a hammer, everything looks like a nail. This old saying is unfortunately very true when you move to managerial positions. You tend to continue doing things that made you successful but what I got you here won’t get you there.
This course will help you redefine your role and transition from a specialist to a manager and later on to a CEO. I will provide you clear guidelines what and how to do in order to be efficient and effective manager as well as CEO. In this course you will learn 5 things
1. How to be an efficient and effective manager
2. How to be an efficient and effective CEO
3. How to understand the business from the position of a CEO
4. How to improve the business as a CEO
5. How to make your business strategically sustainable
How to become world class business analystAsen Gyczew
Business analyst are one of the most important part of a successful business. They help you make the right decision and to spend money wisely. We show here what a business analyst has to know, what business analysis he should be doing and what knowledge he should have to be successful
5 examples of business / financial models in ExcelAsen Gyczew
This presentation will help you drastically improve your knowledge and skills in creating business / simplified financial models in Excel for 5 type of businesses
1. Retail
2. E-commerce,
3. Consulting
4. Restaurant chains
5. FMCG / SMCG – using the example of factory producing hand made clay.
The presentation is based on my 12 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. On many occasions I had to build business models in in Excel in order to estimate what is the value of the business and find ways in which I can improve it. Business models are also useful for internal purposes: planning, looking for opportunities, analyzing performance, business development.
What is an issue tree and how to use it?Asen Gyczew
Issue tree is one of the most important tools used in management consulting. Issue tree is a concept that will help you guess in a structured manner the problems, reasons causing those problems and on the basis of this decide what should be analyzed. In this presentation I will show you how to build it as well as you will get an opportunity to have a look at 2 examples of applying this in practice. The first examples will be showing issue tree for chicken producer. The second example will be around Retail,
Essential Management Consulting Tools, Techniques and FrameworksAsen Gyczew
This presentation will help you drastically improve your knowledge of management consulting techniques, tools and frameworks. It is designed for people who want to become management consultants, business analysts or are dealing with performance improvements as well as strategic projects in their firms. In the course you will learn 3 things:
1. What consulting techniques, tools and frameworks there are
2. When to apply each and one of them
3. How to use them in practice including examples how to calculate specific things in Excel
The presentation is based on my 14 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, performance improvement and turn-arounds in biggest companies from Retail, FMCG, SMG, B2B and services sector that I worked for. On the basis of what you will find in this course I have trained over 100 consultants, business analysts and managers who are now CEO, COO, Directors of Sales, Production, Investment Directors in PE funds, Directors in Consulting Companies, Board Members etc. Over 35 000 students have taken my course on Udemy.
Getting into consulting is one of the most difficult tasks. It’s not only very selective but also quite tough and long recruitment process. You will have at least 5 job interviews, spend on average 2-3 months in recruiting process and your chances of succeeding will be around 5-10%. I will help you significantly boost the odds in your favor. In this presentation you will see examples of cases that you may expect during case interviews.
For more you can check my online course: http://bit.ly/CaseInterviewSlideShare
The presentation will help you prepare for the cases that you will be asked to solve during the job interviews with consultants. I will improve your knowledge and skills in analysis through a series of practical cases. It is based on my 14 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. I have participated in over 200 recruitments and the materials in this course will encompass all the tricks that you should use during the interview. On the basis of what you will find in this course and I have trained over 100 business analysts who now are Investment Directors, Senior Analyst, Directors in Consulting Companies, Board Members etc.
There is little theory – mainly examples, a lot of tips from my own experience as well as other notable examples worth mentioning. My intention is that thanks to the course you will know:
1. How to approach any type of cases that you may come across in the job interview?
2. How to apply the most useful concepts and methods used later by consultants in their work?
3. How to be efficient during the interview?
4. How the consultant minds works?
FMCG for Management Consultants and Business AnalystsAsen Gyczew
Consulting projects especially when it comes to consumer goods business are very demanding. The two most complicated areas are sales and marketing and supply chain. During consulting projects I have seen business analysts and management consultants struggling with understanding the business fast enough to deliver value to the customer. This course will give you the knowledge and insight into real life case studies that will make your life during a consulting project in a consumer goods business much easier.
This presentation will help you improve your knowledge and skills in analyzing and improving Fast Moving Consumer Goods businesses (FMCG). It is designed for people who want to become management consultants, business analysts or have to run and optimize FMCG businesses on daily bases. In the course you will learn 3 things:
1. How to model FMCG business in Excel
2. How to improve sales and marketing in order to increase margin and profit
3. How to improve supply chain in order to increase margin and profit
For more check my presentation: http://bit.ly/FMCGSlideshare
Business Modeling of offline businesses in ExcelAsen Gyczew
This presentation will help you drastically improve your knowledge and skills in creating business / simplified financial models in Excel for traditional offline (brick and mortar) business such as: Retail, B2C services (i.e. restaurants) and products, B2B services (i.e. professional services, consulting) and B2B products (commodities). It is designed for those who want to become consultants, business analysts and people who need to be able to analyze any business in Excel. In the presentation you will learn 4 things:
1. What your business model is about, what to concentrate on and what are the most important KPIs for you?
2. How to translate your business model into Excel and evaluate it?
3. How to draw conclusions using your business model in Excel?
4. Estimate what will be the impact of specific changes that you may consider in your business
The presentation is based on my 12 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. On many occasions I had to build business models in in Excel in order to estimate what is the value of the business and find ways in which I can improve it. Business models are also useful for internal purposes: planning, looking for opportunities, analyzing performance, business development.
Full loop analytics framework (English version)Sol Mesz
We know that a product is viable when User, Product and Business aspects are equally represented.
But when we look at existing metrics frameworks we see that most focus on isolated parts of the triad.
The Full Loop Analytics framework, is a new metrics framework that provides a holistic view of the performance of a product by looking at its 3 key dimensions: user, product and business.
This way of looking at metrics takes organizations out of a fragmented vision and moves them into a holistic one. In other words, this framework takes organizations from output to outcome focused product metrics.
CVP Analysis 17th Edition By Azad and Mansoor.pptxazadalisthp2020i
The 17th edition of CVP Analysis provides a concise overview of how costs, volume, and prices influence profitability, offering practical insights and real-world applications for students and professionals in managerial accounting. With updated content and examples, it serves as an essential resource for mastering cost-volume-profit analysis.
Presentation at the Museum Store Association Annual Meeting, April 16, 2016.
Introduction for small to medium sized museum retail stores in the management of ecommerce sites, including key metrics and P&L analysis.
Marketing analytics
PREDICTIVE ANALYTICS AND DATA SCIENCECONFERENCE (MAY 27-28)
Surat Teerakapibal, Ph.D.
Lecturer, Department of Marketing
Program Director, Doctor of Philosophy Program in Business Administration
Shared at ProductCamp Austin 24. Here's my six steps to build a great financial model for a startup, one that you can proudly share with Venture Capital and Angel investors, and one that can help you know your business.
Retail for Business Analysts and Management ConsultantsAsen Gyczew
Retail has become very competitive. We have the rise of e-commerce and multichannel, buyers behavior change drastically. This leads to lower margins. As a Business Analyst or Management Consultant you have to be able to analyze the Retailer you work for fast and find possible improvements. This course will help you drastically improve your knowledge and skills in optimizing Retail business through a series of practical cases. It is designed for people who want to become consultants, business analysts or have to run and optimize Retail business on a daily bases. In the course you will learn the following things:
1. How to analyze Retailer and find low hanging fruits
2. How to build business model of the Retailer in Excel in order to see the big picture and see how specific KPIs impact the profit
3. How to optimize Retailers operations
4. How to behave in a multichannel surrounding (when you have also e-commerce operations)
5. How to expand your business into new categories and markets
6. How to analyze in-store engagements
There will be also many growth hacks that Retailers use.
The course is based on my 12 years of experience in Retail as well as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from Retail, FMCG, SMG, B2B sector that I worked for.
Purchasing & Procurement Analyses for Management ConsultantsAsen Gyczew
During Consulting Projects a lot of attention will be devoted to Purchasing & Procurement. Usually, this area generates big cost reductions and helps improve liquidity. Finding potential savings is not always easy and requires well-organized approach to companies purchases. Luckily, there are a lot of techniques and frameworks that will help you in a structured way to look for savings and potential improvements of liquidity. In this course, I will teach you how to perform fast and efficiently different types of analyses in Purchasing & Procurement.
In the course you will learn the following things:
1. General information about Purchasing & Procurement.
2. Useful frameworks for analyzing Purchasing & Procurement.
3. How to find ways to cut costs in Purchasing & Procurement.
4. How to identify potential ways to improve your liquidity, especially quick wins.
5. How to estimate in Excel potential impact of proposed changes.
For more check the following course:
https://bit.ly/PurchasingConsulting
Funnel Analysis for Management Consultants & Business AnalystsAsen Gyczew
A practical guide on how to do funnel analyses & use them for decision making
Funnels and funnel analyses are great tools that can help you find problems and opportunities, optimize processes as well as manage projects. They are widely used by technological firms. However, many industries are still not using them, despite their big potential. In this presentation, I will teach you how to use funnel analyses to increase the profits of the firm.
In the presentation you will learn the following things:
What are funnels?
1. How to analyze funnels in Excel
2. How funnels look like for e-commerce, marketplace, SaaS firms and other business models
3. How to use funnels and funnel analysis to increase sales and profits
4. What are cohorts and how to use them to analyze funnels?
5. How to use funnels to manage tests, projects, or tasks
For more check the following course:
https://bit.ly/FunnelsConsulting
Segmentation Methods for Management Consultants & Business AnalystsAsen Gyczew
A practical guide on how to analyze segments of customers during consulting projects
If you are participating in a consulting project devoted to Sales & Marketing or Strategy most likely you will have to either do segmentation or analyze existing segments of customers. You will try to achieve it on the basis of internal data, market research as well as other external data. In this course, I will teach how to rapidly and efficiently segment customers and analyze existing segments during consulting projects.
In the course you will learn the following things:
1. How you can segment customers?
2. When to use a specific segmentation technique?
3. Crucial Excel formulas you will need to do segmentation
4. How to do simple segmentations in Excel using internal or external data
5. How the B2B segmentation differs from B2C segmentation
This course is based on my 15 years of experience as a consultant in top consulting firms and as a Board Member responsible for strategy, performance improvement, and turn-arounds in the biggest firms from Retail, FMCG, SMG, B2B, and services sectors that I worked for. I have carried or supervised over 90 different performance improvement projects in different industries that generated in total 2 billion of additional EBITDA. On the basis of what you will find in this course I have trained in person over 100 consultants, business analysts and managers who now are Partners in PE and VC funds, Investment Directors and Business Analysts in PE and VC, Operational Directors, COO, CRO, CEO, Directors in Consulting Companies, Board Members, etc. On top of that my courses on Udemy were already taken by more than 103 000 students including people working in EY, Walmart, Booz Allen Hamilton, Adidas, Naspers, Alvarez & Marsal, PwC, Dell, Walgreens, Orange, and many others.
For more check the following course:
https://bit.ly/SegmentationMC
Data Visualization for Management Consultants & AnalystAsen Gyczew
What is the aim of this course?
In consulting you will spend a lot of time on creating presentations to show the results of your analyses to the customer. That is why, data visualization is so important. With proper display of data you have more chances of convincing the customers that your approach makes sense. In this course I will teach how to use different data visualization techniques to show the results of your analyses during consulting projects.
In the course you will learn the following things:
1. What types of slides you should use to present your thoughts
2. What types of charts you should use for data visualization
3. How to read the charts
4. How to create charts in Excel
5. How to create charts in PowerPoint
6. How to create dynamic charts in Excel
For more check the following course
https://bit.ly/DataVisualizationMC
How to delegate work efficiently - a practical guide for Management Consult...Asen Gyczew
A practical guide on how to delegate work fast & efficiently
Course summary
What is the aim of this course?
If you want to advance in your career and get promoted you have to learn how to efficiently delegate work to other people. It is not an easy skill to master, but you also do not have to be born with a special talent. With a proper approach, you can delegate any work efficiently. Luckily, there are a lot of interesting management productivity hacks that will help you delegate work efficiently to other people. In this course, I will teach how to delegate efficiently work to other people and still not jeopardize the quality of the work.
In the course you will learn the following things:
1. How to delegate efficiently
2. When to use different types of delegation
3. How NOT to do things you are not supposed to do
4. How to make sure that the team works efficiently
For more check the following course:
https://bit.ly/DelegateManagementConsultans
Essential Real Estate Modeling in ExcelAsen Gyczew
What is the aim of this course?
Modeling real estate in Excel is not easy. In real estate, you will have to forecast the cash flow for long investment periods. In most models, you will have to forecast loan payments, maintenance costs, operational costs, and potential revenues from operating the real estate. On top of that, in real estate, we have different business models that will have different business drivers. To make your work easier, I will teach you in this course how to model in Excel fast and efficiently real estate investments.
In this course you will learn the following things:
1. Essential concepts related to real estate and modeling them in Excel
2. What are the main drivers of the profits in real estate for different business models
3. How to model buy & rent of real estate in Excel
4. How to model in Excel hotels and other short-term renting businesses (Airbnb, booking.com)
5. How to model in Excel flips/flipping
6. How to make decisions on the investment in real estate, based on the Excel model
For more information check my online course: https://bit.ly/RealEstateModels
M&A for Management Consultants & Business AnalystsAsen Gyczew
What is the aim of this presentation?
Consulting firms are hired very often to help with Mergers & Acquisitions. Those projects are difficult as you have to deliver results fast and you have to deal with many stakeholders. You not only have to help select potential targets, model businesses in Excel, but also you will have to estimate the potential benefits of M&A, the value of the firm and forecast the development of the acquired firms. In this course I will teach how to perform fast and efficiently different types of analyses during M&A projects.
In the course you will learn the following things:
1. What kind of analyses you may have to do during M&A project
2. How to Select Potential Targets for M&A using Excel
3. How to create a financial model in Excel for M&A purposes
4. How to estimate the value of M&A target
5. How to estimate potential synergies coming from M&A process
6. How to conduct commercial due diligence
7. What kind of market research tools you can use during due diligence
For more check the following course http://bit.ly/MAMConsulting
Tags: financial analysis, M&A, investment analysis, NPV, financial indicators, controlling, valuation, acquisition, mergers Management Consulting projects, Consulting Project, McKinsey, OC&C, PwC, EY, Bain, BCG, performance improvement projects, Alvarez & Marsal
Liquidity Management for Management Consultants & ManagersAsen Gyczew
Many companies despite having profits still have problems with cash. In other words they have to improve their liquidity. This topic is not widely discussed and a few management consultants as well as managers know how to do it practice. Therefore, more companies die because of problems with liquidity than due to low profits. Luckily, there are a lot of techniques that will help you in a structured way look for ways to generate more cash from the business.
In this course I will show you different methods that you can use to improve the cash position of your business. You will learn the following things:
1. How to identify potential ways to improve your liquidity, especially quick wins
2. How to estimate in Excel how much cash you can generate from specific solution
3. How to pick the optimal solution
4. How to prevent the firm from going bankrupt due to liquidity problems
You will learn here how to cut costs, reduce inventory, reduce receivables, improve payables, and restructure debt and many more:
For more check the following course: http://bit.ly/LiquidityManagementConsulting
Business Idea Generation for Management Consultants & ManagersAsen Gyczew
To build a business you need a good idea that you can explore and develop. Unfortunately, coming up with a good business idea is not easy. Most firms and universities don’t show how to come up with business ideas. They concentrate on teaching you how to run existing businesses. Luckily, there are a lot of proven methods to find interesting business ideas. If you are Management Consultant you can use them during consulting projects to help your customers grow their business. If you are a manager or startup founder they will prove priceless in your quest to discover new business opportunities. In this course I will show you different methods to come up with killer business ideas. In the course you will learn the following things:
1. How to come up with business ideas by improving existing products, solving existing problems
2. When specific methods of business idea generation can be applied
3. How specific business method should be applied
4. How to find ways to 10x existing solutions
5. How to innovate your product and your business model
6. How to build add-on business using your current business
For more check the following course: http://bit.ly/BusinessIdeasGeneration
How to change your business during the recession caused by corona virusAsen Gyczew
A few years ago I have seen a documentary movie showing a refugee camp. To my surprise they have managed to create a mini economy inside the camp. There was a school, hairdresser, somebody who could fix the tent. In other words even if the worst happens a new balance is created in which the flow of goods and services carries on.
We will see the same thing during and after the corona virus pandemic. He will be most likely witnessing pretty big recession this year and the businesses will have to adapt to the new situation.
We will see a lot of changes in sales, operations, population control that will help you go back to the new normal state in which the economy will be rebuild. Similar to what after 9/11 there will be however a lot of changes in the way in which we handle human contact and how we organize our enterprises.
We have prepared a few tips on that in a form of a presentation. We have divided it into 2 parts. In the first one we provide some tips for the firms. In the second one for the governments. Some of them are short term tips how to handle the situation 6 months. There are also tips that will help you avoid such a huge shock to the everyday life in the long run
Enjoy this presentation
I would also recommend checking the following other resources:
1. Bain – Defending Retail against coronavirus
2. Roland Berger - Three Scenarios For How Coronavirus May Affect Economies And Industries
Essential Finance & Accounting for Management Consultants and Business AnalystsAsen Gyczew
During many consulting projects you will have to analyze financial statements (balance sheet, income statement, cash flows) and draw conclusion about specific company. This is especially true during due diligence, strategic projects and turn-arounds. Financial analyses require relatively good understanding of finance and accounting. Business Analysts and Management Consultants that did not study Finance or Business tend to have some problems with navigating this area. This course will help you overcome this problem. Those of you who have finished Business School or Economics will find here a great refresher with a lot of practical tips how to do certain analysis during a consulting project.
This course will help you drastically improve your knowledge and skills in finance and accounting. It is designed for people who are or want to become management consultants, business. In the course you will learn 5 main things:
1. How to read financial statements such as a balance sheet, an income (profit & loss) statement, cash flows
2. How to draw conclusions from financial statements
3. Main principles of accounting
4. How to analyze financial indicators
5. How to estimate the value of the firm / do valuation
I will NOT teach you everything about finance & accounting because it is simply not efficient (and frankly you don’t need it). This course is organized around 80/20 rule and I want to teach you the most useful (from business analyst / consultant perspective) things that will enable you to understand the financial data and analyze them.
SMCG for Management Consultants and Business AnalystsAsen Gyczew
Consulting projects especially when it comes to consumer goods business are very demanding. The two most complicated areas are sales and marketing and supply chain. During consulting projects I have seen business analysts and management consultants struggling with understanding the business fast enough to deliver value to the customer. This course will give you the knowledge and insight into real life case studies that will make your life during a consulting project in a consumer goods business much easier.
This presentation will help you improve your knowledge and skills in analyzing and improving Slow Moving Consumer Goods businesses (SMCG). It is designed for people who want to become management consultants, business analysts or have to run and optimize SMCG businesses on daily bases. In the course you will learn 3 things:
1. How to model SMCG business in Excel
2. How to improve sales and marketing in order to increase margin and profit
3. How to improve supply chain in order to increase margin and profit
For more check my presentation: http://bit.ly/SMCGSlideshare
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
2. 2
Management consultants are brutally efficient
Only things that are measured get managed. That it’s
why it is vital for every business to have well defined
KPIs
3. 3
You will learn in this presentaiton how to use
KPIs to understand and manage your
business
5. 5
Introduction
How to understand the
business through KPIs
How to construct a great
KPI?
How to model the
business in Excel using
KPIs
How to use KPIs to
manage a business?
How to use KPIs to
motivate people?
The presentation consist of 6 sections
7. 7
KPIs for Management Consultants and
Business Analysts
$190
$19
What you will see in this presentation is a part of my online course where you
can find case studies showing analyses along with detailed calculations in Excel
Click here to check my course
8. 8
To get the most out of the presentation please try to solve the problem
sets / cases studies on your own before going to the solution
Problem set / Case
study
Pause the course and
solve the problem on
your own
Go to next lecture
where you will find the
step by step solution to
the problem set
11. 11
Quite often you don’t understand the business. To achieve better
understanding you have to define the drivers of this business and proper KPIs
# transactions
Average
revenue per
transaction
Total revenuex
% Fee of the
marketplace
Average
transaction value
Total searches % conversion
x
x
Total Costs
Total margin
-
Rent
People
Cost of traffic
Ratio of visitors
to searches
Average cost of 1
visit
+
x
Development
12. 12
KPIs help you manage the drivers of your business model
Define Strategy
Pick the Business
Model
Identify drivers Define KPIs Set targets for KPIs
13. 13
In this section we will talk about 3 things
Short example on drivers
and KPIs
Overview of business
models
Cases showing KPIs for
different busines models
15. 15
To understand and analyze business you have to identify the drivers / KPIs
that a key for specific business and translate it into a model in Excel
# transactions
Average
revenue per
transaction
Total revenuex
% Fee of the
marketplace
Average
transaction value
Total searches % conversion
x
x
Total Costs
Total margin
-
Rent
People
Cost of traffic
Ratio of visitors
to searches
Average cost of 1
visit
+
x
Development
16. 16
Imagine that you have to estimate typical family spending's. You can take
into account countless number of factors…..
17. 17
…or you can limit yourself to the most important ones i.e. number of kids,
size of house, main repetitive spending like food.
18. 18
To measure the selected factors you have to use some sort of KPIs
Spending per 1
person per month
per category
# of people in
average family
Average size of the
house in sq. m
Average rent per
sq. m
20. 20
SaaS
E-commerce
Media site
2-sided market
User Generated Content
Mobile Applications
Retail
B2C Service
B2B Service
FMCG
SMCG
Commodity
There are 6 offline business models and 6 online models. Every
business model has its set of KPI
22. 22
In this section you will see how to define KPIs for different business
model
KPIs for a cinema KPIs for a marketplace KPIs for a retailer
KPIs for a SaaS KPIs for a restaurant
KPIs for a consulting
business
KPIs for a FMCG business KPIs for a SMCG business KPIs for an e-commerce
24. 24
Imagine that you were responsible for managing the cinema. What KPIs
metrics you would look at to see whether you are doing a good job?
25. 25
Let’s see what KPIs you should look at
# sold tickets
Average revenue
per Ticket
Total revenue Total Costs
x
Total margin
-
Average price per
ticket
Average additional
purchase per ticket
Total capacity in
tickets
% Utilization
Rent
People
# of People
Average wages
+
+
x x
# of sq. m
Fee per sq. m x
27. 27
Imagine that you were responsible for managing a marketplace for patients
and doctors (i.e. Docplanner). What KPIs you would look at?
Patient DoctorMarketplace
• On-line booking
• Reviews
• Statistics for doctors
29. 29
Let’s see what KPIs you should look at
# transactions
Average revenue
per transaction
Total revenue
x
% Fee of the
marketplace
Average transaction
value
Total searches % conversion
x
x
Total Costs
Total margin
-
Rent
People
Cost of traffic
Ratio of visitors to
searches
Average cost of 1
visit
+
x
Development
30. 30
Let’s see what KPIs you should look at
# transactions
Average revenue
per transaction
Total revenuex
% Fee of the
marketplace
Average transaction
value
Total searches % conversion
x
x
Total Costs
Total margin
-
Rent
People
Cost of traffic
Ratio of visitors to
searches
Average cost of 1
visit
x
Development
Cost of acquiring
partners
# of Suppliers that
have to be acquired
Cost of Acquirng 1
supplier
x
+
32. 32
Imagine that you are responsible for managing a SaaS offering mailing
What KPIs you would look at?
33. 33
Before you move on to the solution just a quick info on the flow of
customers in SaaS
Visitor
Freemium / Trial User
Paid User
Engaged Heavy
User
Ambassador
Conversion
35. 35
Just as a reminder you are responsible for managing a SaaS offering mailing
What KPIs you would look at?
36. 36
Let’s see what KPIs you should look at
# of customers
Average revenue
per customer
Gross Margin
x
% Fee of customer
buying Plan A….
Average price per
Plan A….
# of customers in
the previous period
Net change of
customers
x
-
Total Costs
Total profit
-
Rent
People
Cost of acquiring
customers
+
Development
Customers lost
New customers
Churn rate
CAC per 1 customer
x
-
38. 38
Imagine that you have to define KPIs for a salad fast food restaurant chain
100 location in Easter
Europe
Fast food for salads
Each and every restaurant
is roughly the same size
40. 40
Let’s first look how we could model 1 restaurant
# Guests
Average Purchase
per Guest
Average revenue
per restaurant
Total restaurant
costs
x
Average EBITDA per
restaurant
Average Purchase
per Guest of basic
purchase
Average Purchase
per Guest of
additional purchases
# available seats
per day
% Utilization
Rent
People
# of People
Average wages
+
x
x
Others
+
# of sq. m
Fee per sq. m x
% Gross Margin on
food & drinks
Average Gross Margin
per restaurant
x -
41. 41
Now let’s model the whole chain
EBITDA on
restaurant’s level
Rent
People
# of People
Average wages
x
Others
+
# of sq. m
Fee per sq. m x
Head Office Costs
Total EBITDA
-
# of restaurants
Average EBITDA per
restaurant
x
43. 43
Imagine that you have to define KPIs for a salad fast food restaurant chain
100 location in Easter
Europe
Fast food for salads
Each and every restaurant
is roughly the same size
44. 44
Now lets’ look at drivers and pick the best KPIs
# of Guests % Utilization
Average Purchase
per Guest
% Gross Margin
(1+ LFL / same store
growth)
Net change in the #
of restaurants
# of Guests in
thousands
% Utilization = # of
Guests / Available
Seats
Average Purchase
per Guest
% Gross Margin
LFL growth to last year
/ previous period
Net change in the # of
restaurants
% change in # of
guest to last year or
previous period
Change in percentage
points in % utilization
% change in Average
Purchas to last year /
previous period
Change in percentage
points in % Gross
Margin to last year
Net change in
revenues
Change in percentage
points in % Gross
Margin to Plan
45. 45
Now lets’ look at drivers and pick the best KPIs
Cost position level
Cost position to
sales
% increase in cost
level vs last year /
previous period
% increase in cost
level to % increase
in sales
Food inventory
level
Food inventory in
Days of Sales
% of food thrown
away
Profitability
% EBITDA
% Gross Margin
% EBITDA on
restaurant level
47. 47
Imagine that you are working for a retailer based in Easter Europe
The market is growing organically
The retailer is opening a lot of new
stores
The have e-commerce
49. 49
Let’s first look how we could model 1 store
# Transactions
Average Value
Transaction
Total store revenue Total store costs
x
Store EBITDA
Average Value
Transaction of basic
purchase
Average Value
Transaction of
additional purchase
# of Visitors % Conversion
Rent
People
# of People
Average wages
+
x
x
Others
+
# of sq. m
Fee per sq. m x
% Gross Margin
Gross Margin generated
by the store
x -
51. 51
Now let’s model the whole retail chain
# of stores –
current period
Average Sales per 1
store – current
period
Total Revenues Total store costs
x
EBITDA on stores level
Average Sales per 1
store – previous
period
(1+ LFL / same store
growth)
# of stores –
previous period
Net change in the
number of stores
Rent
People
# of People
Average wages
x
+
x
Others
+
# of sq. m
Fee per sq. m x
% Gross Margin
Gross Margin generated
by the store
x -
52. 52
Now let’s model the whole retail chain
EBITDA on stores
level
Rent
People
# of People
Average wages
x
Others
+
# of sq. m
Fee per sq. m x
Head Office Costs
Total EBITDA
-
53. 53
Now lets’ look at drivers and pick the best KPIs
# of Visitors % Conversion
Average
Transaction Value
% Gross Margin
(1+ LFL / same store
growth)
Net change in the
number of stores
# of Visitors in
thousands
% Conversion
Average
Transaction Value
% Gross Margin
LFL growth to last
year / previous
period
Net change in the
number of stores
% change in # of
visitors to last year
or previous period
Change in
percentage points
in % conversion
% change in ATV to
last year / previous
period
Change in
percentage points
in % Gross Margin
Net change in
revenues
54. 54
Now lets’ look at drivers and pick the best KPIs
Cost position level
Cost position to
sales
% increase in cost
level vs last year /
previous period
% increase in cost
level to % increase
in sales
Inventory Level
Inventory level in
Days of Sales
Average sell-
through ratop at
first price
Dead weight stock
as % of sales
Profitability
% Gross Margin
% EBITDA on store
level
% EBITDA
Cash Generation
EBITDA to debt
ratio
Cash generated to
EBITDA
Dead weight stock
as % of all
inventory stock
56. 56
Imagine that you have to define the KPIs for a mid-size consulting firm
It’s a partnership structure
They charge customer by the hour
sold
They have fixed number of
consultants
58. 58
Consulting is a service business. The typical model of a service
model can be presented using the following logic
% Utilization# hours
available
# of billable
hours
Revenues
Gross
Margin
Operational
Profit
Net Profit
Hourly fee
HQ costs Bonuses
Interest
% Gross
Margin
Wages
60. 60
Just as a reminder you have to define the KPIs for a mid-size consulting
firm
It’s a partnership structure
They charge customer by the hour
sold
They have fixed number of
consultants
61. 61
Below the main drivers for the consulting business model
# of billable hours
Average fee per
hour
Total Revenues Total Costs
x
Basic fee per hour Surcharge
Hours available % utilization
Rent
People
# of People
Average wages
x
x
x
Others
+
# of sq. m
Price per sq. m x
Operating profit
-
62. 62
Now lets’ look at drivers and pick the best KPIs
Hours available % utilization
Average fee per
hour
Pipeline New customers New products
Man-hours in
thousands
% utilization
Average fee per
hour
Value of potential
projects
Man-hours in
thousands from new
customers
Man-hours in
thousands from new
products
# of consultants
Change in
percentage points
in % utilization
% increase to basic
fee per hour
# of potential
billable hours from
potential projects
Net change in
revenues
Revenues from new
customers
Revenues from new
customers as % of all
revenues
64. 64
Imagine that you have to define KPIs for a cosmetics producers.
2 brands. 1 stong in Poland
the other in Romania.
No e-commerce.
Penetration in some regions
is stronger than in others.
66. 66
The FMCG business model is driven by some basic KPIs
# sold
Unit production
cost
Gross Margin Head office
Operational profit
Fixed Cost /
Quantity produced
Unit variable cost
+
Cost of sales &
marketing
Net Margin
-
-
Average price
Unit Gross Margin
-
x
Market share Market size
68. 68
Imagine that you have to define KPIs for a cosmetics producers.
2 brands. 1 stong in Poland
the other in Romania.
No e-commerce.
Penetration in some regions
is stronger than in others.
69. 69
Now lets’ look at drivers and pick the best KPIs
# sold Unit Gross Margin
Cost of sales &
marketing
Brand awareness New products Reach
# of pieces sold
Gross Margin per
piece sold
Cost of sales &
marketing as % of
Sales
Top of the mind
brand awareness
% of sales generated
by new products
Weighted
distribution
% Market share % Gross Margin % Net Margin
Supported brand
awareness
Numeric distribution
Average price sold
% Discount given to
retail chains
NPS score
% of Net Margin
generated by new
products
70. 70
Now lets’ look at drivers and pick the best KPIs
Cost position level
Cost position to
sales
% increase in cost
level vs last year /
previous period
% increase in cost
level to % increase
in sales
Working capital
Level
Inventory level in
Days of Sales
Receivables level in
Day of Sales
Payables in Days of
Production
Profitability
% Gross Margin
% Net Margin
% EBITDA
Cash Generation
EBITDA to debt
ratio
Operational cash
flow to EBITDA
Dead weight stock
as % of all
inventory stock
Dead weight stock
as % of sales
Capex to EBITDA
72. 72
Imagine that have to define KPIs for a smartphone producer
He operates in Easter Europe
Products are sold to mobile phone
operators and end customers
His customer use the product for 2
years on average
74. 74
The SMCG business model is driven by some basic KPIs
# sold
Unit production
cost
Gross Margin Head office
Operational profit
Fixed Cost /
Quantity produced
Unit variable cost
+
Cost of sales &
marketing
Net Margin
-
-
Average price
Unit Gross Margin
-
x
Market share Market size
76. 76
Imagine that have to define KPIs for a smartphone producer
He operates in Easter Europe
Products are sold to mobile phone
operators and end customers
His customer use the product for 2
years on average
77. 77
Now lets’ look at drivers and pick the best KPIs
# sold Unit Gross Margin
Cost of sales &
marketing
Brand awareness New products Reach
# of smartphones
sold
Gross Margin per
piece sold
Cost of sales &
marketing as % of
Sales
Top of the mind
brand awareness
% of sales generated
by new products
Weighted
distribution
% Market share % Gross Margin % Net Margin
Supported brand
awareness
Numeric distribution
Average price sold
% Discount given to
retail chains
NPS score
% of Net Margin
generated by new
products
78. 78
Now lets’ look at drivers and pick the best KPIs
Loyalty base
End-customer
share
# of registered
customers
% share of
revenues generated
by end-customers
% of registered
customer that re-
bought phone
% share of Net
Margin generated
by end-customers
% of phones sold
directly to end-
users
Cost position level
Cost position to
sales
% increase in cost
level vs last year /
previous period
% increase in cost
level to % increase
in sales
Working capital
Level
Inventory level in
Days of Sales
Receivables level in
Day of Sales
Payables in Days of
Production
Profitability
% Gross Margin
% Net Margin
% EBITDA
Cash Generation
EBITDA to debt
ratio
Operational cash
flow to EBITDA
Dead weight stock
as % of all
inventory stock
Dead weight stock
as % of sales
Capex to EBITDA
82. 82
The commodity business model is driven by some basic KPIs
# sold
Unit production
cost
Gross Margin Head office
Operational profit
Fixed Cost /
Quantity produced
Unit variable cost
+
Cost of sales &
marketing
Net Margin
-
-
Average price
Unit Gross Margin
-
x
Customer
catchment area
Supplier
Catchment
Area
84. 84
Imagine that you have to define KPIs for a plywood producer
3 plants
Wood supplies done by
independent suppliers
Sales done via
wholesalers
85. 85
Now lets’ look at drivers and pick the best KPIs
# sold Unit Gross Margin
Cost of sales &
marketing
New products
Added value
products
# of m3 sold
Gross Margin per
piece sold
Cost of sales &
marketing as % of
Sales
% of sales generated
by new products
% of sales generated
by added value
products
% Utilization of
production
capacity
% Gross Margin % Net Margin
% of Net Margin
generated by added
value products
Average price sold
% Discount given to
retail chains
% of Net Margin
generated by new
products
Pipeline
# of months for
which we have sold
the production
# of m3 booked for
the next months
86. 86
Now lets’ look at drivers and pick the best KPIs
Cost position level
Cost position to
sales
% increase in cost
level vs last year /
previous period
% increase in cost
level to % increase
in sales
Working capital
Level
Inventory level in
Days of Sales
Receivables level in
Day of Sales
Payables in Days of
Production
Profitability
% Gross Margin
% Net Margin
% EBITDA
Cash Generation
EBITDA to debt
ratio
Operational cash
flow to EBITDA
Dead weight stock
as % of all
inventory stock
Dead weight stock
as % of sales
Capex to EBITDA
90. 90
The e-commerce business model is driven by some basic KPIs
# Transactions
Average Value
Transaction
Total revenues
Selling, General &
Administrative costs
x
EBITDA from e-
commerce
Average Value
Transaction of basic
purchase
Average Value
Transaction of
additional purchase
# of Visit % Conversion
Cost of Acquiring Traffic
Logistics costs
# of delivered parcels
Cost per 1 parcels
+
x
x
Others
+
# of paid visits
Cost per 1000 visits x
% Gross Margin
Gross Margin generated
by e-commerce
x -
People in the Head -
office & Development
92. 92
Imagine that you have to define KPIs for a e-commerce player selling mainly
fashion products
3 e-commerce stores
6 markets
No physical stores
93. 93
KPIs for Management Consultants and
Business Analysts
$190
$19
For more details and content check my online course where you can find case
studies showing analyses along with detailed calculations in Excel
Click here to check my course
96. 96
In this section we will talk about the following issues
The definition of a good KPI Vanity Metrics SMART KPIs
Alignement of KPIs Cascading KPIs Leading vs Lagging KPIs
Input KPIs vs Output KPIs Proxy KPIs
How to set the value for
KPIs
98. 98
A good KPIs has certain characteristics
It’s not vanity metric
It’s SMART
Assigned to specific person
or a team
You use it to manage /
motivate and take
decisions
KPIs are alligned in the
organization with main
business goals
You report and analyze it
on regular basis
Influence your bonus
The person knows the KPI
and can influence it
100. 100
Vanity metrics are extremely dangeours for your business
Metrics designed to be impressive yet not
actionable or relevant to the goal of the business.
Can be easily manipulated
Don’t move your business into the right direction /
you are wasting your effort on the wrong things
Vanity metrics =
101. 101
Let’s have a look at 2 examples
Vanity
Metrics
# of followers
Facebook page
# of total customers
SaaS business
Better
Metrics
Engagemnet Level i.e. Counted as a sum of
likes, comments, shares, other reaction
Engagement rate = Engagement level / # of
followers
Net gained customers for a given period (# of
customers gained - # of customer lost)
% Growth of net customers = Net gained
customers / # of customers at the begining of
the period
103. 103
As we said the KPIs have to be S.M.A.R.T. We will explain what it means
in practice in the next lectures
SMART goals
How to apply SMART
methodology to KPIs –
general rules
How to apply SMART
methodology to KPIs –
example
105. 105
S
M
A
R
T
Specific – target a specific area for improvement
Measurable – it has to be quantifiable; you have to have a way of measuring it
Assignable – it says who will do it
Realistic – it can be delivered
Time-related – it says when it has do be delivered / by which dates
The SMAR formula translates to 5 rules you should use when
defining the goals
106. 106
Goals for ordinary tasks Goals for skills
Avoid vague tasks
Always for projects set deliverables, dates and
responsible persons
Merge the task with the goal on the to-do list and set
the right pace to a achieve the goal within the defined
time
Set goals for improving your skills
Set goals for learning new things
Set goals for making the repetitive things faster and
better
SMART goals should be set for the task but also for skills
107. 107
Imagine that you want to write a book. Let’s translate it into
task with SMART goals
Imagine that you
want to write a book
Define the size
of the book and
deadline
Divided into
small tasks
Make the tasks
SMART
Set the pace and
execute
200 pages
1 page = 800
characters
Time= 1 year
Write pages Write 1 page
every day
Measure every
week completion
rate against the
target (1
page/day=7
pages/week)
If necessary act
to keep the pace
108. 108
By comparing your results and benchmarks you can decide
what to improve, work on
Internal
Learn
Spanish
Speed of
typing
Area Unit
Current
result
Level
words/
minute
0
40
n/a
39
External
Intermediate
80
Sing-in the course
Listen to Spanish TV 30 minutes
every day
Enroll into a on-line course
Devote 15 minutes every day to
training
Target
Intermediate
in 2 years
Achieve 60
words/minute
In 3 months
Actions
109. 109
Map your skills, experience, skills and set goals where you
want to be
Sales projects
Experience
1
# of projects
Current Target
4
Industry
Current Target
Marketing projects 2 6
Supply chain projects 2 2
Production projects 3 3
HR projects 0 1
Excel
Skills Lowest Level Highest level
Negotiation
English
Optimizing production
Setting up on-line
marketing campaigns
111. 111
S
M
A
R
T
Specific – target a specific area for improvement
Measurable – it has to be quantifiable; you have to have a way of measuring it
Assignable – it says who will do it
Realistic – it can be delivered
Time-related – it says when it has do be delivered / by which dates
As we previously said the SMART rule is not only great for goals
setting but also for defining KPIs
112. 112
S
M
A
R
T
Specific – targets a specific area, is well defined (by some formula), we know what is the
source of data for calculation and who will calculate it. We specify the units and dimensions
of KPI
Measurable – it has to be quantifiable; you have to have a way of measuring it preferably
described with a mathematical formula
Assignable – it says who is responsible for delivering the results that the KPI describes. This
person / team can impact the level of KPIs – has the power and resources to do that
Realistic – it can be delivered
Relevant – it is linked to the main goals of the business
Time-related – it says for which period it is calculated, when it has do be calculated/ by
which dates
Let’s first modify a little bit the definition
114. 114
S
M
A
R
T
Specific
Measurable
Assignable
Realistic
Relevant
Time-related
Let’s first modify a little bit the definition
Churn Rate
Churn rate on revenues, calculated by Baremetrics using our financial data at the
end of every month
Calculated in percentage in reference to the revenues from the previous period
Expressed in percentage
(Net revenue from new customers+ Net additional revenue from current
customers i.e. from upgrades – Net revenue lost due to the loss of customer)
Net revenue from the previous period
Responsible for the level of the churn rate is the Growth Team that is responsible
not only for acquisition but also retention
The main goal of the firm is the EBITDA that heavily depends on churn rate. The
smaller the churn rate the bigger the EBITDA
The churn rate can be calculated automatically on daily basis
116. 116
Alignment is extremely important. Here we will discuss what it is
Alignment is arrangement in a straight line, or in correct
relative positions
For business it means that the goals are connected in the
proper manner and actions are coordinated
For a KPI it means that it is aligned with strategy /
strategic goals. Such a KPI shows you whether you are
closer to archiving those goals
KPIs should be also aligned between each other
Alignment of KPIs =
117. 117
Let’s imagine that you wanted to check whether there is an alignment
between business goals and KPIs given to board members
Market Capitalization
Operational Cash flow
Low Debt Level
118. 118
Let’s see at KPIs for the board of Directors
Sales Director 1
CEO
Marketing Director 1 R&D Director 1 COO 1
Sales Value Sales Value
Market Share
# of products introduced Cost per unit
Market Capitalization
120. 120
Just as reminder you were to check whether there is an alignment
between business goals and KPIs given to board members
Market Capitalization
Operational Cash flow
Low Debt Level
121. 121
Let’s see at KPIs for the board of Directors
Sales Director 1
CEO
Marketing Director 1 R&D Director 1 COO 1
Sales Value Sales Value
Market Share
# of products introduced Cost per unit
Market Capitalization
122. 122
Let’s see whether we can define more aligned KPIs for Board Members
Sales Director 1
CEO
Marketing Director 1 R&D Director 1 COO 1
EBITDA
% Gross Margin
Receivables in Days of Sales
Inventory in Days of Sales
EBITDA
Market Share
Brand Awareness
NPS on our brand
EBITDA created by new
products (for the last 3
years)
% growth of sales on new
products
EBITDA on products created
in our own factories
Inventory in Days of Sales
Payables in Days of
Production
% EBITDA
Market Capitalization
EBITDA
Debt to Equity
Operational Cash flow to
EBITDA
Market Capitalization
Operational Cash flow
Low Debt Level
124. 124
When you look at the structure you have delegation of work and
cascading of responsibility. In the same way you have to define KPIs
Director
CEO
DirectorDirector Director
Manager ManagerManager Manager
Specialist SpecialistSpecialist Specialist
KPI A
Business
Goal
KPI CKPI B KPI D
KPI B.1. KPI B.3KPI B.2. KPI B.4.
KPI B.3.1. KPI B.3.3.KPI B.3.2. KPI B.3.4.
125. 125
Imagine now that you were to define the KPIs for the Operations
department
You have the KPIs for
Board of directors
You have to define the
KPIs for Directors
126. 126
Previously we have defined the following KPIs for Board Members
Sales Director 1
CEO
Marketing Director 1 R&D Director 1 COO 1
EBITDA
% Gross Margin
Receivables in Days of Sales
Inventory in Days of Sales
EBITDA
Market Share
Brand Awareness
NPS on our brand
EBITDA created by new
products (for the last 3
years)
% growth of sales on new
products
EBITDA on products created
in our own factories
Inventory in Days of Sales
Payables in Days of
Production
% EBITDA
Market Capitalization
EBITDA
Debt to Equity
Operational Cash flow to
EBITDA
127. 127
Now try to define KPIs for lower level directors
Sales 1
CEO
Marketing 1 R&D 1 COO 1
Production Director 1 Logistics Director 1 Purchasing Director 1
Production
Employees
150
Maintenance
Employees
50
Production
Planning
7
Warehouse
Employees
60
Coordination
Center
8
Buyers 15
Purchasing
Planning
7
EBITDA on products created
in our own factories
Inventory in Days of Sales
Payables in Days of
Production
% EBITDA
Market Capitalization
EBITDA
Debt to Equity
Operational Cash flow to
EBITDA
129. 129
Just as a reminder you were to define the KPIs for the Operations
department
You have the KPIs for
Board of directors
You have to define the
KPIs for Directors
130. 130
We were supposed to do it on the bases of KPIs for COO
Sales 1
CEO
Marketing 1 R&D 1 COO 1
Production Director 1 Logistics Director 1 Purchasing Director 1
Production
Employees
150
Maintenance
Employees
50
Production
Planning
7
Warehouse
Employees
60
Coordination
Center
8
Buyers 15
Purchasing
Planning
7
EBITDA on products created
in our own factories
Inventory in Days of Sales
Payables in Days of
Production
% EBITDA
Market Capitalization
EBITDA
Debt to Equity
Operational Cash flow to
EBITDA
131. 131
Let’s see how the answer could look like
CEO
COO
EBITDA on products created in our own factories
Inventory in Days of Sales
Payables in Days of Production
% EBITDA
Market Capitalization
EBITDA
Debt to Equity
Operational Cash flow to EBITDA
Production Director
EBITDA on products created the factory
Work in Progress in Days of Production
% of orders executed according to plan (right quality, right quantity, right time)
% EBITDA on factory production
Logistics Director
% of orders delivered according to plan (right quality, right quantity, right time)
Cost of logistics & warehousing as % of Sales
Average lead time
Purchasing Director
% EBITDA
Inventory of Raw Materials in Days of Production
Payables in Days of Production
133. 133
Lagging KPIs Leading KPIs
Based on historical data Uses early signs to estimate the direction of certain
phenomena ahead of time
When it comes to the ability to act upon KPIs we can divide
them into 2 groups:
Can be exactly calculated Only allows for rough estimation
Quite often you use so called proxy metrics / KPIs – you
cannot measure something ahead of time so you look
for things link to the main phenomena or causing /
predicting the phenomena
If the KPIs is falling below the target you notice it only
after some times – you react after the damage has been
done
Leading KPIs enable you to “predict” potential future
and act immediately – part of the damage can be
reverted
Gives you warning and time to react
134. 134
Lagging KPIs Leading KPIs
Churn rate in SaaS – percentage of people not renewing
their contract with us
Engagement Rate – how often he uses the SaaS, how
many minutes he uses the product
Let’s look at some examples
Money earned by the movie in the first month Early screening results – it can be for example NPS of
people who saw the movie during early screening or
average rating give by them or probability of them going
to see the movie for the second time
Money earned by a new product Results from presale
Number of people that signed for the waiting list
136. 136
Input KPIsOutput KPIs
Measures the effort that drives the result / output Measures the output and does not take into account the
effort. The output may be a result of random things outside
of the control of the person responsible for the KPI
You can divide KPIs also into 2 other groups: Output KPIs and
Input KPIs
Since it measure effort it is more actionable. You know
what to do
Gives you suggestion whether you should act or not but
does not tell you in what way. You know that there is a
problem but you don’t know how to solve it
Usually Leading KPI Lagging KPI
137. 137
Output KPIs Input KPIs
Sales achieved – how much specific person or team
sold during specific period
# of customer approached – how many potential
customer you have contacted
Pipeline value – the value of all potential contracts
Let’s have a look at some examples
# of recruited consultants # of CV gathered
# of meetings set up with potential candidates
# of books sold during first 3 months # of reviews / blog posts / YouTube movies created
on the book before the launch
# of interviews given
# of bloggers / reviewers / YouTubers / journalist
contacted with the information about the book
B2B sales
Consulting
Recruitment
Successful
launch of a
book
139. 139
Proxy KPIs
Net Promoter Score (NPS) – you calculate what percentage of people where happy with
the product (Promoters) and what percentage were not happy (Detractors). NPS = % of
Promoters - % of Detractors
Average review on Yelp / Facebook
Quite often you cannot measure something important. In such cases
you have to look for Proxy KPI
Sales per 1 person from HQ in comparison with competition and previous periods
Overall Labor Efficiency (OLE) – measures what percentage of available time is spent on
works
Place in a ranking of employers from your category
NPS from internal survey among employees
Turnover rate – % of people that left the job during the year
Retention level of “stars”
Happiness of
customers
Efficiency of people in
Head Quarter
How good an
employer you are
141. 141
There are 4 ways in which you can set the value for KPIs
Plan Historical Data
Internal
Benchmark
External
Benchmark
142. 142
Let’s see how we can set KPIs using plans and historical data
Total revenues
from new stores
(Plan)
Average sales per 1
store – historical
data or assumption
# of new stores to
be opened (Plan)÷
143. 143
Let’s see how we can set KPIs using plans and historical data
Last Year sales –
historical data
1+ % growth of the
market size
(Forecast)
This Year sales
(Plan)
1 - % sales
cannibalized (Plan)
1+ % LFL growth
(Plan)
x
144. 144
You can also use internal benchmarks to set the value of KPIs. Below
example of sales for different sales reps.
100
120
140
160
Jon Tom Peter Mike
Current Sales Benchmark / Target
Sales per 1 sales rep
In thousands PLN
145. 145
You can also use internal benchmarks to set the value of KPIs. Below
example of sales for different sales reps.
100
120
140
160
150 150 150
160
Jon Tom Peter Mike
Current Sales Benchmark / Target
Sales per 1 sales rep
In thousands PLN
146. 146
You can also use external benchmarks to set the value of KPIs. Below
example of sales for different sales reps.
2 000
2 200
1 400
1 600
3 000
2 500
1 100
1 500
2 800
Company A Company B Company C Our Company Company E Company F Company G Company H Company I
Sales per 1 person in the Head Office
In thousands PLN
Average = 2 011
80% of Max = 2 400
147. 147
KPIs for Management Consultants and
Business Analysts
$190
$19
For more details and content check my online course where you can find case
studies showing analyses along with detailed calculations in Excel
Click here to check my course
149. 149
How to use KPIs to model the
business in Excel – Introduction
150. 150
It’s a good practice to model your business in Excel. For this you use the drivers
and KPIs you have defined
#
transactions
Average
revenue per
transaction
Total
revenuex
% Fee of the
marketplac
e
Average
transaction
value
Total
searches
% conversion
x
x
Total Costs
Total margin
-
Rent
People
Cost of traffic
Ratio of
visitors to
searches
Average cost
of 1 visit
+
x
Development
151. 151
SaaS
E-commerce
Media site
2-sided market
User Generated Content
Mobile Applications
Retail
B2C Service
B2B Service
FMCG
SMCG
Commodity
Since we have different KPIs for different business models also their
model in Excel will look totally differently
153. 153
In this section I will show you how to model the following business
models using KPIs
Restaurant Business Model
E-commerce Business
Model
Consulting Business Model
SaaS Business Model
154. 154
You can see movies for every model by clicking on one of the box
YouTube movie showing
Restaurant Business Model
YouTube movie showing
E-commerce Business
Model
YouTube movie showing
Consulting Business Model
YouTube movie showing
Retail Business Model
155. 155
For every business model we will discuss the main drivers, KPIs, links
between them and later on I will show you how to reflect it in Excel
# transactions
Average
revenue per
transaction
Total revenuex
% Fee of the
marketplace
Average
transaction value
Total searches % conversion
x
x
Total Costs
Total margin
-
Rent
People
Cost of traffic
Ratio of visitors
to searches
Average cost of 1
visit
+
x
Development
156. 156
KPIs
Main challenges
For the online models apart from the Excel model I will discuss
Examples of businesses
Logic flow of customers
157. 157
As said we will start with Restaurant business model that is a an example of a
B2C business model. So we will first explain this general model
Restaurant Business Model
E-commerce Business
Model
Consulting Business Model
SaaS Business Model
159. 159
We can be talking about 3 different models here
Services performed at specialized
place no production involved
Services performed at customer
place
Services performed at specialized
place with some production
160. 160
Now let’s move on to 2nd group – services with some production
Services performed at specialized
place no production involved
Services performed at customer
place
Services performed at specialized
place with some production
161. 161
The 2nd type of services (restaurant chains) have to face the
following challenges
Location
Minimizing and
Managing Fixed Costs
Optimizing Capex
Seasonality of
Demand
Upsell and cross-sell
Standardization of
services
Queue ManagementPrice Discrimination
Capacity
management
People rotation and
knowledge
management
Growing customer
base despite
infrequent purchases
Utilization of people
163. 163
When you want to set up a restaurant you have to not only face the
monthly recurring costs but also invest a huge amount of money into the
place
164. 164
Have a look what you will spend your money on long before
opening of the restaurant
Purchase of the place
FurnitureDesign
Kitchen equipemt
Domestic
Appliances
Computer, cash
till, POS
Uniforms for
employees
165. 165
There are plenty of monthly costs that have to be paid every
month
Food and
drinks
Utilities (water,
electricity, gas, waste)
Stock
Rental of the place
Services i.e.
book-keeping
Cleaning costs
Personel
167. 167
Let’s have a look at the simple model
Number of meals per
day
Number of days
Restaurant
# of
transactions
Revenues
Gross
Margin
Net Margin
Operating
Profit
ATV - average
Cost of marketing
Franchising Fee
Other Variable costs
Fixed Costs
% Gross
Margin
% Food
ratio
168. 168
Before we go to Excel let’s talk about the logic we used to
build the Excel model
Conversion rate to
consumption at the
restaurant
Conversion rate into
takeaways
Visits
# of
transactions
Revenues
Gross
Margin
Net Margin
Operating
Profit
ATV for both
subgroups
Cost of marketing
Franchising Fee
Other Variable costs
Fixed Costs
% Gross
Margin
% Food
ratio
170. 170
The retail business model is driven by some basic KPIs
# Transactions
Average Value
Transaction
Total store revenue Total store costs
x
Store EBITDA
Average Value
Transaction of basic
purchase
Average Value
Transaction of
additional purchase
# of Visitors % Conversion
Rent
People
# of People
Average wages
+
x
x
Others
+
# of sq. m
Fee per sq. m x
% Gross Margin
Gross Margin generated
by the store
x -
172. 172
In e-commerce you will have 3 types of players depending on
their presence in off-line and their approach to both channels
E-commerce
Pure players
Off-line players with
separate on-line presence
Multichannel /Omni
players
173. 173
Customer behaviors has huge impact on the business model and
on what the e-commerce should concentrate on
Less than 40% of the buyers will buy this year
Focus is on customer acquisition
Loyalty program are not good investment
70% of e-commerce businesses are in this model
Acquisition
mode
Description of the business model Examples
E-commerce selling only 1 type of Slow Moving
Consumer Goods (SMCG) bought infrequently i.e.
vacuum cleaner, scuba diving, furniture
E-commerce for 1-time in the life event: strollers,
40%-60% of the buyers will buy this year
You have a nice mix of new and returning customers
Focus is on customer acquisition as well increasing the
value of the customer (increased frequency and
increased purchase per visit)
Hybrid mode
E-commerce that sells SMCG with relatively big
frequency of purchase(1.0-2.5 times a year ) i.e.
shoes (Zappos)
More than 60% of the buyers will buy this year
Focus is on increasing the value of the customer
(increased frequency and increased purchase per visit)
10% of businesses are in this model
Loyalty mode
Very strong brands with high frequency of
purchase (i.e. Zara, Amazon)
Marketplaces i.e. Udemy, Uber
Source: Lean Analytics: Use Data to Build a Better Startup Faster; A. Croll, B. Yoskovitz
174. 174
Just to remind you some examples of well known e-commerce
businesses
Products sold On-line / Off-line situation
Virtually everything esp.
books, toys, fashion
Mode
Pure on-line player Loyalty mode
Fashion Multichannel player Loyalty mode
Tickets for events Pure on-line player Acquisition mode
Groceries Multichannel player Hybrid mode
Razors and cosmetics
for men
Pure on-line player Loyalty mode
Fashion Pure on-line player Hybrid mode
175. 175
VISIT
PAID DIRECT SEARCH
To understand the logic of e-commerce business model have a look at the
visualization of how it works
RECO ENGINENAVIGATION
BOUNCED
NOT INTERESTED
ABANDONED
UNSATISFIED
ONE-TIME BUYER UNSOCIAL BUYERCALL TO ACTION
OPEN RATE
SEARCH
CART
ADDITIONS
CONVERSION
LOGISTICS, DELAYS
VIRALRETURNING
CAC PageRank
Bounce rate
Sharing rate
Abandonment,
conversion rates
Ratings, delivery issues
Signups
Mail/RSS/TwitterReturning rate
Customer Lifetime Value Transaction size
Emphasis on repurchase rate,
frequency, click-through rate,
lifetime value
Emphasis on
maximizing cart
value, minimizing
acquisition costs
DELIVERY
SHARINGENROLLMENT
Source: Lean Analytics: Use Data to Build a Better Startup Faster; A. Croll, B. Yoskovitz
177. 177
Before we go to Excel let’s talk about the logic we used to
build the e-commerce Excel model
Conversion rate
Visits
# of
transactions
Revenues
Gross
Margin
Net Margin
Operating
Profit
ATV
Cost of traffic
Cost of logistics
Transaction fees
Fixed Costs
% Gross
Margin
179. 179
Due to margins and integration with you we can divide the
B2B services into 3 groups
Professional service Other external servicesOutsourcing of your process
Lawyer
Auditors
Consultants
Marketers
Production Process
Maintenance Process
Book keeping and reporting
Shared Service Canters run by
external companies
Logistics
IT
Measuring
181. 181
Let’s have a look at the main challenges in B2B services
Utilization of people
People rotation and
knowledge
management
Upsell and cross-sell
Seasonality of
Demand
Optimizing Capex
and Opex
Automation
Standardization of
services
Price Discrimination
Capacity
management
Productization of
services
Growing new
businesses using
customer base
Minimizing and
Managing Fixed Costs
183. 183
Service companies in general are all about converting your
workers time into money
Man-hours
184. 184
There are some general rules that you should follow
Measure man-hours
Measure tasks
Stay productive and
efficient
Make sure supply matches
demand
Forecast and create
demand
Manage supply ahead of
time
Make sure that margins are
OK
186. 186
The typical model of a service model can be presented using
this logic
% Utilization# hours
available
# of billable
hours
Revenues
Gross
Margin
Operational
Profit
Net Profit
Hourly fee
HQ costs Bonuses
Interest
% Gross
Margin
Wages
187. 187
KPIs for Management Consultants and
Business Analysts
$190
$19
For more details and content check my online course where you can find case
studies showing analyses along with detailed calculations in Excel
Click here to check my course
190. 190
Management consultants are brutally efficient
KPIs give you great basis to properly allocate your attention
and money and get the best results from your business
191. 191
In this section I will show you how to manage a business using KPIs.
Before moving to cases I will have to introduce 3 concepts
Backward logic Benchmarks Comparison metrics
193. 193
Imagine that you were supposed to say how much you have to
spend to create a company that has revenue of $ 100 M dollar
Imagine that you were supposed to say how much you have to
spend to create a company that has revenue of $ 100 M dollar
194. 194
You could use for that the so called backward reasoning
CC: Flickr; Cycle Track
195. 195
Imagine that you were supposed to say how much you have to
spend to create a company that has revenue of $ 100 M dollar
Total Costs
$ 400 M
Cost of 1 lead
$ 2 K
# of leads
200 K
÷
% Conversion
10%
x # of customers
20 K
Average revenue
per customer
$ 5 K
Revenues
$ 100 M
x
199. 199
There are 2 types of benchmarks
Internal External
Based on previous execution
Extremely comparable
Very reliable
Detailed – can be put for each and every activity
Based on some external source (i.e. reports)
Not that easily comparable
They to be treated with caution
Only for chosen amount of activities
Can give you food for drastic improvements - by
analyzing them you can find totally different
method of working
200. 200
By comparing your results and benchmarks you can decide
what to improve, work on
Internal
Salary
Speed of typing
Speed of
analyzing Excel
Area Unit
Current
result
K USD
words/ minute
minute
5
40
15
4
39
10
External
7
80
12
Your salary went up in
comparison with your previous
one but you are still below the
market
Your typing speed has improved
slightly yet you are far below the
speed achieved by others
You not only improved your speed
of analyzing but also are better
than others
Makes sense to teach others how
to do it
Conclusions
202. 202
I recommend in comparing yourself to competition to use 5 dimensions
Size
Profitability
Pace of growth
Cash
generation
Debt level
Revenues, market share, quantity sold
% EBITDA, % EBIT, ROA
Growth of revenues, growth of quantity sold, opened new stores
Cash to EBITDA ratio, Cash position, Net Debt
Debt to EBITDA ratio
204. 204
To show you how to manage a business using KPIs I will use 4 case
studies
How to decide how to 10x
your business
Increasing profitability –
retail chain
# of dishwasher and
waitress in a restaurant
How to increase production
and decrease costs –
commodity business
205. 205
To see the case studies check my online course. Below a link to it:
KPIs for Management Consultants and
Business Analysts
$190
$19
Click here to check my course
208. 208
Management consultants are brutally efficient
Managing people is much easier if you set them
targets. The easiest way to do that is via well defined
KPIs that are part of bonus / motivation system
209. 209
There are a few good reasons why using KPIs to motivate people makes
sense
KPIs gives you measurable
target
If you can impact the value
of KPI, the target based on
the KPI gives you clear
guidance what to do
You can compare different
people / teams / business
You can track the KPIs and
the performance of the
person over time
You can link the KPIs to
business goals and in this
way give people impact on
the business
211. 211
There are plenty of places in which you should put KPIs to motivate
people
Bonus / motivation system
Rankings visible to everybody
Online dashboard
Offline dashboard
Mention in written form i.e.
weekly reports send to people
Mention during meetings i.e.
daily or weekly overview
213. 213
In this section I will show you the following case studies regarding
motivation system. For more details check my online course
How to analyze motivation
system of sales force
Sales force motivation
system in juice producer
How bad KPIs in production
can cause troubles
Board of directors
motivation system
Click here to check my course
215. 215
Motivation plan for sales people can be pretty complicated
Region sales plan
realization
80%
Country plan
realization
20%
Sales plan
realization
80%
Qualitative
assessment
20%
Variable part 40%Fixed part 60%
Salary
216. 216
Person A has the following motivation system. What kind of problems
it may cause?
Variable part 10%Fixed part 90%
Salary
217. 217
Person B has the following motivation system. What kind of problems
it may cause?
Sales value plan
realization
90%
Qualitative
assessment
10%
Variable part 20%Fixed part 80%
Salary
Sales rep can change the price
of the product and give
discounts
218. 218
Person C has the following motivation system. What kind of problems
it may cause?
Sales margin
realization
80%
Qualitative
assessment
20%
Variable part 20%Fixed part 80%
Salary
All costs covered by the sales
rep
219. 219
Person D has the following motivation system. What kind of problems
it may cause?
% of sales n/a
Fixed part =2x
Average salary
n/a
Salary
221. 221
If the Person A has the following motivation system you can have the
following problems
Variable part 10%Fixed part 90%
Salary Problems that may occur
Variable part is too small
The sales rep will not be motivated to drive
the sales and put additional effort
222. 222
If the Person B has the following motivation system you can have the
following problems
Sales value plan
realization
90%
Qualitative
assessment
10%
Variable part 20%Fixed part 80%
Salary
Sales rep can change the price
of the product and give
discounts
Problems that may occur
Majority of the variable part depends on
sales value which is not preferable solution
as this does not drive the margin creation
The sales rep has a control over the price
and discounts so he will be tempted to
increase discounts to get more sales. In this
way he will hurt total margin
223. 223
If the Person C has the following motivation system you can have the
following problems
Sales margin
realization
80%
Qualitative
assessment
20%
Variable part 20%Fixed part 80%
Salary
All costs covered by the sales
rep
Problems that may occur
In this example we have margins instead of sales
value which is much better solution
However, all cost are covered by the sales rep
which may lead the sale rep to minimize his
expenditure rather than to maximize the margin
for the company
224. 224
Person D has the following motivation system. What kind of problems
it may cause?
% of sales n/a
Fixed part =2x
Average salary
n/a
Salary Problems that may occur
The fixed part may be big enough for the sales
rep not to care too much about the sales level
His variable part is just a percentage of sales .
Due to this there is a great probability that he
will not care about the margin
Moreover, there is no plan of sales / margin so
he will work only as much as he needs to cover
his expenses
226. 226
We will now have a look at a company selling branded juice in
Romania that has 2 type of sales force
They sell via wholesalers to
independent stores and
retail chains
Area Managers sell to
wholesalers
Sales reps sell to stores and
retail chains
227. 227
We will now have a look at a company selling branded juice in
Romania that has 2 type of sales force
228. 228
The area managers have the following motivation system
Sales value plan
realization -
wholesale
70%
Qualitative
assessment
10%
Variable part 40%Fixed part 60%
Salary
You have to have at least 80%
of plan realization to get any
bonus
Sales value plan
realization - stores
20%
229. 229
The area managers has the following motivation system
Sales value plan
realization - stores
90%
Qualitative
assessment
10%
Variable part 30%Fixed part 70%
Salary
You have to have at least 80%
of plan realization to get any
bonus
230. 230
How can bad KPIs in production cause
troubles – Problem
231. 231
The aim of the company is to
maximize EBITDA
Production is judged against 1 KPI –
Production cost per unit
Imagine that you are working for a ceramic tiles producer that wants you
to tell them whether new motivation system for production is a good idea
232. 232
How can bad KPIs in production cause
troubles – Solution
233. 233
The aim of the company is to
maximize EBITDA
Production is judged against 1 KPI –
Production cost per unit
Imagine that you are working for a ceramic tiles producer that wants you
to tell them whether new motivation system for production is a good idea
234. 234
Below certain things that you might have noticed with regard to the
proposed motivation system
Low unit production costs has nothing
to do with EBITDA
You are incentivized to produce more
rather than to produce the right things
There is no incentive to produce
difficult things
There is no incentive to produce high
margin products
Cost may be cut by lowering the
quality of the materials used
You may create a big inventory of
finished products
You end-up producing easy things that
maybe are not desired
You are not incentivized to keep WIP
and inventory low
236. 236
Let’s imagine that you were asked to judge the motivation system
created for Board Members of a cosmetics producer
3 Business Goals: market
cap, cash flow, Low debt
5 Board Members
The Supervisory Boards sets
the KPIs & goals
237. 237
Let’s see at KPIs for the board of Directors
Sales Director 1
CEO
Marketing Director 1 R&D Director 1 COO 1
Sales Value Sales Value
Market Share
# of products introduced Cost per unit
Market Capitalization
239. 239
Just as a reminder you were asked to judge the motivation system
created for Board Members of a cosmetics producer
3 Business Goals: market
cap, cash flow, Low debt
5 Board Members
The Supervisory Boards sets
the KPIs & goals
240. 240
Every board member had different KPIs in his motivation system
Sales Director 1
CEO
Marketing Director 1 R&D Director 1 COO 1
Sales Value Sales Value
Market Share
# of products introduced Cost per unit
Market Capitalization
241. 241
Below certain things that you might have noticed with regard to the
proposed motivation system
Hardly any alignment
Some business goals not
addressed
Almost every board member is
incentivized to destroy value
KPIs are relatively vague
There are hardly any long-term
KPIs
Board member treated as a
separate entities
242. 242
Now let’s have a look in details what kind of troubles it may cause
Sales Director 1
CEO
Marketing Director 1 R&D Director 1 COO 1
Sales Value Sales Value
Market Share
# of products introduced Cost per unit
Market Capitalization
Market Capitalization
Operational Cash flow
Low Debt Level
243. 243
KPIs for Management Consultants and
Business Analysts
$190
$19
For more details and content check my online course where you can find case
studies showing analyses along with detailed calculations in Excel
Click here to check my course
260. 260
5 examples of business /
financial models in Excel
Practical guide how to check whether the business makes
sense
presentation
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