Developing your go to market strategy by Kris Konrath, Convergent Digital Ignition
Learn about developing your go to market strategy. We’ll take a look at the five key components to developing a go to market strategy including your target market, marketing channels, messaging, pricing & packaging and customer acquisition cost. By Kris Konrath, Marketing Director at Convergent
Product market fit is achieved by finding the successful intersection of product iteration, competition/market and go-to-market strategy. Finding product market fit (PMF), however, is hard when these three factors confound problem solving in the search for PMF.
Fortunately, competition tends to be roughly constant over the period in which a startup is solving for PMF. To control between product iteration and GTM, go-to-market can be broken into five sub-steps in any of which product changes are small enough not to confound. This allows GTM tactics and strategy to be tested and proven or disproven.
The five steps are first sale, founder sales, first sales person, sales leadership, scaling sales - each a distinct stage that can be tested and measured. There are metrics abound to measure sales performance, but many - including funnel conversion metrics, LTV and CAC - are fuzzy and imprecise in the early stages of a startup. What matters is whether a software business is adding adequate net new revenue per cash burned as measured by monthly increase in MRR per monthly net cash burned. Cash efficiency should go up at each successive go-to-market step.
Market sizing TAM SAM SOM Target MarketReza Hashemi
Startups need a clear understanding of their market segment and show know about SAM, TAM abd SOM. As a Mentor in StartupWeekend and NEXT program, I have noticed that many entrepreneurs are not familiar with these terms. Here’s a quick explanation of what they mean, as an addition to this useful slides (Copyright notes inside) :TAM is Your Total Available or Addressable Market (everyone you wish to reach with your product) , SAM is Your Segmented Addressable Market or Served Available Market (the portion of TAM you will target), SOM is Your Share of the Market (the subset of your SAM that you will realistically reach – particularly in the first few years of your business), SOM is known as Target Market in Steve Blanc Startup Manual.
Identifying your TAM, SAM and SOM requires some market research.
Stanford VC Unlocked 2023 - Top 8 Mistakes First-Time Fund Managers Make by E...Edith Yeung
Edith Yeung from Race Capital presents Top 8 Mistakes First-Time Fund Managers Make at Stanford VC Unlocked 2023 .
Hope none of us would become Zombie VC 🧟♂️ 🧟♀️ avoid the following mistakes some emerging fund managers make:
- Build a fund based on short term trends
- Mismatch between fund strategy
- Misalignment of incentives and responsibilities
- Excessive optimism in fundraising
- Partner with the wrong LPs
- Failure to execute stated strategy
- Inadequate communication with LPs
- Delayed exits when warranted
Developing your go to market strategy by Kris Konrath, Convergent Digital Ignition
Learn about developing your go to market strategy. We’ll take a look at the five key components to developing a go to market strategy including your target market, marketing channels, messaging, pricing & packaging and customer acquisition cost. By Kris Konrath, Marketing Director at Convergent
Product market fit is achieved by finding the successful intersection of product iteration, competition/market and go-to-market strategy. Finding product market fit (PMF), however, is hard when these three factors confound problem solving in the search for PMF.
Fortunately, competition tends to be roughly constant over the period in which a startup is solving for PMF. To control between product iteration and GTM, go-to-market can be broken into five sub-steps in any of which product changes are small enough not to confound. This allows GTM tactics and strategy to be tested and proven or disproven.
The five steps are first sale, founder sales, first sales person, sales leadership, scaling sales - each a distinct stage that can be tested and measured. There are metrics abound to measure sales performance, but many - including funnel conversion metrics, LTV and CAC - are fuzzy and imprecise in the early stages of a startup. What matters is whether a software business is adding adequate net new revenue per cash burned as measured by monthly increase in MRR per monthly net cash burned. Cash efficiency should go up at each successive go-to-market step.
Market sizing TAM SAM SOM Target MarketReza Hashemi
Startups need a clear understanding of their market segment and show know about SAM, TAM abd SOM. As a Mentor in StartupWeekend and NEXT program, I have noticed that many entrepreneurs are not familiar with these terms. Here’s a quick explanation of what they mean, as an addition to this useful slides (Copyright notes inside) :TAM is Your Total Available or Addressable Market (everyone you wish to reach with your product) , SAM is Your Segmented Addressable Market or Served Available Market (the portion of TAM you will target), SOM is Your Share of the Market (the subset of your SAM that you will realistically reach – particularly in the first few years of your business), SOM is known as Target Market in Steve Blanc Startup Manual.
Identifying your TAM, SAM and SOM requires some market research.
Stanford VC Unlocked 2023 - Top 8 Mistakes First-Time Fund Managers Make by E...Edith Yeung
Edith Yeung from Race Capital presents Top 8 Mistakes First-Time Fund Managers Make at Stanford VC Unlocked 2023 .
Hope none of us would become Zombie VC 🧟♂️ 🧟♀️ avoid the following mistakes some emerging fund managers make:
- Build a fund based on short term trends
- Mismatch between fund strategy
- Misalignment of incentives and responsibilities
- Excessive optimism in fundraising
- Partner with the wrong LPs
- Failure to execute stated strategy
- Inadequate communication with LPs
- Delayed exits when warranted
If you are an enterprise entrepreneur who is launching initially, finding Product Market Fit, seeking Go-To-Market repeatability, or introducing a new product to market, this summit is for you.
Ultimate Pitch Deck Template for High Growth Startups Noelle Baquiche
SeedLegals and Sparkup proudly present the ultimate pitch deck template powerpoint guide for high growth startups. Everything you need to cover when looking to raise funding from Angel Investors and early stage VC funds.
Building a Repeatable, Scalable & Profitable Growth ProcessDavid Skok
In a talk I gave at SaaS North 2017 conference in Ottawa, I talk about the fundamentals of building a repeatable, scalable, and profitable growth process for a startup.
Business Strategic Planning Template For Organizations PowerPoint Presentatio...SlideTeam
Business Strategic Planning Template: Looking for a strategic plan that can help you attain the future goals of your organization? We bring you a content-business strategic planning template for organizations PowerPoint presentation slides to achieve the desired goal. The corporate strategic plan PPT illustrations are designed by PowerPoint professionals to track growth and establish a budget for your company. These professionally designed business strategic planning template for organizations PPT visuals will help you define your company goals clearly and will also let you conduct an extensive research to understand the latest industry trends. A variety of topics that have been thoroughly researched by our experts include executive summary, organizational chart, mission statement, SWOT analysis, company sales and performance, key success indicators, operational management, recruitment plan, brand promotion strategy, actual vs target performance, market expansion & growth. Some related topics that this strategic management presentation covers are vision & mission, business action plan, business strategy mapping, enterprise planning system and integrated business strategy. Download readymade business strategic planning presentation to provide a better and targeted services to your clients.
Opportunities And Threats Of Entering New Markets New Geos Powerpoint Present...SlideTeam
Introducing our Opportunities And Threats Of Entering New Markets New Geos PowerPoint Presentation Slides to help you create a successful business expansion plan step-by-step. Identify the available geographic strategic options best-suited to widen your market base by taking the help of these entry strategy PPT slides. Use this swot analysis PPT template to elaborate on the plan of action for business growth, like expansion in successful existing geos, entering new geos, and dropping unsuccessful geos. Employ these content-specific market entry PPT layouts to carry out effective market research for your business. Highlight the process as well as the importance of value proposition analysis by taking the aid of these commercialization strategy PPT designs. Take advantage of our matrix template for this geographic expansion strategy PPT presentation to score each potential geo on the criteria of market opportunities like growth potential, competition level, investment, risk, and legal aspects. Download this global marketing effort PPT deck and create a roadmap for successful business expansion in the global market. https://bit.ly/3cJ7cx9
Sales strategy example when deciding how to achieve sales growth. Real sales planning and sales strategies are founded on “Business Purpose”. Regardless of what sales strategy example you select, consider the fact that history has shown us that the No.1 sales and business killers are lack of market.
Customer Acquisition & Monetization - Keys to your Business ModelDavid Skok
Presentation describing how Cost of Customer Acquisition (CAC) and Monetization (LTV) are they key elements to get right for a successful business model. Also describes the latest techniques for reducing CAC, including Inbound Marketing, and the author's own methodology: Building a Sales & Marketing Machine.
The Ultimate Guide To Creating A Brand Marketing PlanMash Bonigala
Watch the video version of this presentation at https://www.youtube.com/watch?v=giwggfKZnDs
Now more than ever, brands need a robust and complete marketing plan – even before they have named their company. I am not kidding. Your marketing plan – which includes crucial sections such as brand strategy, positioning, brand naming, brand identity development, product development and pricing, outlining your distribution, sales, and retention plans, marketing channels, and campaigns etc should be the first thing to start working on when you have decided to launch a new brand.
Read the full article at https://www.spellbrand.com/the-ultimate-guide-to-creating-a-brand-marketing-plan
Sales Strategy Plan PowerPoint Presentation SlidesSlideTeam
It has PPT slides covering wide range of topics showcasing all the core areas of your business needs. This complete deck focuses on Sales Strategy Plan PowerPoint Presentation Slides and consists of professionally designed templates with suitable graphics and appropriate content. This deck has total of thirty six slides. Our designers have created customizable templates for your convenience. You can make the required changes in the templates like colour, text and font size. Other than this, content can be added or deleted from the slide as per the requirement. Get access to this professionally designed complete deck PPT presentation by clicking the download button below. http://bit.ly/38LP7Kz
This template is very useful to work out gross margin and operating margin for multiple products for a key customer account. You will need to modify inputs based on your product category.
Nigel Bairstow - www.b2bwhiteboard.com
This presentation provides the basics needed to develop a tool that will help product-based businesses better understand how price, volume, cost and mix impact gross margin results. In addition to a detailed review of what the different variances indicated there are recommendations for enhancements to the results that will enable report user to better understand gross margin trends.
If you are an enterprise entrepreneur who is launching initially, finding Product Market Fit, seeking Go-To-Market repeatability, or introducing a new product to market, this summit is for you.
Ultimate Pitch Deck Template for High Growth Startups Noelle Baquiche
SeedLegals and Sparkup proudly present the ultimate pitch deck template powerpoint guide for high growth startups. Everything you need to cover when looking to raise funding from Angel Investors and early stage VC funds.
Building a Repeatable, Scalable & Profitable Growth ProcessDavid Skok
In a talk I gave at SaaS North 2017 conference in Ottawa, I talk about the fundamentals of building a repeatable, scalable, and profitable growth process for a startup.
Business Strategic Planning Template For Organizations PowerPoint Presentatio...SlideTeam
Business Strategic Planning Template: Looking for a strategic plan that can help you attain the future goals of your organization? We bring you a content-business strategic planning template for organizations PowerPoint presentation slides to achieve the desired goal. The corporate strategic plan PPT illustrations are designed by PowerPoint professionals to track growth and establish a budget for your company. These professionally designed business strategic planning template for organizations PPT visuals will help you define your company goals clearly and will also let you conduct an extensive research to understand the latest industry trends. A variety of topics that have been thoroughly researched by our experts include executive summary, organizational chart, mission statement, SWOT analysis, company sales and performance, key success indicators, operational management, recruitment plan, brand promotion strategy, actual vs target performance, market expansion & growth. Some related topics that this strategic management presentation covers are vision & mission, business action plan, business strategy mapping, enterprise planning system and integrated business strategy. Download readymade business strategic planning presentation to provide a better and targeted services to your clients.
Opportunities And Threats Of Entering New Markets New Geos Powerpoint Present...SlideTeam
Introducing our Opportunities And Threats Of Entering New Markets New Geos PowerPoint Presentation Slides to help you create a successful business expansion plan step-by-step. Identify the available geographic strategic options best-suited to widen your market base by taking the help of these entry strategy PPT slides. Use this swot analysis PPT template to elaborate on the plan of action for business growth, like expansion in successful existing geos, entering new geos, and dropping unsuccessful geos. Employ these content-specific market entry PPT layouts to carry out effective market research for your business. Highlight the process as well as the importance of value proposition analysis by taking the aid of these commercialization strategy PPT designs. Take advantage of our matrix template for this geographic expansion strategy PPT presentation to score each potential geo on the criteria of market opportunities like growth potential, competition level, investment, risk, and legal aspects. Download this global marketing effort PPT deck and create a roadmap for successful business expansion in the global market. https://bit.ly/3cJ7cx9
Sales strategy example when deciding how to achieve sales growth. Real sales planning and sales strategies are founded on “Business Purpose”. Regardless of what sales strategy example you select, consider the fact that history has shown us that the No.1 sales and business killers are lack of market.
Customer Acquisition & Monetization - Keys to your Business ModelDavid Skok
Presentation describing how Cost of Customer Acquisition (CAC) and Monetization (LTV) are they key elements to get right for a successful business model. Also describes the latest techniques for reducing CAC, including Inbound Marketing, and the author's own methodology: Building a Sales & Marketing Machine.
The Ultimate Guide To Creating A Brand Marketing PlanMash Bonigala
Watch the video version of this presentation at https://www.youtube.com/watch?v=giwggfKZnDs
Now more than ever, brands need a robust and complete marketing plan – even before they have named their company. I am not kidding. Your marketing plan – which includes crucial sections such as brand strategy, positioning, brand naming, brand identity development, product development and pricing, outlining your distribution, sales, and retention plans, marketing channels, and campaigns etc should be the first thing to start working on when you have decided to launch a new brand.
Read the full article at https://www.spellbrand.com/the-ultimate-guide-to-creating-a-brand-marketing-plan
Sales Strategy Plan PowerPoint Presentation SlidesSlideTeam
It has PPT slides covering wide range of topics showcasing all the core areas of your business needs. This complete deck focuses on Sales Strategy Plan PowerPoint Presentation Slides and consists of professionally designed templates with suitable graphics and appropriate content. This deck has total of thirty six slides. Our designers have created customizable templates for your convenience. You can make the required changes in the templates like colour, text and font size. Other than this, content can be added or deleted from the slide as per the requirement. Get access to this professionally designed complete deck PPT presentation by clicking the download button below. http://bit.ly/38LP7Kz
This template is very useful to work out gross margin and operating margin for multiple products for a key customer account. You will need to modify inputs based on your product category.
Nigel Bairstow - www.b2bwhiteboard.com
This presentation provides the basics needed to develop a tool that will help product-based businesses better understand how price, volume, cost and mix impact gross margin results. In addition to a detailed review of what the different variances indicated there are recommendations for enhancements to the results that will enable report user to better understand gross margin trends.
10 Excel Tips To Take Your Modeling From Good To GreatChase R. Morrison
It's a little difficult to believe, but Microsoft Excel has been around for nearly 30 years. The first version appears in Windows 3.1 back in 1987. Since the beginning, Excel has been the "go to" tool for financial analysts performing the day-to-day modeling and financial reporting for companies in every industry. In this document, we are introducing some of the methodologies we use to create spreadsheet models that actually get work done. The tips in this document assume a fairly high level of Excel skills and are intended to take you to the next level of Excel modeling.
Product strategy is like a roadmap, and like a roadmap it’s useful only when you know where you are and where you want to go.The Service Strategy provides guidance on how to design, develop, and implement service management not only as an organizational capability but also as a strategic asset.
Examples of Key Performance Indicators for Sales Manager: KPI Examples for Sa...The-KPI-Examples-Review
In this report we define the key performance indicators for sales manager based on web search data in 2015. For some of the key performance indicators were defined their formulas and calculation examples. In our calculations we used the official statements of Siemens AG and others.
Examples of KPIs for Sales Manager: List of Key Performance Idicators, Sales ...The-KPI-Examples-Review
In this report we define the key performance indicators for sales manager based on web search data in 2015. For some of the key performance indicators were defined their formulas and calculation examples. In our calculations we used the official statements of Siemens AG and others.
As an analyst, the start of a problem is a wonderful place. All your time is focussed on discovering what drives the business you work in, or what causes it the most pain. Then you build something that helps to fix the problem. That’s when your life becomes less exciting.
Every problem you solve comes with a reduction in your capacity for the new and exciting, and your time is filled with monitoring, reporting and tweaking.
We want to talk to you about how you can build a team, tools and a culture to allow your analysts the opportunity to focus on the things they do best and enjoy the most – resulting in them being able to fix more problems (and spend some time trying to work out what AI actually is).
AMES 2016 - The Human Side of AnalyticsStephen Tracy
Last year the global analytics industry was estimated to be worth $125 billion in hardware, software and services revenue. Consequently the market has been flooded with more tools, platforms and tech than you can shake a calculator at. When it comes to data, the core challenge many businesses face today seems to have less to do with analytics technology and infrastructure and more to do with finding the right people, talent and skills. In this presentation Stephen will share 10 lessons for building a successful analytics program through a ‘people-first’ strategy.
UXPA 2021: Novel Prioritization Surveys: Opportunity Maps to Tame the NPS and...UXPA International
Despite its flaws, the Net Promoter Score (NPS) is often chosen by management for measuring customer satisfaction. Learn ways to mitigate damage from a poorly implemented NPS survey, enriching it with data that really matters to users and your stakeholders—while staying in the good graces of those bewitched by the traditional NPS:
1. What’s the NPS and how is it calculated?
2. What are its strengths and weaknesses?
3. How can you make the NPS more trustworthy and interpretable?
4. What other overall performance measures could replace or complement the NPS?
• Traditional “”Voice of the Customer”” (VOC) research
• “”Outcome Driven Innovation”” (ODI)
• “”Outcome Mapping.”” A new model that addresses the weaknesses of other approaches. Identify and measure key outcomes and opportunities, then predict how changes will impact future performance.
This presentation will be equal parts part survey design, data visualization, user needs research, and prioritization process.
Below are the five things attendees will come away learning:
1. What you should expect from a Database.
2. How to get the most out of your system.
3. The importance and value of s system that is easy to use.
4. Understanding what data needs to be collected.
5. The difference between Process Data versus Analyzing Data.
Slides from my presentation at the Data Intelligence conference in Washington DC (6/23/2017). See this link for the abstract: http://www.data-intelligence.ai/presentations/36
APM event hosted by Midlands Branch on 24 May 2023.
Speaker: Andy Nolan
Estimating is the process of determining the level of cost, effort, resources and schedule you need to successfully implement your project. An accurate budget and schedule has been shown to improve project success - estimating is not only required, it's essential for a successful business. This event was held on 24 May 2023.
Estimating appears in many forms in a project's life from developing the initial budget and schedule, to estimating the duration of tasks in your plan, through to estimating risks and uncertainties.
The Rolls-Royce Heritage centre were available before the event for those wanting to explore the history of Rolls-Royce Aero engine development, this included a large collection exhibit engines from early day piston to modern large turbojet engines.
Attendees had the opportunity to discover and learn about Rolls-Royce products via the Heritage Centre, Network with fellow PM professionals, and grow knowledge of how important estimation is within the project Management function.
https://www.apm.org.uk/news/the-art-of-estimating/
UX Cambridge 2017- Three Steps WorkshopAlan Colville
A hands-on workshop catapulting your UX beyond digital to create consistent, connected and cross channel customer experiences.
In three steps you’ll unleash the business changing power of UX by:
1. Assessing the state of UX in your organisation
2. Learning how to improve the research that you do
3. Seeing new ‘agile’ ways of working and thinking, to join it up
With the business world seeing new value in user experience design, you’ll leave ready to take UX beyond digital, across channels and into the boardroom.
Aimed at finance professionals, this paper walks through how a finance business partner or FP&A professional can use analytical insights to tell a story to other business colleagues and improve performance, by understanding the value drivers and using data visualisation
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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.
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
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
3. Instructions
There are ten questions. You choose a range
so that you are 90% confident you have the
answer inside your range.
Write down the question number, low and high.
Some as tables, some as individuals.
3
11. My Career
Developer at small, innovative IT firm. Large clients.
Large European firm acquires small Aus IT firm (to access technology and clients)
Now even larger clients, in Asia.
→ Sydney → Jakarta.
Works with Finance Director. Joins Philips, put into Finance talent pool
→ Singapore → Eindhoven (NL).
Controller then Finance Director for retail then manufacturing and sourcing.
Back to Australia. Equity raising, CFO of a fairly large international online retailer, then
started GrowthPath.
11
12. Your Career
Accounting has twice been found to be the
most likely profession to be replaced by expert
systems (modern learning AI)
In one survey, retail checkout was the only job
more likely to go. In another, it was call centre staff
pushing accounting to #2.
12
14. Table Introductions
Please appoint a row leader
Survey your table-mates for their forecast
experience and how important it is to their role
Time budget: 6 minutes
14
15. Glossary
“linear”: an equation of a straight line.
sales = 10000 + 56X is linear
Sales = 10000 + 56^1.6 * sqrt(sales_last_year -
fc)^2 is not linear.
15
16. Glossary
‘Regression’ is finding a formula which explains the shape of data.
Called a trend line in spreadsheets.
More advanced methods are not limited to straight lines; they can find
non-linear lines, like exponential lines.
“Correlation” scores how close the line is to the data.
16
17. Glossary
‘sand-bagging’: putting in artificially high costs or low sales, expected to
be later ‘thrown overboard’ when needed, as in a hot air balloon.
‘gaming’: manipulating forecasts to reach objectives.
‘sensitivity analysis’: changing an important input (like selling price) to
see how it affects the outcome of a forecast.
‘big data’: collections of massive amounts of business data which never
makes it to accounting records and used to be invisible.
17
18. “A good player plays where the puck is.
A great player plays where the puck is going
to be”
Wayne Gretzky, ice hockey great.
18
19. 19
STRATEGY
Points of difference
Competitive Advantage
Barriers to entry
Plan,
Objectives
Operations
Business Control
Are we on track?
Corrective action.
Are there surprises and
opportunities?
Traditional
forecast
Influential
Forecasting
20. It’s not just about
numbers.
There are people too
20
22. Forecasting and anthropology
Forecasting is a numerical process
But it also involves opinion, power, politics and the allocation of resources.
Processes which do not affect resource allocation are not important.
Processes which do affect resource allocation will be challenged.
Changing how you do forecasting can therefore meet resistance.
22
23. Forecasting outcomes
How important is this outcome of forecasting:
to accurately predict the future.
Rate your answer from 0 = Not important to 10 = the most important outcome
26
24. Forecasting outcomes
How important is this outcome of forecasting …
To choose the best future from a forecasted
selection of possible futures
27
25. Forecasting outcomes
How important is this outcome of forecasting …
To understand how to influence the future by
understanding the link between decisions made
today and future outcomes
28
26. Now ...
Now that you’ve seen all three questions, do
you change your first two scores?
Are there other questions to add?
29
28. Why is simplicity so valuable?
Easier to understand.
When someone else can understand your forecast and
own it to convince others of the right course of action, you
have communicated effectively.
Faster to prepare
More time for other things
31
30. Forecasting through the ages ….
We need a definition of
forecasting that excludes
things like:
● tea leaves
● tarot cards
● chicken entrails
● signs from god
Why do we reject
these methods today?
Why did people do
them anyway?
33
31. The use of prediction
Centuries of evidence that humans find
obviously inaccurate forecasts useful anyway.
It’s very interesting to think about why this is
the case.
34
32. Problem with stone-age forecasts
lack cause and effect.
They make predictions, but don’t show how we
change affect the future.
There is no diagnostic feedback. If the forecast
was wrong, why?
35
33. A good forecast method
Write three to five characteristics of a good
forecast process
Try to include organisational aspects about the process (who, how long, how is
it discussed) not just technical aspects.
What trade-offs must you make when choosing
a forecast process? A perfect forecast would take one second
and be 100% accurate. But in reality, what compromises do you make?
36
34. And for bonus points….
Sensitivity analysis / multiple scenarios
based on cashflows with a clear separation of
relevant and sunk costs
37
35. DECISION FOCUS:
Helps focus on what decisions, impacts and opportunity cost (tradeoffs)
CAUSE AND EFFECT:
Shows how decisions will affect the future
SIMPLE:
People get it, own it, use it.
FEEDBACK: if the future surprises us, our forecast should be diagnostic:
what happened, in a way we can action.
CASHFLOW:
Very useful to forecast on the cash effects of decisions.
Possible answers: A good forecast …
38
36. Predicting the future
Apart from tea leaves, how can we make
predictions about the future?
What is the traditional method of forecasting?
39
37. Traditional forecasting
Traditional forecasting believes the secret to the future is based in the past.
Often there is a lot of data. The temptation is to believe that the answer is
there, if only we apply more and more ‘power’.
Statistical forecasting (linear regression, non-linear,... neural networks) is
based on discovering trends and patterns in history to tell us what will happen.
This is a very common myth (e.g. Asimov’s Foundation books).
These methods can become so complex and powerful they approach a
priesthood. Most managers won’t understand them.
40
38. Advanced tea leaves
Traditional forecasting can be “enhanced” with
advanced methods to mine historical data for
patterns which will repeat in the future.
But this is, in my opinion, largely a waste of time.
This is advanced tea leaves.
41
39. Random quiz
If my sales are normally distributed, how much
of the time will my sales be below two standard
deviations from the mean?
Write down the answer. You have 10 seconds.
42
42. Seasonality.
Linear trend shown
How good is the
correlation?
At what time scale
does seasonality
become more
important than
trend?
The correlation is
poor, but it the trend
still valuable?
45
43. Statistics (sales)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Seasonality 2010 4.4% 5.8% 8.4% 8.7% 9.4% 10.2% 5.5% 8.3% 10.5% 11.5% 10.6% 6.9%
Seasonality 2011 4.4% 5.9% 8.7% 8.4% 9.2% 9.7% 6.0% 8.7% 10.4% 11.5% 10.1% 7.2%
Seasonality 2012 4.4% 6.1% 8.7% 8.6% 9.2% 10.0% 5.8% 8.6% 10.6% 11.0% 10.7% 6.3%
Avg 4.4% 5.9% 8.6% 8.5% 9.3% 10.0% 5.8% 8.5% 10.5% 11.3% 10.5% 6.8%
Year on
Year Sales
Growth Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL
2011/2010 2.7% 3.4% 5.6% -1.1% 0.4% -2.4% 11.4% 6.8% 0.8% 3.0% -2.7% 6.4% 2.3%
2012/2011 2.6% 8.65% 4.65% 6.79% 4.41% 7.56% 0.32% 2.89% 6.98% -0.76% 11.20% -8.34% 2.2%
46
44. Statistics: Profit
Year on
Year Profit
Growth Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL
2011/2010 4.9% 16.4% 10.6% -10.5% -5.4% -14.0% -138.4% 19.0% 1.5% 2.3% -12.4% 36.8% 0.5%
2012/2011 -2.5% 215.7% 8.3% 18.5% 7.7% 19.3% -130.4% 0.7% 13.2% -4.5% 24.6% -50.8% 8.2%
Profit as %
sales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL
2010 -12.2% 0.9% 12.7% 13.1% 14.8% 16.6% -2.7% 10.8% 17.8% 19.6% 17.2% 6.4% 11.9%
2011 -12.48% 0.99% 13.26% 11.82% 13.90% 14.64% 0.92% 12.06% 17.88% 19.50% 15.45% 8.20% 11.7%
2012 -11.86% 2.88% 13.72% 13.11% 14.34% 16.23% -0.28% 11.80% 18.91% 18.77% 17.31% 4.40% 12.1%
CM Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL
2010 40.0% 39.9% 40.0% 39.8% 39.9% 39.8% 39.8% 39.8% 39.7% 39.9% 39.9% 39.9% 39.9%
2011 39.9% 40.0% 40.1% 39.7% 39.9% 39.5% 39.9% 39.8% 39.8% 39.8% 39.8% 39.9% 39.8%
2012 40.3% 39.6% 40.0% 39.8% 39.8% 39.9% 39.5% 39.4% 39.9% 39.7% 39.7% 39.8% 39.8%
47
45. Which is easier to forecast
accurately
Profit in a specific month
Profit in a specific quarter
48
46. What we can we improve so far?
Variations month to month are hard to forecast from
historical data but the variations smooth out when you
aggregate.
We call this “swings and roundabouts”
Mathematically, it’s related to ‘regression to the mean’
49
47. First steps: A simplified forecast
We first just take the existing historical P&L
data and see where common sense leads us
50
51. Based on the data we have so far,
What drives the result?
Use a simple annual growth for sale trend.
Use last year averages for overhead costs
Use avg for GM
54
53. Summary
Focus on what matters,
Take advantage of swings and roundabouts:
• Aggregate
• Forecast by quarters instead of months (take
a page from the Rolling Forecasting book)
56
54. Was that over-simple?
We do some some analysis on what’s going on in
sales.
We are concerned about the role of price and mix
play. Maybe growth based on volume increase is
too crude?
What are some scenarios where this may be the
case?
57
55. Synthesised KPIs
This business sells a range of products in four
categories with consistent margins. There is
seasonality and some underlying trend growth.
58
56. Synthesised KPIs
A synthesised KPI is an indicator created form
data you already have. Accounting ratios like
days sales outstanding, or inventory stock
cover, are examples.
We will explore a measure of sale mix.
59
57. Sales KPIs: An example of a synthesised KPI
Price effect
Mix effect
Voume effect
A small technique that may help give some
insight into sales trends of product categories
60
58. When may it be useful?
If innovation or competition is affecting products
differently
The concept can be extended to anywhere
there is ‘something going on’ at a level of detail
which is partially or substantially influenced by
outside factors
61
60. Minor spreadsheet point
To multiply one block of numbers by another,
can use SUMPRODUCT(block1, block2)
A block from f1 to f5 is written F1:F5
63
61. 2011 2012
PRODUCT GROUPS Qty Avg Price Sales Qty Avg Price Sales
Category 0 32824 $107 $3,512,230 21474 $109 $2,342,974
Category 1 21474 $161 $3,446,639 27037 $163 $4,417,849
Category 2 32256 $211 $6,814,688 30409 $218 $6,628,260
Category 3 28602 $263 $7,513,273 34483 $270 $9,302,344
TOTAL 115156 $185 $21,286,830 113403 $200 $22,691,427
Total sales
value increase
is $1,404,597
which is growth
of 6.6%
we will explore how the change in
sales is due to changes in quantity
sold, price, and mix
64
62. C D E F G H
SIMPLE PRICE AND MIX EFFECT
2011 2012
PRODUCT GROUPS Qty Avg Price Sales Qty Avg Price Sales
5 Category 0 32824 $107 $3,512,230 21639 $109 $2,360,833
6 Category 1 21474 $161 $3,446,639 27247 $163 $4,452,914
7 Category 2 32256 $211 $6,814,688 30741 $218 $6,699,094
8 Category 3 28602 $263 $7,513,273 34822 $270 $9,394,549
TOTAL 115156 $185 $21,286,830 114449 $200 $22,907,390
Total sales value increase is $1,620,560
which is
growth of 7.6%
Price effect
if only the quantity changed, sales
would have been $22,346,677
(new qty * old prices) =
SUMPRODUCT(F5:F8,D5:D8
)
which is growth of ... 2.5%
(new qty * new prices) / (new
qty * old prices) -1
Quantity effect
If we sold an average product (no
mix)...
Due to quantity -0.6% Change in Qty =F10/C10-1
Mix effect
The remaining change explained 5.7% 65
63. 2012 2013
PRODUCT GROUPS Qty Avg Price Sales Qty Avg Price Sales
Category 0 21639 $109 $2,360,833 28616 $111 $3,188,955
Category 1 27247 $163 $4,452,914 55583 $168 $9,347,540
Category 2 30741 $218 $6,699,094 23021 $225 $5,175,647
Category 3 34822 $270 $9,394,549 5912 $279 $1,651,433
TOTAL 114449 $200 $22,907,390 113132 $171 $19,363,575
Total sales value increase
is
which is change
of %
Price effect
if only the quantity changed,
sales would have been
(new qty * old prices) =
SUMPRODUCT(F5:F8,D5:D8
) ie new qty * old price, per
line
This means price explains a
change of
(new qty * new prices) / (new
qty * old prices) -1
TIP! New qty
* new prices
is 2013 Sales
Quantity effect
If we sold an average product
(no mix)...
Due to quantity -1.2% Change in Qty =F10/C10-1
Mix effect
The remaining change 66
64. C D E F G H
2012 2013
PRODUCT GROUPS Qty Avg Price Sales Qty Avg Price Sales
Category 0 21639 $109 $2,360,833 28616 $111 $3,188,955
Category 1 27247 $163 $4,452,914 55583 $168 $9,347,540
Category 2 30741 $218 $6,699,094 23021 $225 $5,175,647
Category 3 34822 $270 $9,394,549 5912 $279 $1,651,433
TOTAL 114449 $200 $22,907,390 113132 $171 $19,363,575
Total sales value increase
is -$3,543,815
which is change
of -15.5%
Price effect
if only the quantity changed,
sales would have been $18,793,991
(new qty * old prices) =
SUMPRODUCT(F5:F8,D5:D8)
This means price explains a
change of 3.0%
(new qty * new prices) / (new
qty * old prices) -1
TIP! New qty
* new prices
is col H
Quantity effect
If we sold an average product
(no mix)...
Due to quantity -1.2% Change in Qty =F10/C10-1
Mix effect
The remaining change
explained -17.4%
67
65. 2012 2013
PRODUCT GROUPS Qty Avg Margin CM Qty Avg Margin CM
Category 0 21639 $39 $852,302 28616 $40 $1,139,776
Category 1 27247 $38 $1,030,982 55583 $39 $2,177,463
Category 2 30741 $67 $2,059,618 23021 $70 $1,601,269
Category 3 34822 $104 $3,611,386 5912 $107 $632,514
TOTAL 114449 $66 $7,554,288 113132 $49 $5,551,022
Total margin value increase
is -$2,003,266
which is change
of -26.5%
Margin per product effect
if only the quantity changed,
margin would have been $5,385,795
(new qty * old CM) =
SUMPRODUCT(F5:F8,D5:D8
)
This means margin per prod
explains a change of 3.1%
(new qty * new CM) / (new qty
* old CM) -1
Quantity effect
If we sold an average product
(no mix)...
Due to quantity -1.2% Change in Qty =F10/C10-1
Mix effect
The remaining change
explained -28.4%
68
66. If price erosion and mix changes are important
developments:
new sales = (old_sales*price_effect% + old_sales*mix_effect% +
old_sales*qty_effect%)
Note: this is only an approximation and when the effects start getting > 10% more accurate approaches should be
considered.
http://www.growthpath.com.au/index.php/Business-Growth/separating-price-and-mix-in-changes-to-sales-and-margin.html
Applying these effects
69
67. How to use
Price and mix effect are good KPIs for sales and marketing. Influencing price, mix and units sold take
different steps. These measurements may capture performance and trade-offs.
Easy to measure. Meaningful. Data is based on invoices so it is already available with little investment
in new systems or integration.
Can give effective early warning of trends.
For forecasting:
new sales = old sales + old_sales * price_effect + old_sales*qty_effect + old_sales*mix_effect
For business cases: using with margins not price can justify marketing spend based on mix
improvements
70
68. Synthesised KPIs
Synthesised KPIs can’t reveal new information,
but they can reveal new perspectives in facts
you already have.
Since we have lots of accounting data points,
this is best place to look for them. Traditional
accounting ratios are synthesised KPIs.
71
70. Making the forecast influential
Traditional forecasting aims to predict future accounting
reports mostly using old accounting reports, and the
outcome of forecasting is a P&L
But the decisions and the plans for the business are
probably focused on customers and innovations.
74
71. 75
STRATEGY
Points of difference
Competitive Advantage
Barriers to entry
Plan,
Objectives
Operations
Business Control
Are we on track?
Corrective action.
Are there surprises and
opportunities?
Traditional
forecast
Influential
forecasting
72. Influence and Diagnose
The important decisions for a business are
mostly based on
Customers, Competitors, Innovation.
So the closer finance gets to that, the more useful we become.
Too often finance is merely helping to manage the consequences of
those decisions.
76
73. But we also need ...
Simplicity
Numbers
Focus
77
74. A solution
1. Use models but use them properly
2. Base the forecast on “business drivers”
78
75. What is the default model
of traditional forecasting?
79
76. Models are great. Are they perfect?
Models work because they let us freeze most
real world complexity and focus on what
matters.
If the stuff we freeze is just noise, this is very
helpful.
80
77. When models go bad
1. Black Swans
2. When the “noise” actually becomes
important.
E.g. you may ignore a stable cost but if it
turns out to be currency driven (supplier
offshored) and the AUD crashes...
81
78. When models go bad
3. When business drivers change (competitor,
M&A, innovation, market shift, new
management)
82
79. Black Swans
So named after the Australian Black Swan.
Other examples:
GFC
Rise of iPhone
Sept 11
83
80. Black Swans
• "Black swans" are highly consequential but unlikely
events that are easily explainable – but only in retrospect.
• Black swans have shaped the history of technology,
science, business and culture.
• As the world gets more connected, black swans are
becoming more consequential.
84
81. Black Swans
• The human mind is subject to numerous
blind spots, illusions and biases.
• One of the most pernicious biases is
misusing standard statistical tools
• Expert advice is often useless and
overvalued.
85
82. Black Swans
• Most forecasting is pseudoscience.
• You can retrain yourself to overcome your
cognitive biases and to appreciate randomness.
But it's not easy.
86
83. My Black Swans
Indonesia 96/97
Sept 11, 2001
Rise of China 2000s
EU Anti-dumping
Shift to consumer for CFLi
CO2 abatement programs
GFC 2009
87
84. One of the biggest black swans
North American shale oil (fracking)
Remember peak oil?
Now, oil is $50 a barrel and the US no longer
needs to import. It has so much gas that cheap
energy is now a competitive advantage.
88
85. How to deal with black swans?
Don’t be over-confident in your forecasts.
Be robust and highly responsive to opportunities.
We should value forecasting approaches which can quickly adapt to
new circumstance.
An agile, responsive business will use simple forecasting methods, but
simple forecasting methods won’t make a business agile.
Extremely expensive and sophisticated models are not better. They can
be worse because they encourage over-confidence.
Google Long-Term Capital Management.
89
86. When models get over-extended
A model which loses its simplicity is a half-way
place, the worst of both worlds.
90
87. One of the worst examples…
Until 15th century,
Europeans had the
earth at the centre of
the universe.
91
88. Epicycles to explain phases of Venus
The model kept
getting more and
more complex.
92
89. What was the “Black Swan” for
models of the solar system?
93
90. Coping with the weakness of models
Be prepared to change models when business
focus changes.
As a habit, diagnose both favourable and
unfavourable deviations from your forecast.
94
92. The P&L as a forecast model: Pros and Cons
PROS
• You are going to do it anyway
• Historical data in this format is
free
CONS
• Bad at focus
• Says little or nothing about how
the business wins customers
• Poor for diagnostics
• Extremely limited at decision
support
• Very complex (mix of cash and
imaginary numbers, and technical
considerations)
• Serves too many masters
96
93. Business Drivers
A business driver is
●Influenceable by the business
●Measurable
●Linked to sales (or costs) via a simple
formula
97
94. Model built on business drivers
Connect drivers to a cashflow event with linear
formulas:
cash_event = driver_score * something1 + something2
You can initially guess something1 and something2.
Measuring it means you will get more accurate.
98
95. The Perfect Customer
A business should have a “perfect customer” in
mind.
This customer should recognise herself in the
selected handful of business drivers.
99
96. Which of these could be business drivers for a mid-sized
residential construction business operating in Melbourne’s north?
• National home lending approvals
• Number of visitors to our display homes
• Number of VCAT modifications and rejections of our plans
• Percentage of modifications per job to our standard home designs
• Avg percentage of total home project spend we capture
• Percentage of clients who take our landscape gardening bundled
service
• RBA interest rate settings
• Number of days lost to injury on site
100
97. Strategic plan says
“We target customers looking for fast, simple
and cheaper builds”.
Choose two drivers.
101
98. Or Strategic plan says
“We will capture high value clients by providing
a complete, custom approach to the entire
family home project including integrating green
space with the home design”.
Choose best two.
102
99. Account for most, not all
A small range of drivers will not capture every
variation in the business, but they should
capture most.
103
100. Recap Business Drivers
A P&L is a generic report.
But what is the fingerprint, the DNA of a
business?
104
101. Business Drivers and business DNA
The DNA of a business is its competitive advantage. How it
is different from competitors in a way that adds value to
customers.
The selection of the top five or ten business drivers reflects
how the business plans to build on its competitive
advantages.
105
102. A test
Business Drivers should tell an observer what
the business is doing, where it wants to go and
how it wants to get there.
A P&L + balance sheet is much less clear
106
103. Business drivers vs leading
indicators
Leading indicators may include GDP growth or
birth rates. But we can’t affect them.
Your forecast model should lead to choices and
decisions. So the role of external leading
indicators should be limited.
107
104. Business drivers and the sales funnel
Business drivers often make a sales
funnel
Sale funnel is often the most
important thing to forecast.
108
105. A partial real world example
In this business, overheads are quite stable over a
three year period, except for marketing and to
some extent wage-bill. Project spending (e.g.
expansion) is excluded.
Contribution margin and spend per visit are also
stable.
109
106. Note
These numbers are disguised and distorted to
protect client confidentiality, but not in a way
that diminished the conclusions
110
107. Business drivers
This is a high-end consumer business.
The management team has a few common
KPIs on their bonus, including
• New customer acquisition
• Repeat rate
111
110. # customers is a
leading indicator
114
Active Customers vs MAT SalesCust
Cust
111. Building a simple forecast model
Use management KPIs
Focus on the issue at hand: marketing spend
This is a ”disposable model”: how much has
sustained marketing spend helped? Should it
continue?
115
112. In this business:
A customer repeats X times per year (X =2)
The avg spend is $Y per visit (say Y = $500)
There is a relationship between marketing and
new customers
116
118. Example: Excel 2016
Excel 2016 has a new forecasting model which
defaults to “AAA version of the Exponential
Smoothing (ETS) algorithm”
I googled it and came to a PDF with pages that
look like this:…
122
119. 123
This is 90 slides of explanation for this feature (in R, which I assume Microsoft has ported
to Excel 2016 (Windows, not mac))
120. Technical forecasting
Technical forecasting which uses advanced
statistics on historical accounting is looking for
hard to see connections in historical data you
already have.
But the most important relationships are easy to
see
124
121. Simple Forecasting and Big Data
I will extend meaning of ‘big data’ to include
“integrated data”.
This could mean: web stats, social media
engagement, detailed job progress data and
real time (sales, competitor, location…)
125
122. Predictive analytics means finding hidden connections between data
and cash-flow events with neural networks and other advanced
methods.
This could be very awesome even for SMEs.
Unlike traditional technical forecasting, big data introduces new
information to the business.
.
126
Predictive analytics (Big data)
123. Definition (Forrester)
“Using patterns discovered in heterogeneous
[mixed] sources of data, business analysts and
data scientists can create predictive models to
improve business outcomes.”
Obviously, this is very interesting to my vision of
business forecasting
127
124. Keep it Simple
• By discovering and ranking business drivers,
predictive analytics can help simple models
work better.
• But the value of simplicity is not washed
away by neural nets and super-computers.
128
125. Examples of simplicity visualised
129
A sales model based on non-
accounting leading-indicator drivers can
provide continually refreshed forecasts.
Simple forecasts and open-source
technology make this cheap and easy.
128. Communication and analysis
132
Measures which everyone understands. They get how to influence them. They are bonused on them.
Result: very strong alignment and engagement and everyone is on the same page.
129. It’s simple
It’s customer facing
It’s aligned to relevant decisions and focus
Is it diagnostic?
So far, so good.
133
131. We sit in a discussion about growth
We have done some “predictive analytics”. It
shows that customers who buy a more diverse
range of products are more likely to be repeat
customers.
What business drivers does this suggest?
135
132. Our aim is to reforecast the business in a few minutes
Come up with a sketch of a new driver and try
to include it in a forecast model.
136
133. What about cost drivers?
Forecasting significant costs is the same.
Influenceable, measurable drivers.
Is currency influenceable?
137
134. What makes this more than just a
basic spreadsheet?
The selection and use of business drivers is the
magic sauce. In terms of actually doing it,
though, a spreadsheet is completely adequate.
<Insert funny SAP R/3 story here>
138
135. Finding cost and/or sales drivers...
Follow the points of difference (the competitive
advantage) OR management plans.
This will reveal where to focus.
A business selling a commodity (iron ore):
where are its points of difference?
139
136. Using simple forecasting for
accountability
The forecast should reflect the key decisions
through the business and cost drivers in use.
These should then be measured for diagnosis
and accountability.
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137. External factors beyond influence?
Such as: Currency, economic growth, droughts, Chinese economic collapse …
Two options
1: Be nimble, assume competitors are equally affected. React & forecast when it happens
and otherwise ignore.
2. We can’t influence them, but we can include them in the simple forecast for sensitivity
analysis
Discussion … Which approach fits best with the “simple forecast” philosophy?
141
138. Simple forecast maturity model
Level 1:
Streamline the traditional forecast method. Use
drivers or KPIs synthesised from accounting
data such as price & mix effect, ratios like
debtors days outstanding.
142
139. Simple forecast maturity model
Level 2
Use non-accounting business drivers for sales funnel
and/or key costs, feed this into traditional forecasting.
Measure actual drivers and diagnose, several times per
year but outside of the normal reporting and analysis
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140. Simple forecast maturity model
Level 3:
Business drivers are aligned to strategic plan and incentive
schemes. All business drivers meet the definition.
They are the central discussion in forecasting and
reviewing results. They are used for sensitivity analysis.
Dashboard tools provide daily or real-time insight into
business drivers and automatically updated forecasts.
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141. Simple forecast maturity model
Level 4.
Business drivers are partly based on predictive
analytics. Forecast models are revised to follow
changes in management focus or market
developments.
145
142. Conclusions
Simplified forecasting is part of the new finance
function. It brings finance closer to influencing
profitable decision-making by aligning with the
points of difference which lead to growth.
146
143. Conclusions
Simplified forecasting swaps analysis of historical
accounting data for a small set outward-looking, predictive
measurements
It is diagnostic.
It uses simple models, and new models when needed
147
144. Conclusions
Skilling up
• Understand or suggest a small set of business drivers
• The future added value of finance will be around
numerical strengths. Consider CPD on statistics,
predictive analytics and decision theory.
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145. Books to read/sites to visit
• Black Swan: Impact of the highly improbable (N. N.
Taleb)
• Visual Explanations (E. Tufte)
• The Emperor’s New Clothes (H. C. Andersen)
• Khan Academy: Probability and Statistics (website)
• Superforecasting (Tetlock and Gardner)
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Editor's Notes
If we do this, the forecast is more useful, more relevant and used more widely
Politics is ok, proof that it matters. The crucial point is the allocation of resources.
Examples: to explain poor performance is being out of control. Or to shift responsibility for poor performance.
Board -> top level targets to divisions. Pushes 10% operational profit growth although recent trend is 6%
Divisions allocate profit to production and sales units based on recent history. Pushes 12% profit growth.
Sales units do a detailed customer-by-customer forecast, and plan a 5% sales increase.
Automation consolidates this sales forecast. Maps it to the production and sourcing units, and sends the demand to them. Two weeks
Units sandbag with costs, use spreadsheets to make very detailed forecast. Based on detailed load projections, transport and cost price increases etc, sends unit level forecasts. Two weeks.
Automation now consolidates this with the sales forecasts. Head office finance team prepares analysis, reports and comparisons. Division CFO queries and challenges various units. Revisions. One week.
Divisions management presents revised forecast with 5% profit growth, supported by detailed analysis by adverse developments in currency, cost and the weather.
Board rejects it, and imposes 9% profit growth. Files revised outlook with the market.
This is deployed top down. All detailed forecasts were a waste of time.
And this was a rolling forecast process, supposed to be a step into the future. Ultimately it was a way for senior management to tell everyone what to do while giving the chance for some feedback to filter through. The process was “gamed”.
It’s more effective at communication and getting people aligned, to work together.
It takes less time to understand.
It is more robust. Less “moving parts”.
It allows more opportunity for human judgement to be used.
Traditional forecasting believes the secret to the future is based in the past.
In some cases there is a lot of data. The temptation is to believe that the answer is there, if only we apply more and more ‘power’.
Statistical forecasting (linear regression, non-linear,... neural networks) is based on discovering trends and patterns in history to tell what will happen. This is a very common myth (e.g. Asimov’s Foundation books).
These methods can become so complex and powerful they approach a priesthood. Most managers won’t understand them.
Excel 2016 offfers “AAA version of the Exponential Smoothing (ETS) algorithm” as the default setting for the new forecasting method.
This is a conventional financial forecasting approach. More sophisticated models could be attempted, but this data is a combination of linear growth, simply seasonality and normal distribution randomisation, so there are no more sophisticated underlying patterns to be discovered.
We see in 2013 a development in sales and margin
This is sales data by product group. What is going on?
This approach can be applied to the margin as well
If we do this, the forecast is more useful, more relevant and used more widely
Japanese houses.
Beware trying to shortcut insight & focus with technology. But avail yourself of easier-to-gather data which originates more closely with customers and the buying decision.
Slde is edited for confidentiality
Simple forecasting should be used to inform decisions: in this case, sensitivity makes sense.