Category Archives: Finance

How Do You Finance Site Expansion? Three Recommendations

Situation: A company wants to expand to new sites. It’s business model relies on high levels of customer service, with high customer retention and efficiency. The challenge is that the model is low margin, because only a few employees are billable. How do you finance site expansion?

Advice from the CEOs:

  • To evaluate profitability and start-up time create a low-cost prototype site to test the model and collect data.
    • Develop a template with a high likelihood of survival over the first 6-12 months when investment will outweigh income.
    • Consider a SWAT resource team to accelerate early success for new sites.
  • Key areas of focus:
    • Understand the value of the business. For example, is it:
      • Improving client operational efficiency?
      • Building the team?
      • Response time to client needs?
    • From experience define the most important variables for success:
      • What is front office, what is back office?
      • How important are the dynamics between key people? Is it better to hire key people as the number of sites expands or grow them internally.
      • Determine what is being sold, with a reasonable prospect of return – methodology or services?
  • Consider a franchise model. The model must show a reasonable return to the prospective owner, including the cost of franchise purchase and start-up costs.
    • As franchisor, it is important to know what this model looks like to a prospective franchisee; however, take care not to create a representation to which would be bind the franchisor as a promise.
    • A successful franchise should have a branded presence.
    • Offer potential franchisees a guarantee: if after one year the net costs to establish and maintain the site are below a certain level, the franchisor will credit the difference between their estimate and the actual net costs in Year 2.
    • MacDonald’s does not allow franchisees to choose store locations. Similarly, the franchisor can choose locations, determine the availability of key talent, select anchor clients, and develop a reasonable estimate of the value of a new franchise before selling it. This increase the value for the franchise sale and creates a more predictable ROI for new franchisees.

How Do You Balance Core and New Businesses? Five Guidelines

Situation: A company has built a solid core business and wants to expand its product portfolio by adding new business. Core functions can serve both existing and new business, reducing overhead on individual businesses. What pitfalls must the company avoid? How do you balance core and new businesses?

Advice from the CEOs:

  • New business activity cannot impact core business. The core business is the company’s bread and butter. It is important to make this clear to both employees and clients and to structure the handling of new business opportunities accordingly.
  • From a staffing standpoint, new business opportunities cannot impact marketing, service and operations staff supporting the core business. New business development activity and operations cannot result in a pull from their focus on the core business. This separation may be facilitated by placing the staff supporting new business in separate facilities, or in an area separate from the staff supporting core business.
  • In the case of support functions that will serve both existing and new business, recruit and hire staff to support the new business to assure that both existing and new business receive proper support.
  • Hire a new person, one with experience and contacts, to develop the new business opportunities. Look for a sales person who can bring in significant new business. This will pay for the individual quickly.
  • How does leadership communicate these changes to staff?
    • Meet with key managers to identify potential concerns. These may include impact on company culture and client focus. Use the responses gathered to develop a communication plan to allay employee concerns.
    • As new business opportunities are added, it will be necessary to bring in new, experienced personnel. Previously, the company brought in experienced personnel to build the current business. Be open and up-front about this and explain that as the company grows there will be new opportunities for existing employees.
    • The company’s objective is to improve the quality of the organization and to raise the boat for all. Current owners and managers will automatically benefit from the efforts of new people to expand the business.
    • Building new business opportunities as separate businesses diversifies the company and reduces the risk of overdependence on existing clients and key vendor relationships. This enhances the job security of current employees.

How Do You Choose Between Opportunities? Five Thoughts

Situation: A growing technology company is faced with several opportunities. The CEO is too busy to devote the time to analyze each of these. In addition, the CEO wants to develop her staff so that they can take on more responsibility and mature into a full organization. How do you choose between opportunities?

Advice from the CEOs:

  • Everything starts with a strategic plan for the company. Either the CEO or an outside consultant should coordinate a strategic planning session to develop and rank the opportunities facing the company. The ranking exercise is best done as an open departmental or company-wide exercise so that everyone is involved in the process. This helps to build consensus and commitment to the opportunities developed.
  • Once the opportunities have been identified assign one to each of the employees that you want to develop. Each of the employees will be the champion for that opportunity.
  • Ask each champion to develop a business case and plan for their opportunity. This will include a development plan and ROI analysis. Allow each champion to access all company resources as they develop their plans. Set a deadline for all champions to complete their plans.
  • Once the plans have been completed, reconvene the group that participated in the strategic planning session and have the champions pitch their plans to the group. The group will provide feedback and suggestions for each plan. At the end of the session repeat the ranking exercise based on the new information developed and presented.
  • This will provide a wonderful training opportunity for the champions as well as valuable insight into their talents and potential for future development. In addition. Because the strategic planning sessions will be conducted as a company-wide exercise, they will act as team-building exercises and excite everyone about the potential facing the company.

How Do You Transition to New Leadership? Four Perspectives

Situation: The CEO of a professional service company is reaching retirement age. The plan for years has been for a key field manager to take on this role; however, neither the CEO, the founder nor most employees feel that this individual is up to the job. What can be done to either better prepare the key manager for the new role, or to demonstrate that this is unfeasible? How do you transition to new leadership?

Advice from the CEOs:

  • For the long-term benefit of the company, it is important to create a situation that will either prepare the field manager to succeed or provide the Company with a back-up plan for ongoing leadership.
  • If the CEO and founder are concerned about this individual’s ability to succeed, then coordinate a plan with the founder and then meet with the key manager.
    • Let the key manager know that the owners plan to sell the company in 3 years.
    • This can be an internal sale – the CEO and founder sell their shares to the key manager – or the owners will look for an outside buyer to buy out all current owners.
    • See how the key manager responds.
    • If the key manager expresses an interest in buying the CEO’s and founder’s shares, then require this individual to make the same level of financial commitment that the CEO and founder have made.
  • Another CEO experienced a comparable situation with an individual who was both underperforming and a significant shareholder.
    • This CEO created a very public vision of what he expected this individual to achieve – in positive terms. The CEO also put an outside hire in a similar role to create a performance comparison. The result was a significant increase in performance by the inside individual and a successful transition to additional responsibility.
  • If the key manager is to be put on a track that leads to the CEO role there will be two challenges: assuring that this individual can acquire the skills to succeed and assuring that the individual can demonstrate successful leadership within the Company. To meet these challenges, take the following steps:
    • Make a public announcement of the plan to transfer the mantle of leadership to the key manager;
    • Raise the bar of expectations for the key manager to demonstrate his or her leadership capacity;
    • Define a full program of training to provide the key manager with the skills to lead the Company;
    • Ideally, allow the key manager to prove his or her mettle through a highly visible responsibility – like growing a key market segment – so that he or she gains the respect of the others.
    • Require the same level of financial commitment that the CEO and founder currently bear, so that everyone knows that the key manager has “skin in the game.”
    • Put the key manager on the same compensation program as the CEO and founder, as this will become his or her compensation program on becoming CEO.

Is the Glass Half-full or Half-empty? Five Recommendations

Situation: The CEO of a product and service company has seen her company struggle for several years. While the overall market has turned around, her company has not. She is tired of barely staying afloat and not making the kind of money that she a decade ago. Is the glass half-full or half-empty?

Advice from the CEOs:

  • What keeps you from hitting the numbers? Creating a forecast, budget and objectives allows you to establish a reward system for meeting and exceeding objectives. Once there is an upside, then not hitting the numbers means that a manager misses the upside and the financial rewards that accompany this achievement. This is often consequence enough, particularly if others are hitting their numbers and getting performance bonuses.
  • The glass is half-full. The past few years have been difficult. Review what the company accomplished during an extended recession. Look at how the company fares versus local competitors. Review positive changes that have been made and take credit for these. This will provide energy to move forward.
  • Given the company’s successes, sit down with the management and show them what the company has accomplished. Celebrate. Use this opportunity to set goals for next year. A good place to start is to set a bottom line profitability objective before taxes.
  • To be a great manager requires more than just a revenue and profitability target. People rally around a vision and a culture that they aspire to and want to enjoy. The role of the leader is to create this vision and culture. Do this, and revenue and profitability will take care of themselves.
  • Two more thoughts on whether the glass is half full or half empty to check your bearings:
    • What is your passion? If you love what you’re doing, what else would you do?
    • If you were doing something else, would you be making more money or enjoying more success?

Diversify or Optimize Current Opportunities? Four Options

Situation: A company that manufactures and sells components to a large corporation has a dilemma. This customer is throwing more business their way, under favorable terms. At the same time, the company wants to diversify to reduce exposure to a single large client. The challenge is that alternate opportunities are not as profitable as those from this customer. As the CEO puts it, should they use limited resources to chase copper when gold is readily available? Do you diversify or optimize current opportunities?

Advice from the CEOs:

  • It is always dangerous to have all your eggs in one basket. Dedicate resources to develop alternative business opportunities, knowing that at first the new opportunities will not be as appealing as current opportunities with this large client.
    • Think back – has business from the large customer always been this profitable? In developing new business opportunities, one often must pay dues to develop opportunities for future profits.
    • Invest in business development to find new business opportunities outside of this large customer. Do this sooner rather than later. One never knows when a large customer will change strategic direction.
  • What are the company’s options and choices?
    • Stay the current course and accept the risks of this strategy or diversify.
    • Put some resources into studying options to diversify. If there is no gold out there, then maximize the cash from the current situation and invest it in something that will provide a satisfactory long-term return. If the large customer closes the door, then just shut down.
  • How could the company diversify? Geographically? Additional products to other customers? Put together a diversification plan and test it for feasibility.
  • Make sure that company’s and owner’s priorities are clear and not in conflict with each other.
    • What is the optimal size of the company?
    • How many customers are needed to support optimal company size and how much diversification is required for this?
    • What is the owner’s exit strategy and timeline?
    • If the objective is to stay small and exit in one or two years, why chase diversification? Think about what would be appealing to a potential acquirer. Perhaps it is just access to this large customer.

How Do You Launch an Internet Portal? Four Considerations

Situation: A finance company wants to revise its web portal. The objective is to provide up-to-date specialized financial information to clients for a subscription fee. Currently information is provided directly to clients. The portal will allow clients to manipulate the data provided to gain greater insight into their own strategies and operations. How do you launch an Internet portal?

Advice from the CEOs:

  • This presents an opportunity to bring several niche services together under one umbrella.
  • The plan is to make money by selling subscriptions. A challenge will be determining how much clients are willing to pay for this service.
    • Perform an analysis to determine how much clients can either make or save by utilizing the new service.
    • Try a menu approach with varying fees depending upon the number and frequency of services accessed.
  • To more quickly gain recognition and credibility, consider partnering with an existing well-established entity such as Bloomberg. Design your portal to integrate your data into their existing traffic flow.
    • This reduces the development effort because the partner already has the shell and a well-established market presence.
  • As an alternative to partnering, it may be best for the company to develop the portal on its own.
    • In this case, if there is a tightly defined target audience and the company already possesses all the equipment and programming required to launch its own portal, it may be best to carefully select initial clients and for the company to do everything itself.
    • If the company has the necessary access to key target clients, this will save the need to split revenue with a partner.

Does Your Company Have the Right Focus? Three Alternatives

Situation: The CEO of a specialty service company is curious about whether they have the right internal focus to drive their business. Their internal focus statement is to the most competitive, most responsive company in their market with high profit per job. One school of thought calls this focus the Main Thing driving the company. Does your company have the right Main Thing or focus?

Advice from the CEOs:

  • Look at the tie between your Main Thing and your financials.
    • Determine an appropriate measure of efficiency – for example, billable hours per field worker per day.
    • Look at cost per field worker versus efficiency.
    • Ask what will generate the profit to grow to the level that the company has established as the revenue target.
    • If you can boost the gross margin on services, this provides far more benefit than merely cutting expenses.
    • Look for market niches that support higher prices without a parallel rise in either expense or risk exposure.
    • Do leadership and staff have the right skills and talents to support growth objectives? What can be done to enhance skills and talents?
    • Consider the following – By increasing efficiency and margins from 16% to 20% on $10 million of job revenue, the company can increase the operating margin by $400,000. If certain staff cannot work within a more efficient structure, you may want to move them to jobs that are less critical to the business. Having the right staff in the right seats is critically important to bottom line results.
  • Look at the company’s customer selection criteria. Using the 80/20 rule – 20% of customers generate 80% of revenue and/or profits. How do you improve customer selection?
    • Rank all customers on measures of profitability of their business, payment time, and most importantly future business potential. Focus on customers with the highest scores, and “fire” low scoring customers.
  • Focus on cash flow: Look at early pay options or discounts to speed payment from large customers.
    • Incorporate a schedule of values in all contracts as an addendum to prompt earlier payment.
    • In proposals, include a payment schedule and finance the receivables through a factoring company – particularly in the case of slower paying or less desirable customers.

Can You Pass Higher Expenses on to Customers? Six Thoughts

Situation: A company is concerned about increased energy expense as prices rise, and the impact on the bottom line. Pricing in their market is competitive. What’s the best way to recover these costs? Can you pass higher expenses on to customers?

Advice from the CEOs:

  • Businesses regularly pass on their increased gas and transportation costs to both commercial and retail customers as these costs rise.
  • This isn’t just true for gas and transportation expenses. As other expenses rise, companies regularly increase their pricing to account for increased costs.
  • Is it necessary to send out an announcement letter about the company’s intent to do this?
    • Some companies do. Others just start adding a line with a gas surcharge to their invoices. This is happening frequently enough so that most customers just pay it without question.
  • What do you do if someone objects?
    • If a customer objects, you always have the option to credit them the charge.
    • Again, most customers are so accustomed to seeing and tolerating these costs that they don’t object.
  • Look at the company accounting system. Are costs and performance trackable by business segment? Performance numbers show both the impact and magnitude of energy cost and improve the ability to manage the business.
  • If the talent is not present to either improve the current accounting system or to shift to better software, bring in part time accounting help. A good source is Robert Half International/AccountTemps. The cost of adjusting the current system will be recovered as the company gains more control over expenses by segment.

How Do You Optimize Your Pipeline? Six Suggestions

Situation: A company’s goal is to replace an old, established market with new technology and, by owning the technology, to reinvent the industry. Given this aggressive goal, there is a temptation to go into volume production before establishing the cost advantages to make the technology profitable. The challenge is to establish disciplined, stable, qualified, scalable and profitable manufacturing. To accomplish this, the company must decide between alternatives as they cultivate new customers. How do you optimize your pipeline?

Advice from the CEOs:

  • There are two sides of the market:
    • Mega-markets dominated by large corporations which have long lead-times and potentially huge payoffs; however, these markets present long payoff delays for the company.
    • Smaller, quicker markets with limited volume but which will offer rapid PO acquisition and proof of concept.
    • The question is how much effort to devote to which market.
  • Look for early customers who are cast in your own light – disruptors who can help to catapult you into the marketplace
  • The trade-offs are strategic vs. tactical opportunities.
    • The immediate tactical need is to generate cash to show that you can. This is the steak.
    • The strategic need is to seed a foothold in a mega opportunity – to show the potential to revolutionize the market. This is the sizzle.
    • Identify a killer app that will gain tactical advantage and cash and help prompt maturation of a strategic opportunity.
  • Another CEO shared experience landing a large client.
    • They used a short, low cost pilot project to prove the concept to skeptical client staff. The client was surprised and delighted by the success of the pilot project. The pilot project was then articulated into larger projects.
    • Over time the company used incremental steps to gain a broad presence within the large company.
  • Strategy recommendations:
    • Focus business development on selling killer apps.
    • Find low hanging fruit for quick proof of salability and to show a revenue ramp.
    • Small design wins exercise the machine.
  • Is it possible to conserve cash to raise the impact of early wins to the bottom line?
    • Are all current staff during the next 12 months?
    • Early on, the game is business development – gaining key contracts and agreements with lead customers. Sales follows, with focus on the larger market. This may be 6 months to 2 years out. How many people are needed to focus on business development?