vpvi-68...system stats to know system stats: version 7.6 cumulative update 41 on the cloud...

VPVI-68 :Tracking Potential Revenue & Increasing Backlog –the Infamous Beast!

Nichole DavisHoyle, Tanner & Associates, Inc.

TAKE AWAYS

Track non-competitive and competitive pursuits in Opportunities to have a clear

understanding of the potential revenue, combined with reporting in Planning & Projects for

projections. Objectives include:

1. Developing Workflows for Repetitive Steps

2. Creating Calculated Fields

3. Reporting Backlog & Potential Revenue

4. Analyzing the Correlation with BD & Hit Rate

5. Understanding Staff Allocations

WHO WE ARE

100 Staff Members

OUR FIRM

Airport Engineering Asset Management Bridge Engineering Civil/Site Engineering Construction

Services

Drone Services Environmental

Permitting

Roadway Engineering Structural

Engineering

Water Resources

Engineering

MARKET SECTORS

SPEAKER

Nichole E. DavisAssociate

Creative & Development Director

13+Years

in A/E/C Industry Collaboration Focused

SYSTEM STATS TO KNOW

System Stats:

Version 7.6 Cumulative Update 41

On the Cloud

Opportunities Used for Competitive Tracking Only Until 2019

Non-Competitive Not Tracked Companywide

THINGS TO CONSIDER

What is your annual burn rate for revenue?

What do you need to pursue monthly to break even? Make a profit?

What are you pursuing monthly?

What is your hit rate for pursuits?

What is your average time of conversion?

Are your answers different on competitive and

non-competitive pursuits?

TRACKING COMPETITIVE & NON-COMPETITIVE BENEFITS

Tracking Competitive & Non-Competitive Pursuits by

Same Metrics

Understanding of Potential Backlog Based on Pursuit

Values

Identifying Successful Selling Strategies

Reallocating Staff Hours with Low ROI for Sales EffortsP

OPPORTUNITIES

COMPETITIVE VS. NON-COMPETITIVE OPPORTUNITIES

NON-COMPETITIVE OPPORTUNITIES

Non-Competitive Entered by

Project Manager

COMPETITIVE OPPORTUNITIES

Competitive Entered by Marketing

COMPETITIVE OPPORTUNITIES

CREATING WORKFLOWS

CREATING WORKFLOWS

CREATING WORKFLOWS – CLOSE DATE

CREATING WORKFLOWS – CLOSE DATE

CREATING WORKFLOWS – STATUS UPDATE

CREATING WORKFLOWS – STATUS UPDATE

CREATING CALCULATED FIELDS

CREATING CALCULATED FIELDS IN INFO CENTER

CREATING CALCULATED FIELDS IN INFO CENTER

CREATING CALCULATED FIELDS IN INFO CENTER

CALCULATED FIELDS FOR REPORTING

CALCULATED FIELDS FOR REPORTING

CALCULATED FIELDS FOR REPORTING

REPORTING BACKLOG & POTENTIAL REVENUE

REPORTING BACKLOG & POTENTIAL REVENUE

REPORTING BACKLOG & POTENTIAL REVENUE

REPORTING BACKLOG & POTENTIAL REVENUE

REPORTING BACKLOG & POTENTIAL REVENUE

Closed - No Info; Lost;

Decision Not Applicable; Didn't

Chase; Project Cancelled; Win

* Created Saved

Report from

Opportunity List

Report

ANALYZING THE CORRELATION WITH BD & HIT RATE

ANALYZE THE CORRELATION WITH BD & HIT RATE

PR &

Networking

001114.00

Bids & Proposals

001107.00

Backlog

Direct Selling

001113.00

Time Charge Accounts

PROJECT

REPORTING

*Started from Project

Labor Detail Report

PROJECT LABOR REPORTING

PROJECT LABOR REPORTING

001107.00; 001113.00; 001114.00

PROJECT

REPORTING

*Started from Project

Earnings Report

ANALYZE THE CORRELATION WITH BD & HIT RATE

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$80,000

$90,000

M-18 A-18 M-18 J-18 J-18 A-18 S-18 O-18 N-18 D-18 J-19 F-19 M-19

Company BD Labor Dollars and Backlog Trend

Backlog / 100

PR & Networking

Bids and Proposals

Direct Selling

Lines should be trending up together

Merged the two

reports above &

Uses Sorting Magic

ANALYZE THE CORRELATION WITH BD & HIT RATE

PR& Marketing Increases

Direct Selling Increases

Non-Competitive

Proposals Follow

Backlog

UNDERSTANDING STAFF ALLOCATIONS

INDUSTRY/BUDGETED EXPECTED ROIS

Full Time Business Development $30

PCM/Group Manager $25

PM/Senior Engineer $20

Other Staff $15

Business Development Budgeted Salary Total Salary = $ Spent on Development

UNDERSTANDING STAFF ALLOCATIONS

Business Development

Labor

Net Fee Revenue

Business Development % of Net Fee Revenue

AND

Return on Investment on Business

Development $$$

UNDERSTANDING STAFF ALLOCATIONS

Budgeted Business

Development % & Anticipated

ROI on BD $$ Spent

For 10% Growth, ROI Needs

to Equal $15.92 +

BD % of NFR ROI on BD

NEAV 5.71% $17.51

NEBR 3.81% $26.26

NEHY 4.95% $20.20

NEME 7.05% $14.18

SEAV 3.99% $25.09

ZZGO

TOTALS 6.91% $14.47

UNDERSTANDING STAFF ALLOCATIONS

Direct Selling Labor

Net Fee Revenue

Direct Selling % of Net Fee Revenue

AND

Return on Investment on

Direct Selling $$$

THANK YOU FOR YOUR TIME!

603.669.5555 x 119 ndavis@hoyletanner.com www.linkedin.com/in/nicholed

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