how to effectively manage and bill for rmr
TRANSCRIPT
How to Effectively Manage and Bill For RMR (Recurring Monthly Revenues)
“Knowledge isn’t power…the right knowledge at the right time is power.”
Brad Dempsey - Background
• Founder of Solutions360 Inc. in 1988• Primary architect of Q360 ERP platform• 33 years of international project and financial management
experience• Spend at least 50% of time consulting on business process
automation and financial controls• Started career working for computer companies TRW Data
Systems, Prime Computer, Apollo Computer and Sequent Computer
Our Market
Technology Integrators
Telephony Integrators
IT Integrators Life/Safety Integrators
A/V Integrators
Introduction
RMR – Recurring Monthly Revenue, is a new area of growth for many technology integrators.
It is revenue that is contractually based over a period of multiple months.
The focus of this seminar is from the operations and accounting perspective.
The Sales Hand-Off
Overview
1. Managing Contracts / Agreements
2. Managing Cash Flow
3. Managing Revenue and Expense
4. Final Goal - Profitability
1. Managing Contracts
Common types of RMR contracts– Warranty service– Managed services (Monitoring/Remote management)
IT managed services (Nable, Kaseya, Level Platforms etc.)
Alarm monitoring (burglar, fire etc.)– Labor or Parts only– Discounted services– Consulting / Education– Hybrid
RMR ChallengesImproper coverage can be very costly– Servicing equipment that should not be can be costly– Providing out of hours service can be costly
Revenue and expense model is vastly different from T&M– Misunderstanding the relationship between cash, revenue
and expenses can be catastrophic to a business
RMR ChallengesInvoicing and coverage periods can be complex– Invoice date, due date, start of coverage, end of coverage
Contracts can include initial setup costs that affect profitability– There can be significant labor or material costs up front– How do those affect cash, revenue and expense over the life
of the agreement?
RMR ChallengesIn some cases SLA reporting to a principle vendor may be required
Coverage may be sub-contracted for services such as backups, anti-virus etc.
Reporting to your customer, so they understand the value of the services
Contract Example
The “Gold Plan” service contract sells for $1,200 per year– You are covering the materials and labor to service 3
boardrooms– You get paid quarterly– Coverage includes material and labor– Exclusions for vandalism, natural disasters, training etc.– Guaranteed response time– Contract covers 3 sites, with 1 in a different time zone– Labor costs for out of coverage items discounted at 15%
Contract Example
Key Data Points
Contract should have quick access to:– Financial overview– SLA– Products covered– Block time / amounts– Labor time billing– Invoicing history– Attached documents (P.O.’s etc.)– Service history– Profitability
Contract Example
1. Effective start date of the contract
2. Billing frequency – (Monthly, Quarterly, Annual etc.)
3. End date of coverage
4. Renewal Type
5. Bill in advance days
6. Contract type
7. Current status
SLA – Service Level Agreement
What does Premier coverage mean?– Response vs. resolve time– Time zone management
Contract Cancellations
Capture rates of new vs. lost contracts
Reason codes will help product evolution
Spend as much or more effort keeping contracts as acquiring new ones
Service Visibility
Notify dispatch or customer service with alerts
Service Visibility
Notify dispatch or customer service in real time about coverage
2. Managing Cash Flow
RMR has a very different model for cash flow than traditional project and service work
There is no link to actual expenses incurred, like in project job costing
Many types of agreements put the cash in your bank before services are delivered
This can give a false sense of security
Understanding and forecasting cash flow becomes even more important in a company with significant RMR
Invoicing vs. Coverage Dates
The invoice date is the posting date of the invoice and the starting point for calculating the due date
Coverage dates represent the start and end date for service
Coverage dates are not only important for the customer, but also for accounting
Invoicing
Automated invoicing is a mandatory requirement
Automated delivery is a bonus
Invoicing ProjectionInvoice billing projection
Invoicing ProjectionInvoice billing projection
May = $16,233
June = $12,944
July = $17,921
August = $98,396
Cash FlowCash in the bank will lag by your average pay days
Knowing your upcoming invoicing and average pay days is the first step in cash flow projection
3. Managing Revenue and Expense
Managing the deferred revenue for contracts is one of the most difficult tasks for many companies
Prebilling vs. Current period billing vs. Post billing can be difficult concepts for staff to manage
These concepts must be mastered to accurately ascertain the profitability of an agreement
Managing Revenue and Expense
RMR is normally time based
Key concept – It is the relationship between the invoice date and the coverage dates that creates a deferral
If the invoice date is in a period before the coverage date, the revenue should be deferred
If the coverage dates span multiple periods, the revenue should be deferred
Time Based Example
The “Gold Plan” service contract sells for $1,200 per year– You get paid up front– Coverage period is 2014-01-01 to 2014-12-31– $1,200 gets credited to your RMR liability account– At the end of January, RMR revenue is credited $1,200/12
($100) and RMR liability is debited $100– This leaves a liability of $1,100
Different accounts for RMR liability and project liability
Invoicing RMR
Invoicing RMR
Revenue ProjectionRevenue projection should also take un-billed into account
Revenue ProjectionMonthly totals
What About Expenses?
Service tickets should be linked to agreements
Material, Labor, Subcontract and Misc expenses are posted at time of use
If labor is performed outside your service system, hours must be tracked and linked
Initial costs must be captured against the agreement, and may need to be amortized
What About Expenses?
T&M revenue and expense should be able to be viewed with or without the agreement revenue and expense
Final Goal - Profitability
What is the profitability of the agreement?
Final Goal - Profitability
If revenues and costs are correctly allocated, you will be able to pick any two points in time, and measure profitability
Contract / Agreement profitability should be compared with the customer’s overall profitability
Contracts can also be compared across types, geographic areas, vertical markets etc.
What Your ERP System Should Do
Automate invoicing and coverage periods
Automate invoice delivery
Allow easy reconciliation of contract billing periods
Invoicing projection report for at least 12 months
Automate release of revenue for coverage periods
Allow easy reconciliation for your deferred revenue balance sheet account
Give visibility into the contract’s profitability
What Your ERP System Should Do
Give visibility customer’s profitability across contracts and business units
Provide a recurring revenue forecast
Provide feedback to service and dispatch for contract coverage
In Closing
“RMR can be the silver bullet, but you still need to make sure you are ready, then aim and then fire, in that order.”