vpvi-68...system stats to know system stats: version 7.6 cumulative update 41 on the cloud...
TRANSCRIPT
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 [email protected] www.linkedin.com/in/nicholed
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