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Making fee income more predictable, reducing risk

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Confidential © Equiteq 2015 equiteq.com Growing equity, realizing value 8 Levers Webinar Series Quality of Fees Webinar
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Page 1: Making fee income more predictable, reducing risk

Confidential© Equiteq 2015 equiteq.com

Growing equity, realizing value

8 Levers Webinar Series

Quality of Fees Webinar

Page 2: Making fee income more predictable, reducing risk

Confidential© Equiteq 2015 equiteq.com

Reduce your risk in fee income and make it predictable

Page 3: Making fee income more predictable, reducing risk

Confidential© Equiteq 2015 equiteq.com 3

When we look at a consulting firm we use our Equity Growth Wheel

Market Proposition

IntellectualProperty

Quality ofFee Income

Sales &MarketingProcess

ConsultantLoyalty

ClientRelationships

Sales &Profit Growth

ManagementQuality

EquityGrowthWheel

Page 4: Making fee income more predictable, reducing risk

Confidential© Equiteq 2015 equiteq.com 4

1. Reduce risk to revenue forecast• Focus your services on a limited number of

sectors• Engage with a balanced portfolio of clients• Sell more of what you currently do to people you

already know• Turn short-term, one-off projects into integrated

programmes

2. Manage cash so that growth is not constrained

3. Ensure you have a process in place to balance capacity with demand so that you maintain good margins

Increase fee income predictability to reduce the risk to profit growth

Market Proposition

IntellectualProperty

Quality ofFee Income

Sales &MarketingProcess

ConsultantLoyalty

ClientRelationships

Sales &Profit Growth

ManagementQuality

EquityGrowthWheel

Quality of Fees lever elements:

Page 5: Making fee income more predictable, reducing risk

Confidential© Equiteq 2015 equiteq.com 5

1.1 Focus your services on a limited number of sectors

Service-Market MatrixService

Market SectorService 1 Service 2 Service 3 Service 4 Service 5 Service 6 Grand Total

Pharmaceutical 21,000 120,000       580,000 721,000

Financial Services 150,000   250000 50,000   20,000 470,000

Technology         100,000 150,000 250,000

Public Sector         150,000 20,000 170,000

Manufacturing       150,000     150,000

Retail       100,000     100,000

Defence           20,000 20,000

Law         20,000   20,000

Leisure         20,000   20,000

Education         9,000   9,000

Grand Total 171,000 120,000 250,000 300,000 299,000 710,000 1,930,000

Page 6: Making fee income more predictable, reducing risk

Confidential© Equiteq 2015 equiteq.com 6

1.2 Engage with a balanced portfolio of clients

1 2 3 4 5 6 7 8 9 10 -

25,000

50,000

75,000

100,000

125,000

150,000

175,000

200,000 20%

18%

15%

13%

10%

8% 7%

5%

3% 3%

1 2 3 4 5 6 7 8 9 10 -

40,000

80,000

120,000

160,000

200,000

240,000

280,000

320,000

360,000

400,000 40%

13%10%

7%5% 5% 5% 5% 5% 5%

Client Revenue – High Risk Client Revenue – Low Risk

Page 7: Making fee income more predictable, reducing risk

Confidential© Equiteq 2015 equiteq.com

Service

ClientService 1 Service 2 Service 3 Service 4 Service 5 Service 6 Grand Total

Client 1     250,000       250,000

Client 2           240,000 240,000

Client 3   200,000         200,000

Client 4       200,000     200,000

Client 5           120,000 120,000

Client 6           115,000 115,000

Client 7         100,000   100,000

Client 8       100,000     100,000

Client 9         100,000   100,000

Client 10 75,000           75,000

Grand Total 75,000 200,000 250,000 300,000 200,000 475,000 1,500,000

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1.3 Selling more of what you currently do to people you already know de-risks your future revenue

Service-Client Matrix

Page 8: Making fee income more predictable, reducing risk

Confidential© Equiteq 2015 equiteq.com 8

1.4 Turn short-term, one-off projects into integrated programmes that ensure you stick with the client

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63 65 67 69 71 73 75 77 79 81 -

50

100

150

200

250

300

350

Project Revenue Pareto

Page 9: Making fee income more predictable, reducing risk

Confidential© Equiteq 2015 equiteq.com 9

2. Manage cash so that growth is not constrained

1. Ensure you have 3 months of cost as cash in the bank

2. Implement favourable terms and conditions

3. Measure your debtor days

4. Use project managers to collect cash

Average Debtor Days

Page 10: Making fee income more predictable, reducing risk

Confidential© Equiteq 2015 equiteq.com 10

3. Ensure you have a process in place to balance capacity with demand so that you maintain good margins

Discounted Sales Pipeline Delivery Capacity at Full Sales Value

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec -

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

Booked Hot Good

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec0

200000400000600000800000

10000001200000140000016000001800000

Undiscounted DiscountedBooked Budget

1 2 3 4 5 6 7 8 9 10 11 12 13 14 150%

10%20%30%40%50%60%70%80%90%

100%

0%10%20%30%40%50%60%70%80%90%100%

Utilisation Target

Monthly Revenue Pipeline

Cumulative Revenue Pipeline

Capacity

Utilisation

Pipeline Index =

Page 11: Making fee income more predictable, reducing risk

Confidential© Equiteq 2015 equiteq.com 11

For your Quality of Fees homework try these Start, Stop, Continue strategies

Start getting better, monthly visibility of your future pipeline and matching it with capacityStart

Stop

ContinueContinue to work within your existing sectors in order to grow new clients and avoid having all your eggs in too few baskets

Stop trying to sell everything to everyone

Page 12: Making fee income more predictable, reducing risk

Confidential© Equiteq 2015 equiteq.com

Please make use of our free thought leadership material

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Page 13: Making fee income more predictable, reducing risk

Confidential© Equiteq 2015 equiteq.com

Growing equity, realizing value

UK +44 (0)203 651 0600USA +1 (212) 256 1120Singapore +65 6352 7482Email [email protected]

www.equiteq.com


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