Aug 14, 2024 | Analytics, Marketing, Sales
There is lots of talk, often sales-hype from digital urgers, about Lifetime Customer Value. When applied correctly, it is a vital measure, but when you look closely, it often means lifetime customer revenue.
Revenue is of little commercial value in the absence of margin, so the discussion can be completely misleading.
Understanding the margin generated by customer segments, or in some cases, individual customers is an immensely valuable metric that enables you to focus resources where there is the most benefit to the enterprise. You can make informed tactical choices with a great level of confidence based on the margin delivered.
Customer margin is also an enormously useful metric elsewhere.
Sales people are often rewarded on revenue, which can be gamed. Margin over time is much harder to game, and a far better measure of the effectiveness of a salesperson in delivering value to the enterprise while serving customers.
Similarly, calculating the cost of acquisition of a customer gains traction when measured against margin rather than revenue.
One of my clients businesses relies on referrals as a source of business. Increasingly they are moving towards margin on converted referrals as the single metric that best measures the impact of their marketing and product delivery efforts.
You cannot generate margin in the absence of revenue, but you are easily able to generate revenue without margin. Not a good idea!!
As an aside, also beware of the difference between margin and mark-up. They are similarly often used to mislead the unwary.
Aug 12, 2024 | Change, Strategy
2024 is very challenging for SME’s.
It is proving to be a time of an unusually high rate of SME mortality. This is driven by the problems that emerged with the Corona virus, followed by a period of historically low cost of capital, then a burst of inflation now being wrung out by aggressive rises in interest rates, the wars in Ukraine and Gaza, uncertainty of supply chains, and a host of other items.
It makes sense for every business owner to consider the value of their business. While having an exit plan is always a good idea, few are proactive in creating one.
While you may not be considering selling any time soon, (or going broke) it remains a valuable exercise to uncover the drivers of value, and double down on them.
Following is my list of value drivers, in a rough order, which will vary with circumstances and conditions in any specific market.
Cash flow.
Managing cash is the single most important thing every business can do to ensure survival, after looking after your customers. Cash is not subject to accounting rules, conventions, or differential tax treatment, as are the P&L and Balance sheet. You either have it or you do not.
Calculating free cash flow, the cash left over after capital expenditure over time, gives an extremely sensitive view of the health of a business.
Happy and committed customers.
You can make customers happy by giving discounts, but that is not a good measure of value. A committed customer will be prepared to pay at least the going rate for your products, and will not be moved by short term incentives from a competitor. Two of the best measures are Share of wallet and customer churn.
How much of a customer’s spend on a category you could supply, do you supply, and what is the ratio of customer loss and gain that is occurring. Committed customers will also be happy to refer you to others, simply the best form of marketing there is.
Customer & supply chain diversity.
‘Don’t have all your eggs in the one basket’ is a dictum that has proved true time and time again. Businesses that allow one customer to become more than about 25% of their revenue are dicing with trouble. In the event that customer goes broke, changes personnel at the top, gets taken over, or a myriad of other things that can happen in commercial life, you can find yourself out in the cold. This is the structural problem facing Australian suppliers to FMCG.
It is the same in your supply chains, but in reverse. Every business wants to be a dominating force in their supply chains, to be able to exercise some level of control. The pandemic has shown us how fragile our supply chains are, so resilience has become a key KPI for many who were previously reliant on single sourcing and JIT supply.
Differentiated in ways hard to duplicate that customers value.
Charlie Munger often spoke about building ‘Moats’ around his businesses. We all understand that a moat is a structure that repels invaders, in a commercial case, competitors. It is a lovely metaphor, and works irrespective of the scale and type of your business.
You build moats by being able to create customer value that competitors cannot or choose not to match, and if they try, their resources are consumed by the power of the Moat. This sort of protection is rarely a function of just one element, in the metaphor, the height of the moat wall and depth of the water. It is always a combination of many contributing strategic and tactical measures.
‘Tide’ detergent in the US retains 50% market share of the washing products market. Any quick look would indicate it to be a commodity market. Anyone with the right gear can make a detergent that does a good job, so how has P&G retained this share? It is a combination of time, disciplined brand building tactics, consistently very good advertising, continuous innovation, and an ability to ‘shape’ the market by being strategically smarter than everyone else. These have delivered first mover advantage continuously to P&G as the ways Tide delivers value to consumers have evolved.
Defined Process maps subjected to continuous improvement.
Imagine a potential buyer comes into your business with a serious intent to consider purchase. Anything you can do that reduces the level of uncertainty that they will feel about the value of your business to them is worth doing. If a buyer sees that business processes are mapped, consistently applied, and the subject of continuous improvement, it will be immensely reassuring. Such an environment will remove a significant source of uncertainty and risk.
Revenue Predictability
Revenue predictability is gold. Forecast accuracy drives not only sales up, but operational costs down, and revenue generation activity more directly connected to results, and therefore accountability.
Over the last 20 years, the nature of revenue has changed from one driven by sales, to one driven by subscription. Once you have a customer ‘signed up’ to some sort of process that delivers revenue automatically, they are both more likely to spend more, as they have a sunk cost to recover, and less likely to leave.
Amazon Prime is the most effective subscription model ever seen. Currently Amazon prime has 170 million subscribers in the US. For $14.99 monthly or annual subscription of $139, subscribers benefit from a range of ‘free’ services from across the Amazon ecosystem. Numbers vary, but solid research puts prime subscribers buying up to 4 times as much on Amazon as the average non subscribing Amazon buyer, up from around $500/year to over $4,000. Not bad when you can also manage the margins they are buying at, and have already banked $11 billion in advance.
My local coffee shop has a loyalty program, the 11th coffee free, so I tend to buy from them when it is convenient to do so. If the situation were reversed, and I had paid a membership up front in order to get a discount, the incentive to go there would be significantly stronger. Amazon Prime has harnessed this basic psychological driver to generate billions of dollars.
Having a clear set of robust leading indicators of revenues, margins and profit, offers certainty to any buyer of your business, as well as to you. They also offer the explicit platform for improvement.
Focus
To optimise your business, and thus enhance its value, it will pay to focus aggressively on the areas where you have some sort of competitive advantage that can be leveraged. This always come down to trimming product ranges, brands, geographies, technology bases, and market segments aggressively. While the analysis is tough, and the choices even tougher, you will inevitably find that the pareto rule applies, and aggressive application drives profitability. A mantra I use with clients is ‘Pareto the Pareto’, suggesting that this optimisation is a continuous process.
Clean books
Using the business as an ‘ATM’ for the owner is a danger sign for any buyer. When preparing your books for the inevitable Due Diligence examination by a potential purchasers accountant, the less items that are up for deeper examination the better. Ensure you have a ‘normalised‘ P&L available for scrutiny that identifies and explains or excludes all the items that may draw a question. Similarly, many SME’s claim to have some component of cash transaction in their business. Expect those claimed transactions and resultant cash to be completely discounted by a potential buyer as a source of value.
Steady growth history
Any potential purchaser is only looking at what you have done in the past, as an indicator of what might be possible in the future. They are only interested in understanding the future return on an investment they might make in your business. Therefore, a history of growth will be an indicator that all things being equal, there is evidence that the growth that will benefit them will continue. Growth that is relatively smooth is always better than growth experienced in fits and starts in the eyes of a buyer.
This applies equally to all financial and non-financial measures.
A strong management bench
Across functions, you need people willing and able to step up as you expand. A balanced and robust bench with solid succession planning through all levels is a hedge against the uncertainty that accompanies an acquisition, and benefits the value of the business.
An obvious culture.
Every business has some sort of culture, the ‘way we do things around here’. A consistent, explicit, and aligned culture that is aimed at delivering a well understood strategy is like cheese to a mouse: irresistible.
None of these are easy to address. If they were, the mortality rate of SME’s would be less than it is.
Aug 8, 2024 | AI, Management
AI promises a multitude of productivity benefits for all enterprises.
For the thousands of SMEs competing with much larger rivals, AI offers the potential for easily accessible, reliable, and credible data on an unprecedented scale.
One such opportunity lies in market research, which has often been out of reach for SMEs due to its high cost.
AI systems are sophisticated probability machines. Given a base to ‘learn’ from and a set of instructions, AI can predict the next letter, word, sentence, illustration, piece of code, or conclusion. Feed it the right data to learn from, prompt that ‘learning’ with instructions, and the probability machine goes to work.
‘Synthetic data’ is the analysed outcome of a well-articulated AI search for relevant data from publicly available sources, potentially enhanced by data from a company’s own resources.
For instance, an FMCG supplier might need ‘attitude and usage’ research to support ranging of a new product in major retailers. Traditionally, they might spend $100-200k on a combined qualitative and quantitative market research project, which could take several months to complete.
Way out of the reach of most SME’s.
Alternatively, they could invest $15-25k in an AI application to scan social media, relevant publicly available statistics, and their own sales and scan data. This AI-generated ‘synthetic data’ might not be quite as accurate as a well-designed and executed market research study. However, it could be produced quickly, relatively cheaply, and be sufficiently accurate to provide compelling market insights and consumer behaviour forecasts.
Suddenly, opportunities previously out of reach for SME’s can be leveraged. Combined with their shorter decision cycles and less risk averse nature, SME’s now have the potential to haul back some of the ground they have lost to deeper pocketed large businesses.
Header illustration is via a free AI tool. it took less than 30 seconds to brief and deliver.
Aug 5, 2024 | Management, Operations
A phrase I am hearing a lot in conversation with my networks is: ‘this business model is capital light‘. It seems to most aspiring entrepreneurs this is preferable to ‘Capital heavy’, for the obvious reason that the upfront cash at start-up is less. However, while useful, it also is only one way of looking at a business model and its associated strengths and weaknesses.
Capital-intensive businesses have high fixed costs compared to variable costs, making them vulnerable to a slowdown, as they are very volume sensitive. Their breakeven point is higher than businesses less capital intensive. However, once they reach that break-even point, most of the rest is profit.
The obvious contrast is between an oil refinery or steel-making plant, to an accounting or law practice. The former needs considerable capital deployed before there is any consideration of the labour, management, and raw material required for conversion. The latter requires just offices and capable personnel.
In effect, Capital Intensity is a measure of how many dollars of capital are required to generate a dollar of sales?
Capital intensity requires that the assets be procured in order to be operational. This can be a mix of cash retained from earnings, or available from shareholders, loans, or ‘outsourcing’ manufacturing to a contractor who has, or will add, capacity for ‘rent’. An additional source is from suppliers so long as your debtor days are less than your creditor days, in which case, your creditors are in effect adding to the funding of your business.
Often you will see the term ROCE or Return On Capital Employed in financial reports. This is simply the ratio of profit to capital. If you generate $1 in profit for every dollar of capital, you will have a capital efficiency ratio of 1:1.
It is a useful macro measure of the efficiency of the capital used in the business, just as it is a valid calculation of the efficiency of a machine: Revenue/Capital cost of the machine.
Successful businesses use capital to generate revenue and profits, the more successful you are, the better you have used the capital deployed.
How much capital is required to generate your profits?
How to Calculate Capital Intensity
The capital intensity formula is:
Capital Intensity = Fixed Assets / Total Revenue
Example
Imagine a company has $100,000 in fixed assets and $1,000,000 in total revenue. The company’s capital intensity would be: $100,000 / $1,000,000 = 0.1
This means that the company needs 10 cents of capital to generate every dollar of revenue.
Increasingly, the capital required early in the life of a business is reducing as digital technology evolves, removing the capital requirement as a barrier to entry to many industry segments. This is leading to a transfer from capital intensive to ‘technology intensive’, which is in turn becoming increasingly complex and expensive as technology evolves at an accelerating rate, and the business cycles become shorter.
As the old saying goes, there is never a free lunch!
Jul 30, 2024 | AI, Leadership
Increasingly, we must distinguish between ‘content’ created by some AI tool, masquerading as thought leadership and advice, and the genuine output of experts seeking to inform, encourage debate and deepen the pool of knowledge.
I’m constantly reminded as I read and hear the superficial nonsense spread around as serious advice, of the story Charlie Munger often told of Max Planck and his chauffeur.
Doctor Planck had been touring Europe giving the same lecture on quantum mechanics to scientific audiences. His constant chauffeur had heard the presentation many times, and had learnt it by heart. One night in Munich, he suggested that he give the lecture while Doctor Planck acting as the chauffeur sat in the audience, resting.
After a well received presentation a question from a professor was asked to which the chauffeur responded, ‘I am surprised that in an advanced city like Munich, I get such an elementary question. I am going to ask my chauffeur to respond’.
It is hard at a superficial level to tell the difference between a genuine expert, and someone who has just learned the lines.
To tell the difference between those two you must
- Dig deeper to determine the depth of knowledge, where it came from. Personal stories and anecdotes are always a good market of originality.
- Understand how the information adjusts to different circumstances, and contexts. An inability to articulate the ‘edge’ situations offers insight to the depth of thinking that has occurred.
- Look for the sources of the information being delivered. Peer reviewed papers and research is always better than some random Youtube channel curated for numbers to generate ad revenue.
- Consider the ‘tone of voice’ in which the commentary is delivered. AI generated material will be generic, bland, average. By contrast, genuine originality will always display the verbal, written and presentation characteristics of the originator.
- Challenge the ‘expert’ to break down the complexity of the idea into simple terms that a 10 year old would understand.
These will indicate to you the degree of understanding from first principles, the building blocks of knowledge, that the ‘Guru’ has.
The header is a photo of Max Planck in his study, without his chauffeur.
