广州奥美财务培训(ppt 97)英文.pptx

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1、广州奥美财务广州奥美财务培训培训O&M Guangzhou Finance TrainingFinance TrainingObjectives of the training:-K KnowledgenHow do we make money/lose moneynWhat is the cost/profit standardnIndustrynO&M nWhat can you do to help improve our profitabilityS SkillHow do you know your clients profitability-capacity plan,analys

2、is of contribution marginA AttitudenWe are businessman/businesswomannEveryone has a role in helping the company profitablenFinance discipline is part of our professionFinance TrainingThe BusinessMake Money for Today Our business by its nature is Short-term我们生意的特质是相当短期的Im not talking about brand buil

3、ding.rather how business decisions need to be made这里指的不是品牌的建立，而是指在我们的营运中各种管理决策如何形成。Clients come and go,reduce/cut budgets with little to no notice客户来来去去，删减预算的动作突如其来。Billing cuts in the 4th qtr mean we are effectively working for free 在第四季删减预算意味著我们的工作是免费的We do not manufacture a product,our capital is

4、 our people 我们并不制造产品，我们的资产就是人Employees come and go(high turn-over)员工也是来来去去的Make Money for TodayMake Money for TodayConstantly changing business landscape does not allow us to accept under-performing operations面对著如此大的变化，不获利的营运是无法被接受Service businesses are expected to show consistent earnings growth.服务

5、性的公司必须要有持续获利的成长创业的精神The Entrepreneurial ApproachEntrepreneurial ApproachIf it was your business,you would not:如果这是你的公司，你一定不会be satisfied just getting by.you want to make money!因损益平衡而满意，Pay people to sit and wait for new revenues 让你的员工坐著等新生意上门negotiate contracts that were unprofitable接受无法获利的合约invest

6、in training employees who leave for better opportunities投资於训练员工，他们却离开去寻找更好的机会。make long-term binding financial commitments that are not supported by income 做一些长期财务的承诺，而却是没有收入的支持。provide services to the client which the client would not pay for免费提供服务给客户。Entrepreneurial ApproachIf it was your business

7、,you would:如果这是你的公司，你一定会only buy technology that makes you better and returns your investment只有能让你更好，及能有所回收时，才投资於科技make yourself so important to the client,that they believe they cant succeed without you让客户相信他们不能没有你research clients credit,&collect your money调查客户的信用，及时收回应收帐款。you would not be their ba

8、nk!你不会成为他们的银行Entrepreneurial ApproachRunning The BusinessThe Basics for Running this BusinessKeep Overhead Low!降低营运成本Negotiate flexibility争取弹性Leverage price advantage where possible运用“量”的优势Dont build administrative empires不要形成管理官僚系统The Basics for Running this BusinessUtilize your staff 善用员工clients w

9、ill only pay for the staff they receive value from(will not pay for your Back-office)有价值的员工，客户才愿支付费用you should keep track of the utilization rate of all of your employees 充分了解员工的利用率-set standards设立标准值-review performance vs standards评估现况与标准值之差异-make managers and individuals responsible每一个员工都对此有责任The

10、Basics for Running this BusinessUtilize your staff 善用员工minimize through efficiency the number of non-revenue generating staff透过效率的提升可减少非产出收入的员工数where possible leverage existing staff for new business.new bus.teams are expensive&O/H用既有的员工作新生意的开发The Basics for Running this BusinessStaffing should matc

11、h revenue stream员工与营收的关系Many efficient offices under-staff with permanent employees能否降低员工的聘用-use freelance/temporary staff/out-source利用外部资源-only hire when revenue stream is confirmed有收入才加人Investigate all alternatives 其他的途径-avoid creating fixed costs 降低固定成本-be creative 尝试不同的作法The Basics for Running t

12、his BusinessNegotiate Profitable Compensation争取可获利的条件constantly review existing contracts 定期检讨合约中的条件-has the business changed I-s contract relevantChallenge our Contracts挑战不利於我们的合约条件Clients should accept that we need to make profit客户应接受我们是营利事业Communicate why current compensation does not allow profi

13、t(our inefficiency is not acceptable)与客户沟通有哪些不利於我们的条件 The Basics for Running this BusinessA well negotiated fee is easier to manage than commission固定收费制度比佣金制度易於管理we get paid for the work we do,assures client commitment我们的付出会得到一定的报酬，客户服务较有保障The Basics for Running this BusinessCommissions.unpredictabi

14、lity must be managed佣金制度充满了不确定性，更要有效地管理Understand the Risk/Reward了解风险与报酬Consider retainers/minimums考虑最基本的服务所需Must constantly understand what spend will be不断地确认预算的状况Equate level of service to expected revenue依预期的收入来对应服务的提供Discuss client service expectations vs revenue when revenues are low or falling

15、当预算下降时，客户服务的期望会有何变化Be creative,have client pay for things outside the commission尝试不同的作法，还有哪些费用是可向客户收取的Dont get caught with a client cut in the 4th qtr which in effect means we have worked for free客户在第四季删减预算是最糟的情况The Basics for Running this BusinessDont give services away for free不要提供服务而不收费if its not

16、 in the contract,make them pay for itMake the client honor the contract让客户尊重合约invoice all eligible out-of-pocket costs向客户收取外付直接费用figure out how to bill for technology electronic file transfers,etc.各项科技设备使用可否向客户收费Dont spend money on items Client will not pay for不应该花钱在客户不会支付费用的项目Be prudent with the cl

17、ients money and they will be more willing to agree to costs花客户钱时，务必谨慎The Basics for Running this BusinessCollect your money 收回应收帐款Dont finance your clients by paying for media,etc.before you receive their cash尽量不要帮客户垫款Watch your receivables!注意应收帐款Check balances daily.be a pestwatch your clients fina

18、ncial situationWork in Progress 注意未结卡帐款This is unbillable production hiding on your balance sheet有哪些是无法收回的Invoice it,Collect.Aged balances are trouble.帐龄太长容易造成麻烦Accountability会计责任AccountabilityMANAGEMENT ACCOUNTING is more important to management than Statutory accounting?对管理者而言，管理会计更重要Improvement i

19、n the financial ratios requires a true understanding of how we are performing financially on each client.要在财务上有所改善，必须深入了解每一个客户的获利情况You cant expect an account person to be responsible with the offices profit margin butYou can make him responsible for his acct.业务人员对其经营的客户是否获利有重要的责任AccountabilityStatut

20、ory accting is important but it does not help management understand the business 我们的会计制必须对管理阶层提供经营决策的参考Value of Finance Team=Quality Client Data财务人员的价值在於其提供资讯的品质Business should be run based on Knowledge of account profitability管理经营的基础是客户的获利率Accounting for Time有关时间成本 The heart of Client Profitability

21、The heart of Client Profitability客户获利分析的核心客户获利分析的核心 Must get all employees to recognize its Must get all employees to recognize its importanceimportance所有的员工必须认知其重要性所有的员工必须认知其重要性 Time reporting must be Time reporting must be accurate and accurate and completecomplete日报表要日报表要完整及准时完整及准时Accounting for

22、Time有关时间成本 MethodsMethods Time SheetsTime Sheets日报表的填写日报表的填写 Time AllocationsTime Allocations工作时间的分配工作时间的分配 Summarized Data is the keySummarized Data is the key资料汇总是关键资料汇总是关键 Make people accountable for timeMake people accountable for time大家必须对工作时间负责大家必须对工作时间负责 Account ManagersAccount Managers业务经理人业

23、务经理人 Dept Managers(Creative,Production,etc)Dept Managers(Creative,Production,etc)部门主管部门主管Accounting for Costs成本成本Costs fall into Three Categories:成本可分为三大类Chargeable to Client可向客户收费Not Chargeable to Client不可向客户收费Overhead营运成本Every$we spend should be categorized in one of these buckets花每一笔钱时，评估一下属於哪一种成

24、本Chargeable to Client可向客户收费的成本Basically these are:Direct Staff Costs直接工作人员成本Out of Pocket Expenses外付费用Direct Staff is the key to being profitable直接工作人员成本是影响客户获利的关键Should be based on a resource plan which delivers profitability应发展-人员资源分配计划，并考虑对获利的影响Resource Plan needs to be modified for changes in re

25、venue当营收改变时，资源分配计划应随之调整Out of Pocket:Let the contract be your guide外付费用依合约行事Get client to agree in advance事前取得客户的同意Spend clients money like it was your own花客户的钱，像花自己的钱Chargeable to Client可向客户收费的成本Keep these to the absolute minimum尽量控制Need to ask yourself:确实了解其必要性If the client wont pay for it,is it n

26、ecessary!Not Chargeable to Client不可向客户收取之的成本Overhead营运成本Everything we do which is not directly related to a clients business is Overhead.与经营客户不直接相关的Establishment(leased premises)例如房租Genl Management,Finance,IT,Secretaries,etc例如管理、财务、电脑人员.等Office costs,IT Costs,legal,insurance,etc.办公设备.等If the clients

27、 wont pay for this,the goal is to be as efficient as possible.如何在营运成本各项上增加效率Standard Costs vs Allocated Costs标准成本与分配成本Standard Costs assigns a$value to each hour of time an individual works每个人工作的单位小时成本标准成本If an employee works beyond the standard work week,his standard cost could exceed what he actua

28、lly gets paidAllocated Costs takes the exact amount that an employee gets paid and allocates that over the hours actually worked分配成本员工的总成本除以实际工作小时数The compilation of allocated cost should always tie back to the accounting profitUsed for Client Profitability reported to OMWExample:-Monthly salaries:1

29、,600Standard monthly working hours:160Hourly rate:10Actual working hours:200Standard cost:200hrs*10/hr=2,000 Allocated cost:still at 1,600If we use allocated cost as a basis to charge client,then we under-bill the client by 400 Standard Costs vs Allocated Costs标准成本与分配成本So why is this important!Stand

30、ard Costing tells us the true story of what the client should be paying for标准成本会反映出客户应支付的费用Allocated costs is usually what the client,under a multiplier based fee will pay for分配成本反映出客户愿支付的费用We need to figure out to how not to give away our over-time必须注意，超时工作的部分不应免费Understand the inherent cost of ove

31、rtime太多超时工作的状况应注意 Productivity生产力Employee reward expectation员工对报酬期望的改变Standard Costs vs Allocated Costs标准成本与分配成本Why Bother with Standard Costs标准成本It is a valuable tool in understanding resource management是了解资源管理的重要工具provides valuable information which can help support client contract negotiations提供与

32、客户沟通合约条件时的重要资讯Enables you to set standards,for each employee,manager and account有助於设立标准Enables performance comparisons:有助於评估绩效Employee utilization员工产能利用率Performance vs staffing plan绩效与人员聘用计划Billable/Non-Billable performance:ind,dept,office 可收费的成本与不可收费的成本Who Should be Accountable这些是谁的责任Accountability

33、 needs to reach everyone每一个人的责任Everyone should be evaluated against established standards for utilization针对已设立的标准作个别评估Department managers need to be responsible for their reports部门主管要监督评估的确实性Account managers need to be responsible for业务经理人员Client profitability(more to come)客户获利率Performance vs resour

34、ce plan绩效与资源分配计划Accuracy of revenue forecast实际与预估的收入All out of pocket costs所有的外付成本Accounting Firm Model会计师事务所模式The Professional service firms(Lawyers and Accountants),live by standard cost专业的服务业，依标准成本收费Each Staff member is accountable for his own每个员工要对以下负责Chargeable hours可收费的工作小时数Utilization rate产能利

35、用率Each Staff member reports to a department manager who is accountable for his groups performance in the above two areasEach department manager is responsible for his own and group performance 部门责任制Accounting Firm ModelEach account manager is responsible for业务经理人负责任Hours charged to his account收费小时数O

36、ut of Pocket cost on his account 外付成本amounts billed to the client向客户收取之费用amount of billable hours vs non-charged hours可收费之工作时数与不可收费工作时数之差异All employees are evaluated and incentivized based on these performance criteria员工的评估及奖励是根据这些标准Advertising,being staff driven,is very similar to this model.Commis

37、sion compensation makes the revenue stream more volatile广告公司的经营模式非常类似，佣金制反而变化太大如何善用科技Use Technology for ProfitTechnologyWe have all failed as Businessmen in this area在这个领域，我们大部分表现不佳Everything we do in business should be based on cost/reward or ROI(Return on Investment)所有的决策应依据投资/报酬分析When was the las

38、t time you submitted a ROI calculation for IT?是否针对IT的投资作ROI分析？The reason that we dont do it,is because it is difficult to quantify 我们没有做的原因是因为量化的困难度高？TechnologySo if we dont do ROI,what should we do before we invest?如果我们无法作ROI，投资前该如何评估？Prepare an informal ROI Will the equipment make us more efficien

39、t这些技术、设备是否会增加我们的效率？-Can we save headcount能否帮助我们降低员工人数？-Can we get more done with the same people让我们在既有的员工基础上作更多事？-Can we give the client something better,that they will pay for能否提供给客户更好的服务，而且他们乐於付费的？-What will it cost us if we dont get the equipment如果我们不投资，我们要付出的代价是什麽？TechnologyQuantify the value of

40、 the items just discussed and compare that to the costs尝试把投资带来的好处量化并与成本比较Payback should be fast 1 or 2 years at mostFigure out how to pay for equipment with 思考如何支付这项投资additional revenue from clients是否有更多的收入cost savings成本的节省or create competitive advantage which adds value to the agency(justify:be cri

41、tical)因为价值的提升造成竞争优势，而有额外的资源TechnologyWe shouldnt just buy equipment to keep up,We need to have the equipment make us better more profitable.设备的投资不是只为赶上潮流，而是要让我们获利情况改善。Financial ModelFinancial ModelThe Traditional P&L:传统的盈亏分析Billings营业额Revenue收入（减退营业税，文化税和 Mindshare 所占的收入）Staff Costs员工成本Establishment

42、 Costs办公室成本（租金,装修折旧）Personal Costs个人成本（出差,培训）Commercial Costs商业成本（业务推广）Office/IT costs办公费用成本（通讯,文具等）Finance&General一般管理人员成本Overhead Allocation区域成本（摊分总部费用）Operating Profit营运获利Financial ModelKey Indicators:主要指标Revenue Growth%收入成长率Staff cost/Revenue%人员成本占收入比例Operating Profit Margin%营运利润率Revenue Convers

43、ion%收入转为利润比例Productivity Indicators:生产力指标Revenue per Head 平均每人收入额Profit Per Head 平均每人利润额Example to Revenue Conversion Year 2000 1999 DifferenceRevenue 1,300 1,000 300Op profit 200 100 100Revenue conversion 100/300*100%=33.3%Financial ModelFinancial ModelIn the Agency,we have learned that efficient a

44、nd productive office should earn margins of 25%-30%before bonus and O/H.在获利要求上，25%-30%是一个标准The way we get to these margins are different in each market due to:各市场在下列之成本结构不同，所以获利要求也可能有些调整。Costs of Staff(ExPats,Social taxes,salaries)Costs of Real estateMarket cost of doing business(keeping up with sta

45、ndards in the market)P&L Model-UnitExpected Office margin before bonus and O/H should be 25%-30%:Revenue 1,000Staff Costs(pre-bonus)470 47%(Tgt 45%)Establishment Costs707%All Other Costs 190 19%Pft bef.Bonus&O/H270 27%O/H 707%Profit before Bonus 200 20%Client ProfitabilityClient Profitability-Accoun

46、tability客户获利率Account Managers can not influence entire P&L.业务经理人无法影响全公司的盈亏Account managers are responsible for:但他(她)可对下列元素有所责任Revenues收入Staffing on the account服务於客户的人员成本Out-of-Pocket costs 外付成本(与服务客户相关的)Contribution Profit=Revenues-Direct staff-Direct Other Costs(out-of-pocket)What should we know?Di

47、rect Staff Costs(直接人员成本):represent the cost of people directly related to the revenue being generated.This should include Creative,Account Management,Production,and any other individuals who work directly on the account.Target should be 75%-80%of S/R%与产出收入有直接关系的人员 Direct Other Costs(其他直接成本):are basi

48、cally all out-of-pocket costs not reimbursed by the client.Mainly T&E,presentation costs,research,etc.与服务客户有关的外付成本，且无法向客户收取的What should we know?Contribution Profit:represents Revenues less Direct Staff&Direct Other CostContribution Margin%:Contribution Pft/Revenue Target should be 60%Local Overhead(

49、本地营运成本):represents all of the costs of running an office which can not be directly attributed to a client.与服务客户非直接相关的办公室营运成本(allocated on Direct staff)These include:Indirect Staff:General Management,Finance,Back office,Administrative staff,etcEstablishment;Insurance,Legal,Training and all other cost

50、s of doing business not directly attributable to clients What should we know?Regional,OMW,Client Overhead(区域性/全球客户营运成本):this is the o/h associated with running the regions,OMW and central client teams(allocated based on revenues)Operating Profit(营运利润):Contribution Profit less Local O/H and Reg/OMW/W