This presentation is an integral part of Duda webinars.
https://www.youtube.com/watch?v=Y9qEClKKWVM
This one is with Chris Simmance and Ulrika Viberg on Digital Agency Strategy
54. Example:
If I want to be a £2m Agency with 20% NP in 3yrs, and I
am a £500k Agency now with 20 clients now….
55. Example:
If I want to be a £2m Agency with 20% NP in 3yrs, and I
am a £500k Agency now with 20 clients now….
An average client is £2k and I need 4 Execs and a
Manager + Office etc to serve 20 clients…
56. Example:
If I want to be a £2m Agency with 20% NP in 3yrs, and I
am a £500k Agency now with 20 clients now….
An average client is £2k and I need 4 Execs and a
Manager + Office etc to serve 20 clients…
That means, to get to 84 clients @£2k per client I’ll need
15 Execs and 3 Managers etc…
57. Example:
If I want to be a £2m Agency with 20% NP in 3yrs, and I
am a £500k Agency now with 20 clients now….
An average client is £2k and I need 4 Execs and a
Manager + Office etc to serve 20 clients…
That means, to get to 84 clients @£2k per client I’ll need
15 Execs and 3 Managers etc…
That means, I need 25 new clients per year, assuming I
lose 2 per year…
58. Example:
If I want to be a £2m Agency with 20% NP in 3yrs, and I
am a £500k Agency now with 20 clients now….
An average client is £2k and I need 4 Execs and a
Manager + Office etc to serve 20 clients…
That means, to get to 84 clients @£2k per client I’ll need
15 Execs and 3 Managers etc…
That means, I need 25 new clients per year, assuming I
lose 2 per year…
That means, I need to build ABC processes and upskill
leaders through training and and and and…
59. Example:
If I want to be a £2m Agency with 20% NP in 3yrs, and I
am a £500k Agency now with 20 clients now….
An average client is £2k and I need 4 Execs and a
Manager + Office etc to serve 20 clients…
That means, to get to 84 clients @£2k per client I’ll need
15 Execs and 3 Managers etc…
That means, I need 25 new clients per year, assuming I
lose 2 per year…
That means, I need to do XYZ [marketing] to generate
250 leads per year, and hire 1 exec per 7 new clients…
That means, I need to build ABC processes and upskill
leaders through training and and and and…
60.
61.
62.
63.
64. It’s a lot, but with a plan, you
can manage it all…
65. Keep track of leading
indicators as you go, and
course correct as needed…
66. Build a Dashboard of Leading
KPI’s
OPERATIONS
GROWTH, PEOPLE, CULTURE
MARKETING
FINANCE
67. OPERATIONS
Right people, right places
Complaint/defect/bug rate
On time, to spec, delivery
Exceed promise
GROWTH, PEOPLE, CULTURE
Morale & spirit
Personal development plans in place
Board Comms
Purpose &Vision clear by all
MARKETING
Ave. Customer value (new)
Discounted hopper value
COCA:LTVC(GP)
Gold/silver/bronze split
FINANCE
Net Profit vs Plan
Cash
Outstanding debtors 60+ days
War Chest
Build a Dashboard of Leading KPI’s
68. Build a Dashboard of Leading
KPI’s
Finance Marketing Ops People/Culture
NP Vs Plan Ave Cust Value (New) Right People, Right Desks Morale & Spirit
Cash In Hand Discounted Hopper Value Complaint/Defect/Bug Rate P Dev Plans In Place
O/St Debtors >60 Days Coca:ltcv (Gp) On Time To Spec Delivery Board Communications
War Chest Gold/Silver/Bronze Split Exceed Promise Purpose/Vison Clear To All
Gp New Leads To CRM Nps Headcount
Valuation Cost Per Lead Ave Unit Revenue Net Change In Headcount
Direct:admin Costs Ave Proposal Size Total # Projects Starter:leaver Ratio
Retainers % New Pitches Ave Chargeout Rate Hols O/St
Current Annual Run Rate 90 Day Weighted Pipeline Revenue Per Fee-earner Buzz
Revenue New Bus Won Hrs Worked Vs Planned Training Plans Utd
Staff Cost Order Book O/St Staff T/O Appraisals
Overhead Coca Dailies Held/Weeklies Held Ave Appraisal Score
Profit Leads Overtime Team Morale
Cash Clients Utilisation Time Tracked
Debtor Days Win Rate # Days Contacted/Order Book Team Morale
Ave Billable Day Rate Growth Quality Of Work Time Tracked
Revenue Seminar Sign Ups # Of Employees Sickness Days Off
Target Complaints Adwords MCC Spend Social Event Attendance
Cash-flow Website Subscribers Bing MCC Spend Mental Health Issues
Revenue Or Contrib./ Employee # LI Followers FB MCC Spend Director Development
Trailing Charts Pipeline And Value LI Spend Ops Team Development
Valuation PV At Each Stage Total Spend Internal NPS
Available Borrowing Leads IN # & Value # Clients Average Stay In Business
Gross Value Add Closed, Lost # & Value A/C Performance Justified Reasons To Leave