Dial in Number: (949) 202-4265
Attendee PIN: 6633495#
Keep current in our
LinkedIn Group
January Call
3rd Wednesday each month
This deck and
recorded webcast
are available hours
after today’s event
Search Groups for:
“Corelytics Advisor
Network”
Frank Coker
Kris Fuehr
CEO
Corelytics
frank@corelytics.com
425-454-5006
Vice president, Marketing
Corelytics
kris@corelytics.com
425-830-0867
Agenda
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Portfolio Relationship Management (PRM) for more
opportunities with clients
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Benefits of working with Corelytics
Guests stay for an introduction to the Corelytics Advisor
Network (veterans can drop off the call.)
Who is a Portfolio Manager?
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Accountants
Advisors
Analysts
Associations
Attorneys
Auditors
Bankers
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Brokers
Channel Managers
Coaches
Consultants
Co-ops
Franchise Networks
Fund Managers
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Insurers
Investor Groups
Lenders
M&A Experts
Marketing Agencies
Partner Networks
Peer Group Leaders
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PR Agents
Researchers
Resource Providers
Supplier Networks
Trade Groups
Trading Partners
Venture Capitalists
What is PRM?
• Consolidated view to spot portfolio patterns
• Respond to needs of client base as a whole or prioritize individuals
• Identify opportunities for specialized or additional services
Control Panel View
• Manage client access from one place
• Configure once for automatic management
• You decide where to get the data and how often
Group & Spot Portfolio Patterns
• Spot problems and
opportunities
• Define marketing
programs based on
profiles
Trend Analysis
Understand portfolio trends
• Build a balanced portfolio
• Set goals for your advisory team
• Change damaging trends
Portfolio Alerts
• Save time and improve focus
• Let the system do the work
• You spend time on interpretation and planning
Group Views
• Use more granular alerts to group clients into solution sets
• Stop solving problems one-client-at-a-time
• Bring more value by developing solutions for groups of clients
Interested?
Existing advisors:
• Participate in our beta
roll-out (now)
• Beta participants will be
involved in giving
feedback on our pricing
• Request a pilot setup:
frank@corelytics.com
• Your request will be
queued and prioritized
based on your volume of
accounts
New to Corelytics?
• Set up your first 3
accounts
• Get in queue at that point
*Custom options are
available.
For Newcomers
OVERVIEW OF THE ADVISOR
NETWORK
Advisor Value
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More value
Less time data-wrangling
New value-added services
Marketing, sales & tech support
30 clients, 1 hour/month, $300/mo each client =
$100K supplemental annual revenue
Typical Advisor Offerings
• Subscription-based pricing, usually $300-500/month whereby the advisor
remotely consults through monthly or quarterly recurring meetings by
logging into the dashboard, reviewing trends for a few minutes before the
call, then jointly logging in and reviewing with the client for an hour. This
is a 2-hour/month investment of your time at most per client. When client
needs rescuing or more help, standard consulting rates apply.
• Promotional offer, typically a free initial consultation (phone or in person)
and often coupled with a custom “Financial Report” derived from the
numbers you get from the dashboard. For a time (until we hit capacity),
we can run these for you on request.
• Reports and Summaries: Sometimes as simple as a blog, others do
webinars with the findings from their industry. We’re doing an Advisor Call
Wed this week to talk about “Building your Brand” and this is a key
component.
+ an industry affiliation AND a relationship with the
top 2 or 3 associations in your industry.
Your ecosystem for growth
Corelytics aggregate
industry data
Clients
Industry associations
Getting Started
 Decide if you pay or client pays for dashboard
 Set up your offerings and pricing
 Get your first 3 clients (we’ll set them up with you)
 Co-market/sell, certify, specialize, more…
$99/mo retail direct
$79/mo
$60/mo
Thanks!
Kris Fuehr
Marketing Director
Corelytics, Inc.
www.corelytics.com
kris@corelytics.com
425-830-0867
Frank Coker
CEO
CoreConnex, Inc.
www.corelytics.com
frank@corelytics.com
425-454-5006
Industry Focus
1.IT Service (5 Lines of Business = LOBS)
◦Service
◦Project
◦Time & Materials
◦Product
◦Other
2.Restaurant (5 LOBS)
◦Food
◦Beverage
◦Retail
◦Offers/Coupons
◦Other
3.Telecom (10 LOBS)
◦Maintenance Contracts
◦Time & Materials Voice
◦System Sales
◦Commission Sales
◦Structure Cabling
◦Managed Services
◦Project
◦Time & Materials
◦Product Resell
◦Other
4.Audio Visual (7 LOBS)
◦Integration
◦Service
◦Consulting & Design
◦Product Sales
◦Staging
◦Rental
◦Other
23.Landscape Design & Services (Default LOB Set)
24.Legal Services (Default LOB Set)
25.Management Consulting (Default LOB Set)
5.General Business (Default LOB Set)
6.Hotels (General Business (Default LOB Set)
8.Advertising (Default LOB Set)
9.Architecture & Engineering (Default LOB Set)
10.Automotive Repair and Maintenance (Default LOB Set)
11.Biotech (Default LOB Set)
12.Business Consulting (Default LOB Set)
13.Construction: Non- Residential (Default LOB Set)
14.Construction: Residential (Default LOB Set)
15.Dental (Default LOB Set)
16.Dry Cleaning and Laundry Services (Default LOB Set)
17.Electrical Engineers & Contractors (Default LOB Set)
18.Event Planning (Default LOB Set)
21.Industrial Design (Default LOB Set)
22.Interior Design (Default LOB Set)
19.Graphic Design (Default LOB Set)
20.Gym / Fitness (Default LOB Set)
26.Medical Labs (Default LOB Set)
27.Non-Profit (Default LOB Set)
28.Optometrists (Default LOB Set)
29.Physicians: General Practice (Default LOB Set)
30.PR Firms (Default LOB Set)
31.Real Estate Agents / Brokers (Default LOB Set)
32.Real Estate Leasing (Default LOB Set)
33.Retail (Default LOB Set)
34.Salon / Spa (Default LOB Set)
35.Software Development (Default LOB Set)
36.Sports / Recreation (Default LOB Set)
37.Surveying & Mapping (Default LOB Set)
38.Technical Product Manufacturing (Default LOB Set)
39.Travel / Tourism (Default LOB Set)
40.Tree / Plant Nurseries (Default LOB Set)
41.Veterinary Services (Default LOB Set)
42.Wholesale: Durable Goods (Default LOB Set)
43.Wholesale: Non-Durable Goods (Default LOB Set)
Call for Stories!
Seeking interviews with customers
for book (not necessarily Dashboard
users)
Stories of stagnant small business
Industry overviews from experts
(Advisors, thought-leaders)
Publish date:
Dec 2013
Top 10 Areas to Investigate w/Clients
Corelytics top 10 things to investigate each month
1.
2.
3.
4.
5.
Revenue trends – look at the leading indicator (6 month trend) and at the 24 month trend to see “where the
curve is bending.” Whatever the long term growth trend is, the leading indicator is bending that curve up or
down. Taken together these curves tell you a lot about where the company is headed. Caution: the goal can’t
be to only increase revenue. Increasing revenue can drive a company into the ground if everything else is not
working correctly. More companies die from increased sales than from flat or even slowly declining sales.
Solutions must be holistic.
Expense to revenue trend – compare the 24 month revenue growth rate to the 24 month expense growth rate;
if expenses are growing faster than revenues the company is not sustainable in the long-term.
Revenue / expense forecast – on the revenue forecast screen click on expenses (red box) and see how the
expense trend lines up with the high and low performance scenarios. If these lines cross, that is a highly
important clue that expenses and revenues trends are on a potential collision course.
Short-term cash trend – go to the cash leading indicator to see where cash is headed in the short-term. The
cash leading indicator shows your average cash balance at the end of the month compared with average
monthly revenue in the past 3 months. Ideally a company should have the equivalent of more than one month
of revenue in cash. The Cash leading indicator should ideally show a number greater than 100% under “actual”,
but all too often companies operate close to the line. If they are nearly out of gas, nothing else matters.
Long-term cash trend – go to balances, cash and look at the 24 month trend line to see how cash is tracking
with revenue and expense. If the long-term cash growth percent is less than the long-term revenue growth
trend, you are looking at a company that is not healthy. It means that the company is not building cash. If a
company can’t build cash over time, there is a clue that they are not managing their resources and they are
putting their company at risk by not conserving cash.
6.
7.
8.
9.
10.
Margin growth – compare the 24 month margin growth rate with the 24 month revenue growth rate. If revenue
is growing faster than gross margin, the company is actually losing ground as it grows. Companies in this
condition should stop revenue growth and should focus on underlying costs (specifically on COGS) and figure
out if costs are too high or prices are too low. The underlying problem should be fixed before the company
pushes for growth.
COGS validation – be sure that all direct costs are mapped to COGS, if not, you will not know if your pricing is
correct and you will not know where to make adjustments to improve net profit.
Profit growth – if revenue is increasing faster than profit, your company is working harder and you are getting
smaller profits as you grow and basically have a business that is going downhill. This is generally a big clue that
the business is fundamentally unhealthy. This problem should have been noticed in one of the earlier steps,
but, if not, this is the final proof that the company is either healthy or unhealthy. if your COGS are accurate and
your gross margin is increasing faster than revenue, then the only thing left that will improve profits is a
reduction to overheads.
Progress against goals – and big problems are going to be discovered in the prior 8 steps. The big problem areas
need to have goals. Then each month, review progress against the most important goals. Only focus on 2 or 3
goals per month. The charts showing progress toward goals should be copied to a word document or a slide and
shared with the broader management team. They need to see the gap between actual and goal and they need
to participate in closing the gap. The gap should be monitored every month until progress is made and the gap
is on a track to close.
[Recommendation – set the start date for growth goals to at least 6 months in the past; 12 months is better.
That way you can see much more clearly how trends compare with goals over the long term. Goals are not the
same as a budget. They are there to show desired direction.]
LOB performance – don’t dig too deep into LOB performance until the company is comfortable with the
combined view of their financials. The goal of LOB analysis is to find the LOB that is contributing the most to
profitability and the one that is performing the worst. Thought should then be given to maximizing winners and
minimizing losers.