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1
Table of Contents.

Table of Contents.
Strategic Performance .................................................................................................................................................................................................. 3

Financial Performance .................................................................................................................................................................................................. 7

Crisis Stratergy ............................................................................................................................................................................................................ 16

Sales Activities ............................................................................................................................................................................................................ 18

People Management ................................................................................................................................................................................................... 22

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Strategic Performance.

3
Strategic Performance.

Strategic Goals Year

Vision:

Item # Goals Current Update <(Month)>

<(Month)>

4
Strategic Performance.

Business Standards.
Initiatives Monthly Success Story

What happened?
What did you or your team learn?
How can you apply what you learned?

5
Strategic Performance.

Financial Goals Year

Vision:

Item # Goals Current Update <(Month)>

<(Month)>

6
Financial Performance.

7
Financial Performance.

Financial Year
ACTUAL BUDGET ACTUAL BUDGET
Current Month
(Current
(Current Month)
Month) (Current
(Current Month)
Month) (Year
(Year to
to Date)
Date) (Year
(Year to
to Date)
Date)

SALES

COST OF GOODS SOLD or

DIRECT COSTS

GROSS PROFIT

OVERHEADS

EBIT
(EARNINGS BEFORE INTEREST AND TAX)

PROFIT

8
Financial Performance.

Working Capital Management.

Month Accounts Receivable Inventory or WIP Accounts Payable Working Capital KPIs

AUG

JUL

JUN

MAY

APR

MAR

FEB

JAN

DEC

NOV

OCT

SEP

Working Capital indicates how much cash is tied up in the busines = Accounts Receivable + Inventory or WIP - Accounts Payable.

� Accounts Receivable
is money we are owed + WIP is work completed that we have not yet billed
to our customers or Inventory is stock we are holding prior to sale � – Accounts Payable is other peoples’
money we are using to fund our Debtors and WIP
Note: base your KPIs on an average over the past 12 months.

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Financial Performance.

Financial Levers and Cash Flow.

4 Financial Chapters Period (as at.....)
Target
Actual Result
Good Acceptable Not Acceptable
Chapter 1: Profit $ % Days
Sales 42 >40% 38-40 <38
Cost of Goods Sold 29 <30% 30--32 >32
Gross Profit 13 31% >25% 25-16% <16
Overhead Expenses 8.4 20% <15% 15-20% >20%
EBIT 4.6 11% >10% 8-10% <8%
Chapter 2: Working Capital $ % Days
Accounts Receivable 8.6 74.7 <60 60-75 >75
Inventory/WIP 14.3 180.0 <90 90-110 >110
Accounts Payable 5.6 70.5 45-60 60-75 >75
Working Capital Employed 17.3 150.3
Working Capital % 41%
Chapter 3: Fixed Assets $ % Days
Fixed Asset Funding 9.5 442%
Assets Employed 26.8 157%
Chapter 4: Cash Flow $ % Days
Net Cash Flow -3.3
Marginal Cash Flow -10%
Operating Cash Flow 0.3
DuPont = EBIT* Asset Turnover 17.2"%

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Financial Performance.

Financial Definitions.
Current Result
Chapter 1: Profit Calculation $ Calculation %
Sales 42 Sales/Sales
Cost of Goods Sold (COGS) 29 COGS/Sales
Gross Profit = Sales - COGS 13 Gross Profit/Sales 31% Gross Margin %

Overhead Expense 8.4 Overhead/Sales 20%

EBIT = Gross Profit – Overheads 4.6 EBIT/Sales 11%
Chapter 2: Working Capital Calculation $ Calculation %
Accounts Receivable (AR) 8.6 AR/Sales* day in period (365) 74.7
Inventory/WIP 14.3 INV or WIP/Sales* day in period (365) 180.0
Accounts Payable (AP) 5.6 AP/Sales* day in period (365) 70.5
Working Capital = AR + INV - AP 17.3 WC/Sales* day in period (365) 150.3
Working Capital % WC/Sales 41%
Chapter 3: Fixed Assets Calculation $ Calculation %
Fixed Asset Funding 9.5 Sales/Fixed Assets 442%
Assets Employed = Assets + INV + AR - AP 26.8 Sales/Capital Employed or Asset Turnover 157%
Chapter 4: Cash Flow $ %
Net Balance = Cash at Bank - (Short Term Debt + Long Term Debt) -17.3
1. Net Cash Flow = Opening Net Balance – Closing Net Balance -3.3
2. Marginal Cash Flow = Gross Margin (%) – Working Capital (%) -10%
3. Operating Cash Flow = EBIT – (WC current period – WC previous period) 0.3
DuPont = EBIT* Asset Turnover 17%

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Financial Performance.

Forecast.
FY12/13
Month JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL

Actual Sales

Actual Net Profit

Budget Sales

Budget Net Profit

12-Month Rolling

Month SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG TOTAL

Sales

Net Profit

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Financial Performance.

Debtor KPIs.
Debtors

Actual %

Days KPIs FY12/13 This Month (Aug) Last Month (Jul) Actual $

Current

1-30 Days

30-60 Days

60-90 Days

90+ Days

TOTAL

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Financial Performance.

Accounts Receivable: 90+ Days Over

Accounts Receivable Review: 90+ Days

Client Client Level Debt Amount Client Relationship Notes

14
Breakeven Analysis.

Breakeven Analysis.
Remain blank unless you record a LOSS

Breakeven – Sales needed to cover Overheads

Expenses for the month

GP Margin %

Expenses for the month divided by GP Margin % = Breakeven Sales figure

Breakeven Sales figure

Actual Sales figure

Tick box if Actual Sales do not reach Breakeven Sales

Trigger point to action crisis strategy = 3 consecutive months of trading below breakeven

Month (1) Month (3) Month (3)

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Crisis Strategy.

16
Crisis Strategy.

Crisis Strategy.
Do you have the management strength to make the tough decisions when required?

Potential Reasons for decrease in Sales

Proactive Strategies

Reactive Strategies

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Sales Activities.

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Sales Activities.

Sales Activities – Current Customers.

Existing Clients
Please Note: Only include sales meetings, not business as usual meetings
1. 4. 7. 9.
2. 5. 8. 10.
3. 6.

Activities Last Month <(Month)> Activities This Month <(Month)>

Client/Contact Name Key Client/Contact Name Key

F Functions (i.e. golf day, seminar, open day, shows, expos, client functions etc)
E Entertainment/Networking (i.e. coffee, lunch, dinner, concerts, football etc)
M Sales Meetings (i.e. panel maintenance, product launches, informative meetings etc)

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Sales Activities.

Sales Activities – New Prospects.

New Clients/Markets
Deliver your Business Plan Sales Strategy (match your business services to the clients’ needs to maximise growth potential, a repeat sales objective is paramount)
1. 4.
2. 5.
3. 6.

Activities Last Month <(Month)> Activities This Month <(Month)>

Client/Contact Name Key Client/Contact Name Key

1 = Make Appointment. 2 = Attend Appointment with Questionnaire. 3 = Deliver Presentation with Solution – based from questionnaire. 
4 = Record Outcome in Excel & Action. 5 = Deliver Next Step or Solution. 6 = Follow Through. P = Pending Further Appointment. X = Unsuccessful/Not Interested.

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Sales Activities.

Sales Team Performance.

Sales Team

Current Month YTD

<(Month)> <(Month-Month)>
Performance
Name KPI Actual Variance KPI Actual Variance Rating
%

TOTAL

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People Management.

22
People Management.

Staff and Culture.

Staff Training/Workshops

Item # Proposed Training Current Update (Month)

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People Management.

Staff and Culture.

Activities to Foster Positive Culture and Reinforce Values

Item # Proposed Activities Current Update (Month)

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People Management.

Staff KPIs.
Staff KPIs

Name Q3 Review Q2 Review Q3 Review Q4 Review Status

E, VG, G, O

E = Excellent VG = Very Good G = Good O = Out

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General Business.

26
General Business.

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