廣州奧美財(cái)務(wù)培訓(xùn)（英文版）.ppt

1、廣州奧美財(cái)務(wù)培訓(xùn) O&M Guangzhou Finance Training,Finance Training,Objectives of the training:- K Knowledge How do we make money / lose money What is the cost / profit standard Industry O&M What can you do to help improve our profitability,S Skill How do you know your clients profitability - capacity plan, an

2、alysis of contribution margin A Attitude We are businessman / businesswoman Everyone has a role in helping the company profitable Finance discipline is part of our profession,Finance Training,The Business,Make Money for Today,Our business by its nature is Short-term 我們生意的特質(zhì)是相當(dāng)短期的 Im not talking abou

3、t brand building .rather how business decisions need to be made 這里指的不是品牌的建立，而是指在我們的營運(yùn) 中各種管理決策如何形成。,Clients come and go, reduce/cut budgets with little to no notice 客戶來來去去，刪減預(yù)算的動(dòng)作突如其來。 Billing cuts in the 4th qtr mean we are effectively working for free 在第四季刪減預(yù)算意味著我們的工作是免費(fèi)的 We do not manufacture a pr

4、oduct, our capital is our people 我們并不制造產(chǎn)品，我們的資產(chǎn)就是人 Employees come and go ( high turn-over ) 員工也是來來去去的,Make Money for Today,Make Money for Today,Constantly changing business landscape does not allow us to accept under-performing operations 面對(duì)著如此大的變化，不獲利的營運(yùn)是無法被接受 Service businesses are expected to sho

5、w consistent earnings growth. 服務(wù)性的公司必須要有持續(xù)獲利的成長,創(chuàng)業(yè)的精神 The Entrepreneurial Approach,Entrepreneurial Approach,If it was your business, you would not: 如果這是你的公司，你一定不會(huì) be satisfied just getting by . you want to make money! 因損益平衡而滿意， Pay people to sit and wait for new revenues 讓你的員工坐著等新生意上門 negotiate cont

6、racts that were unprofitable 接受無法獲利的合約,invest in training employees who leave for better opportunities 投資於訓(xùn)練員工，他們卻離開去尋找更好的機(jī)會(huì)。 make long-term binding financial commitments that are not supported by income 做一些長期財(cái)務(wù)的承諾，而卻是沒有收入的支持。 provide services to the client which the client would not pay for 免費(fèi)提供服務(wù)給

7、客戶。,Entrepreneurial Approach,If it was your business, you would : 如果這是你的公司，你一定會(huì) only buy technology that makes you better and returns your investment 只有能讓你更好，及能有所回收時(shí)，才投資於科技 make yourself so important to the client, that they believe they cant succeed without you 讓客戶相信他們不能沒有你 research clients credit,

8、 & collect your money 調(diào)查客戶的信用，及時(shí)收回應(yīng)收帳款。 you would not be their bank! 你不會(huì)成為他們的銀行,Entrepreneurial Approach,Running The Business,The Basics for Running this Business,Keep Overhead Low! 降低營運(yùn)成本 Negotiate flexibility 爭取彈性 Leverage price advantage where possible 運(yùn)用“量”的優(yōu)勢 Dont build administrative empires 不

9、要形成管理官僚系統(tǒng),The Basics for Running this Business,Utilize your staff 善用員工 clients will only pay for the staff they receive value from (will not pay for your Back-office) 有價(jià)值的員工，客戶才愿支付費(fèi)用 you should keep track of the utilization rate of all of your employees 充分了解員工的利用率 set standards 設(shè)立標(biāo)準(zhǔn)值 review performa

10、nce vs standards 評(píng)估現(xiàn)況與標(biāo)準(zhǔn)值之差異 make managers and individuals responsible 每一個(gè)員工都對(duì)此有責(zé)任,The Basics for Running this Business,Utilize your staff 善用員工 minimize through efficiency the number of non-revenue generating staff 透過效率的提升可減少非產(chǎn)出收入的員工數(shù) where possible leverage existing staff for new business .new bus.

11、 teams are expensive & O/H 用既有的員工作新生意的開發(fā),The Basics for Running this Business,Staffing should match revenue stream 員工與營收的關(guān)系 Many efficient offices under-staff with permanent employees 能否降低員工的聘用 use freelance / temporary staff / out-source 利用外部資源 only hire when revenue stream is confirmed 有收入才加人 Inve

12、stigate all alternatives 其他的途徑 avoid creating fixed costs 降低固定成本 be creative 嘗試不同的作法,The Basics for Running this Business,Negotiate Profitable Compensation 爭取可獲利的條件 constantly review existing contracts 定期檢討合約中的條件 has the business changed I s contract relevant Challenge our Contracts 挑戰(zhàn)不利於我們的合約條件 Cli

13、ents should accept that we need to make profit 客戶應(yīng)接受我們是營利事業(yè) Communicate why current compensation does not allow profit ( our inefficiency is not acceptable) 與客戶溝通有哪些不利於我們的條件,The Basics for Running this Business,A well negotiated fee is easier to manage than commission 固定收費(fèi)制度比傭金制度易於管理 we get paid for

14、 the work we do, assures client commitment 我們的付出會(huì)得到一定的報(bào)酬，客戶服務(wù)較有保障,The Basics for Running this Business,Commissions . unpredictability must be managed 傭金制度充滿了不確定性，更要有效地管理 Understand the Risk / Reward 了解風(fēng)險(xiǎn)與報(bào)酬 Consider retainers / minimums 考慮最基本的服務(wù)所需 Must constantly understand what spend will be 不斷地確認(rèn)預(yù)

15、算的狀況 Equate level of service to expected revenue 依預(yù)期的收入來對(duì)應(yīng)服務(wù)的提供 Discuss client service expectations vs revenue when revenues are low or falling 當(dāng)預(yù)算下降時(shí)，客戶服務(wù)的期望會(huì)有何變化 Be creative, have client pay for things outside the commission 嘗試不同的作法，還有哪些費(fèi)用是可向客戶收取的 Dont get caught with a client cut in the 4th qtr w

16、hich in effect means we have worked for free 客戶在第四季刪減預(yù)算是最糟的情況,The Basics for Running this Business,Dont give services away for free 不要提供服務(wù)而不收費(fèi) if its not in the contract, make them pay for it Make the client honor the contract 讓客戶尊重合約 invoice all eligible out-of-pocket costs 向客戶收取外付直接費(fèi)用 figure out h

17、ow to bill for technology electronic file transfers, etc. 各項(xiàng)科技設(shè)備使用可否向客戶收費(fèi) Dont spend money on items Client will not pay for 不應(yīng)該花錢在客戶不會(huì)支付費(fèi)用的項(xiàng)目 Be prudent with the clients money and they will be more willing to agree to costs 花客戶錢時(shí)，務(wù)必謹(jǐn)慎,The Basics for Running this Business,Collect your money 收回應(yīng)收帳款 Do

18、nt finance your clients by paying for media, etc. before you receive their cash 盡量不要幫客戶墊款 Watch your receivables! 注意應(yīng)收帳款 Check balances daily . be a pest watch your clients financial situation Work in Progress 注意未結(jié)卡帳款 This is unbillable production hiding on your balance sheet 有哪些是無法收回的 Invoice it, C

19、ollect. Aged balances are trouble. 帳齡太長容易造成麻煩,Accountability 會(huì)計(jì)責(zé)任,Accountability,MANAGEMENT ACCOUNTING is more important to management than Statutory accounting? 對(duì)管理者而言，管理會(huì)計(jì)更重要 Improvement in the financial ratios requires a true understanding of how we are performing financially on each client. 要在財(cái)務(wù)

20、上有所改善，必須深入了解每一個(gè)客戶的獲利情況 You cant expect an account person to be responsible with the offices profit margin but You can make him responsible for his acct. 業(yè)務(wù)人員對(duì)其經(jīng)營的客戶是否獲利有重要的責(zé)任,Accountability,Statutory accting is important but it does not help management understand the business 我們的會(huì)計(jì)制必須對(duì)管理階層提供經(jīng)營決策的參考

21、Value of Finance Team = Quality Client Data 財(cái)務(wù)人員的價(jià)值在於其提供資訊的品質(zhì) Business should be run based on Knowledge of account profitability 管理經(jīng)營的基礎(chǔ)是客戶的獲利率,Accounting for Time有關(guān)時(shí)間成本,The heart of Client Profitability 客戶獲利分析的核心 Must get all employees to recognize its importance 所有的員工必須認(rèn)知其重要性 Time reporting must b

22、e accurate and complete 日?qǐng)?bào)表要完整及準(zhǔn)時(shí),Accounting for Time有關(guān)時(shí)間成本,Methods Time Sheets日?qǐng)?bào)表的填寫 Time Allocations工作時(shí)間的分配 Summarized Data is the key 資料匯總是關(guān)鍵 Make people accountable for time 大家必須對(duì)工作時(shí)間負(fù)責(zé) Account Managers 業(yè)務(wù)經(jīng)理人 Dept Managers (Creative, Production,etc) 部門主管,Accounting for Costs成本,Costs fall into Th

23、ree Categories: 成本可分為三大類 Chargeable to Client可向客戶收費(fèi) Not Chargeable to Client不可向客戶收費(fèi) Overhead營運(yùn)成本 Every $ we spend should be categorized in one of these buckets 花每一筆錢時(shí)，評(píng)估一下屬於哪一種成本,Chargeable to Client可向客戶收費(fèi)的成本,Basically these are: Direct Staff Costs 直接工作人員成本 Out of Pocket Expenses 外付費(fèi)用 Direct Staff i

24、s the key to being profitable 直接工作人員成本是影響客戶獲利的關(guān)鍵 Should be based on a resource plan which delivers profitability 應(yīng)發(fā)展 - 人員資源分配計(jì)劃，并考慮對(duì)獲利的影響 Resource Plan needs to be modified for changes in revenue 當(dāng)營收改變時(shí)，資源分配計(jì)劃應(yīng)隨之調(diào)整,Out of Pocket: Let the contract be your guide 外付費(fèi)用依合約行事 Get client to agree in advanc

25、e 事前取得客戶的同意 Spend clients money like it was your own 花客戶的錢，像花自己的錢,Chargeable to Client可向客戶收費(fèi)的成本,Keep these to the absolute minimum 盡量控制 Need to ask yourself: 確實(shí)了解其必要性 If the client wont pay for it, is it necessary!,Not Chargeable to Client不可向客戶收取之的成本,Overhead營運(yùn)成本,Everything we do which is not direct

26、ly related to a clients business is Overhead. 與經(jīng)營客戶不直接相關(guān)的 Establishment (leased premises)例如房租 Genl Management, Finance, IT, Secretaries, etc 例如管理、財(cái)務(wù)、電腦人員.等 Office costs, IT Costs, legal, insurance, etc. 辦公設(shè)備.等 If the clients wont pay for this, the goal is to be as efficient as possible. 如何在營運(yùn)成本各項(xiàng)上增加

27、效率,Standard Costs vs Allocated Costs標(biāo)準(zhǔn)成本與分配成本,Standard Costs assigns a $ value to each hour of time an individual works 每個(gè)人工作的單位小時(shí)成本標(biāo)準(zhǔn)成本 If an employee works beyond the standard work week, his standard cost could exceed what he actually gets paid Allocated Costs takes the exact amount that an employ

28、ee gets paid and allocates that over the hours actually worked 分配成本員工的總成本除以實(shí)際工作小時(shí)數(shù) The compilation of allocated cost should always tie back to the accounting profit Used for Client Profitability reported to OMW,Example:- Monthly salaries : 1,600 Standard monthly working hours : 160 Hourly rate : 10

29、Actual working hours : 200 Standard cost : 200hrs * 10/hr = 2,000 Allocated cost : still at 1,600 If we use allocated cost as a basis to charge client, then we under-bill the client by 400,Standard Costs vs Allocated Costs標(biāo)準(zhǔn)成本與分配成本,So why is this important! Standard Costing tells us the true story o

30、f what the client should be paying for 標(biāo)準(zhǔn)成本會(huì)反映出客戶應(yīng)支付的費(fèi)用 Allocated costs is usually what the client, under a multiplier based fee will pay for 分配成本反映出客戶愿支付的費(fèi)用 We need to figure out to how not to give away our over-time 必須注意，超時(shí)工作的部分不應(yīng)免費(fèi) Understand the inherent cost of overtime 太多超時(shí)工作的狀況應(yīng)注意 Productivit

31、y生產(chǎn)力 Employee reward expectation員工對(duì)報(bào)酬期望的改變,Standard Costs vs Allocated Costs標(biāo)準(zhǔn)成本與分配成本,Why Bother with Standard Costs標(biāo)準(zhǔn)成本,It is a valuable tool in understanding resource management 是了解資源管理的重要工具 provides valuable information which can help support client contract negotiations 提供與客戶溝通合約條件時(shí)的重要資訊 Enables

32、 you to set standards, for each employee, manager and account有助於設(shè)立標(biāo)準(zhǔn) Enables performance comparisons: 有助於評(píng)估績效 Employee utilization員工產(chǎn)能利用率 Performance vs staffing plan績效與人員聘用計(jì)劃 Billable/Non-Billable performance: ind, dept, office 可收費(fèi)的成本與不可收費(fèi)的成本,Who Should be Accountable這些是誰的責(zé)任,Accountability needs to

33、 reach everyone 每一個(gè)人的責(zé)任 Everyone should be evaluated against established standards for utilization 針對(duì)已設(shè)立的標(biāo)準(zhǔn)作個(gè)別評(píng)估 Department managers need to be responsible for their reports 部門主管要監(jiān)督評(píng)估的確實(shí)性 Account managers need to be responsible for 業(yè)務(wù)經(jīng)理人員 Client profitability (more to come)客戶獲利率 Performance vs resou

34、rce plan績效與資源分配計(jì)劃 Accuracy of revenue forecast實(shí)際與預(yù)估的收入 All out of pocket costs所有的外付成本,Accounting Firm Model會(huì)計(jì)師事務(wù)所模式,The Professional service firms (Lawyers and Accountants), live by standard cost 專業(yè)的服務(wù)業(yè)，依標(biāo)準(zhǔn)成本收費(fèi) Each Staff member is accountable for his own 每個(gè)員工要對(duì)以下負(fù)責(zé) Chargeable hours可收費(fèi)的工作小時(shí)數(shù) Utiliza

35、tion rate產(chǎn)能利用率 Each Staff member reports to a department manager who is accountable for his groups performance in the above two areas Each department manager is responsible for his own and group performance部門責(zé)任制,Accounting Firm Model,Each account manager is responsible for 業(yè)務(wù)經(jīng)理人負(fù)責(zé)任 Hours charged to

36、his account收費(fèi)小時(shí)數(shù) Out of Pocket cost on his account外付成本 amounts billed to the client向客戶收取之費(fèi)用 amount of billable hours vs non-charged hours 可收費(fèi)之工作時(shí)數(shù)與不可收費(fèi)工作時(shí)數(shù)之差異 All employees are evaluated and incentivized based on these performance criteria 員工的評(píng)估及獎(jiǎng)勵(lì)是根據(jù)這些標(biāo)準(zhǔn) Advertising, being staff driven, is very sim

37、ilar to this model. Commission compensation makes the revenue stream more volatile 廣告公司的經(jīng)營模式非常類似，傭金制反而變化太大,如何善用科技 Use Technology for Profit,Technology,We have all failed as Businessmen in this area 在這個(gè)領(lǐng)域，我們大部分表現(xiàn)不佳 Everything we do in business should be based on cost / reward or ROI (Return on Invest

38、ment) 所有的決策應(yīng)依據(jù)投資/報(bào)酬分析 When was the last time you submitted a ROI calculation for IT? 是否針對(duì)IT的投資作ROI分析？ The reason that we dont do it, is because it is difficult to quantify 我們沒有做的原因是因?yàn)榱炕睦щy度高？,Technology,So if we dont do ROI, what should we do before we invest? 如果我們無法作ROI，投資前該如何評(píng)估？ Prepare an informa

39、l ROI Will the equipment make us more efficient 這些技術(shù)、設(shè)備是否會(huì)增加我們的效率？ Can we save headcount 能否幫助我們降低員工人數(shù)？ Can we get more done with the same people 讓我們?cè)诩扔械膯T工基礎(chǔ)上作更多事？ Can we give the client something better, that they will pay for 能否提供給客戶更好的服務(wù)，而且他們樂於付費(fèi)的？ What will it cost us if we dont get the equipment

40、 如果我們不投資，我們要付出的代價(jià)是什麼？,Technology,Quantify the value of the items just discussed and compare that to the costs 嘗試把投資帶來的好處量化并與成本比較 Payback should be fast 1 or 2 years at most Figure out how to pay for equipment with 思考如何支付這項(xiàng)投資 additional revenue from clients 是否有更多的收入 cost savings 成本的節(jié)省 or create compe

41、titive advantage which adds value to the agency (justify : be critical) 因?yàn)閮r(jià)值的提升造成競爭優(yōu)勢，而有額外的資源,Technology,We shouldnt just buy equipment to keep up, We need to have the equipment make us better more profitable. 設(shè)備的投資不是只為趕上潮流，而是要讓我們獲利情況改善。,Financial Model,Financial Model,The Traditional P&L: 傳統(tǒng)的盈虧分析 B

42、illings營業(yè)額 Revenue收入（減退營業(yè)稅，文化稅和 Mindshare 所占的收入） Staff Costs員工成本 Establishment Costs辦公室成本（租金,裝修折舊） Personal Costs個(gè)人成本（出差,培訓(xùn)） Commercial Costs商業(yè)成本（業(yè)務(wù)推廣） Office / IT costs辦公費(fèi)用成本（通訊,文具等） Finance & General一般管理人員成本 Overhead Allocation區(qū)域成本（攤分總部費(fèi)用） Operating Profit營運(yùn)獲利,Financial Model,Key Indicators: 主要指標(biāo)

43、Revenue Growth % 收入成長率 Staff cost / Revenue % 人員成本占收入比例 Operating Profit Margin % 營運(yùn)利潤率 Revenue Conversion % 收入轉(zhuǎn)為利潤比例 Productivity Indicators: 生產(chǎn)力指標(biāo) Revenue per Head 平均每人收入額 Profit Per Head 平均每人利潤額,Example to Revenue Conversion Year 2000 1999 Difference Revenue 1,300 1,000 300 Op profit 200 100 100

44、Revenue conversion 100/300 * 100% = 33.3%,Financial Model,Financial Model,In the Agency, we have learned that efficient and productive office should earn margins of 25%-30% before bonus and O/H. 在獲利要求上，25%-30%是一個(gè)標(biāo)準(zhǔn) The way we get to these margins are different in each market due to: 各市場在下列之成本結(jié)構(gòu)不同，所以

45、獲利要求也可能有些調(diào)整。 Costs of Staff (ExPats, Social taxes, salaries) Costs of Real estate Market cost of doing business ( keeping up with standards in the market),P&L Model - Unit,Expected Office margin before bonus and O/H should be 25% - 30%: Revenue1,000 Staff Costs (pre-bonus)47047% (Tgt 45%) Establishm

46、ent Costs707% All Other Costs 19019% Pft bef. Bonus & O/H27027% O/H707% Profit before Bonus 20020%,Client Profitability,Client Profitability - Accountability客戶獲利率,Account Managers can not influence entire P&L. 業(yè)務(wù)經(jīng)理人無法影響全公司的盈虧 Account managers are responsible for: 但他(她)可對(duì)下列元素有所責(zé)任 Revenues收入 Staffing

47、on the account服務(wù)於客戶的人員成本 Out-of-Pocket costs外付成本(與服務(wù)客戶相關(guān)的) Contribution Profit = Revenues - Direct staff - Direct Other Costs (out-of-pocket),What should we know ?,Direct Staff Costs (直接人員成本): represent the cost of people directly related to the revenue being generated. This should include Creative,

48、 Account Management, Production, and any other individuals who work directly on the account. Target should be 75%-80% of S/R% 與產(chǎn)出收入有直接關(guān)系的人員 Direct Other Costs (其他直接成本): are basically all out-of-pocket costs not reimbursed by the client. Mainly T&E, presentation costs, research, etc. 與服務(wù)客戶有關(guān)的外付成本，且無法

49、向客戶收取的,What should we know?,Contribution Profit : represents Revenues less Direct Staff Insurance, Legal, Training and all other costs of doing business not directly attributable to clients,What should we know?,Regional , OMW, Client Overhead (區(qū)域性/全球客戶營運(yùn)成本) : this is the o/h associated with running

50、the regions, OMW and central client teams (allocated based on revenues) Operating Profit (營運(yùn)利潤): Contribution Profit less Local O/H and Reg/OMW/WCS O/H,The 20% Model - (Regional),What is an appropriate Contribution Margin? To earn a 20% Operating Profit Margin contribution should be at least 57.5% a

51、s follows: Revenue1,000 Direct Staff Costs 37537.5% Direct Other 50 5% Contribution Profit 57557.5% Local O/H 34034% Reg/OMW/WCS O/H 35 3.5% Operating Profit 200 20%,Contribution Margin %,Under 20% Model we should be looking for a Contribution margin near 60% When we are doing our resource plans, an

52、y client projected at lower margins need to challenged 作資源分配計(jì)劃時(shí)，客戶contribution margin未達(dá)要求標(biāo)準(zhǔn)，我們應(yīng)檢討 Do we need to re-negotiate compensation? 合約條件是否合理？ Are we over-servicing the revenues? 服務(wù)成本與收入是否成比例？ Are our out-of-pocket costs necessary? 外付成本的必要性？ How can we restructure account team? 是否要改變服務(wù)小組結(jié)構(gòu)？,WP

53、P Group,WPP Group,Publicly traded on the UK and US stock exchanges 在美國、英國公開上市 Our owners / shareholders expect us to deliver continued growth in profits based on revenue growth with competitive margins 股東的期望 不斷增加的利潤 持續(xù)的成長 獲利率符合市場競爭 OMW represents about 33% of the revenues and about 35% of operating

54、profits 奧美集團(tuán)在WPP的貢獻(xiàn) 收入33% 利潤35%,1998 Competitive Performance,Revenue Growth Total,Organic Revenue Growth - Total,Revenue Growth - U.S.,Organic Revenue Growth - U.S.,Revenue Growth - International,Organic Revenue Growth - International,Staff Cost / Revenue %,Operating Margin % (including Equity),Oper

55、ating Profit Growth,Source: Advertising Age 1997 ranking,Worldwide rank by major market,Source: Advertising Age 1997 ranking,Worldwide rank by emerging markets,WPP Group ExpectationWPP 集團(tuán)的目標(biāo),WPP is compared with Omnicom and IPG Their goal is to be the leader in the group 希望成為領(lǐng)導(dǎo)者 Currently they are s

56、lightly behind in margin, but just a year or two away 目前在利潤的表現(xiàn)上尚有些微差距，但相距不遠(yuǎn) They appear to be slipping in the revenue race 在收入的成長上差異較大,So what do they expect from OMW 在這樣的目標(biāo)下，對(duì)奧美集團(tuán)的期望,15% Organic Profit Growth 利潤的成長率15% Margin Improvement of 1% vs prior year. Greater improvement when revenue growth

57、exceeds 5% 獲利率每年增加1%或收入增加5% Staff Cost to Revenue% improvement of 1% or more if S/R% exceed 58% 人員成本占收入比率每年降低1% 或更多如已超過58%,WPP Targets to OMW (Total Co),Revenue conversion of above budget / target revenues at 30% or better 收入轉(zhuǎn)為利潤率至少30% Flexibility in cost base 在成本上要有彈性,WPP Targets to OMW (Total Co),

58、OMW Targets,Planning Overview財(cái)務(wù)計(jì)劃,Projecting and Controlling our current operating results is the key to our success 如何作好的預(yù)估加上好的控制是成功的關(guān)鍵 Identify trends before they happen 對(duì)會(huì)發(fā)生的事能更早預(yù)見 Plan for inherent risk in our revenue stream 對(duì)影響收入的風(fēng)險(xiǎn)早作計(jì)劃 Create a cost base which can react to changes in revenue 發(fā)

59、展可對(duì)應(yīng)收入改變的費(fèi)用計(jì) Investment must become profitable quickly 投資必須盡快獲利 Increasing revenues should not be safety net which covers for weak cost control 增加的收入不應(yīng)只是彌補(bǔ)費(fèi)用的超支,OMW - 2000 Target Approach奧美全球如何決定各公司之目標(biāo),Look at each region to determine how to allocate profit target 先決定各區(qū)域之利潤目標(biāo) Factors considered include: 考量因素包括 Expected revenue growth in region 成長空間 Recovery / Under-performing units 是否有績效不如理想之事業(yè)單位 current margin levels 目前利潤產(chǎn)出 Known opportunities in markets/clients 已知之成長機(jī)會(huì)點(diǎn) stage in units life-cycle 各事業(yè)單位之發(fā)展階段,P&L Model - Unit,Expe