Full Sail Partners Blog (49)

According to PWC, “M&A activity accelerated sharply in the second quarter of 2015 with substantial increases relative to the prior quarter in both volume and value of transactions.” As consultants assisting firms with merging their databases, we have seen this up tick too and firms involved in mergers or acquisitions are finding great value out of Deltek Vision’s Multi-Company feature. Some firms don’t know that Multi-Company is included with their Vision Core Finance application. It just needs to be enabled and configured when your firm is ready to add another
company to your current Vision database. 

What is Multi-Company?

Vision Multi-Company allows a firm to manage multiple legal entities in a single Vision database.  There is no limit to the number of companies that can be maintained in Vision. Multi-Company streamlines the process of managing accounting functions between companies when resources are shared. Once Multi-Company is enabled, it is easy to switch between companies. Just like changing periods in Vision, a simple utility selection will move you between companies. 

Each company operates as a separate entity. Info Center records, such as clients and contacts, can be shared across the enterprise (the “enterprise” encompasses all companies managed in Vision). However, other Info Center records, such as employees, are company specific. Projects and phases can be owned by a single company or set up so that individual phases can be owned by different companies.  

Before Enabling Multi-Company

There are several factors to consider before enabling the Multi-Company feature.  One primary factor to consider is how your companies will interact with one another. When resources are shared, how will the company loaning their staff or paying expense on behalf of another company be compensated? This is done through intercompany billing. 

Definition: Intercompany billing is defined as, internal transactions between two associated companies who file a consolidated tax return or financial statement. 

There are several approaches to intercompany billing that should be a part of the planning discussion during the implementation process. These and other questions should be addressed during the planning process and will help you determine if Multi-Company is a good fit for your firm. 

Considerations When Setting Up a New Company in Deltek Vision

When acquiring a company to be added to your Vision database as a separate company, there are a number of enterprise-wide requirements to consider. For example, the fiscal calendar, work breakdown structure and organization structure must be the same across all companies, as well as, key formats such as project numbers, vendor numbers, employee numbers, etc. All of these items must be consistent across all companies.

After the initial planning meeting, if your firm determines that Multi-Company is not an option, you can always explore the alternative of using Organization reporting within Vision. Organization reporting gives you the ability to manage separate business units within a single company environment. The “maintain separate balance sheets” feature in Vision could also be used if needed, as well as, the labor cross charge feature to move revenue, labor and cost between organizations.

Final Thoughts

A well thought out, carefully planned implementation is essential to a successful Multi-Company implementation. Once the final implementation plan is in place, the creation of a test Multi-Company environment before the final configuration in your live Vision database will go a long way in preparing your finance staff and the rest of your employees for the new Multi-Company environment and all of the new features a Multi-Company database has to offer. For more information on Multi-Company check out this previous blog on how it works.

Congratulations! Your firm just won the largest project in its history and it’s time to celebrate, or is it? Unfortunately, winning the big project doesn’t guarantee success and big profits. For project-based firms, project management is synonymous with profit management, but many projects start in the red making it nearly impossible to make a profit. Here’s a look at some common pitfalls project-based firms face before they ever start a project.

Accurate Job Costing

If you have been on a proposal team, you know the feeling of relief that overcomes you once you finally submit the proposal. Weeks of working long hours reading and writing exhilarating technical content and attending meeting after meeting. All this work and time exhausted by several people when in reality, your final price is the biggest factor in winning. But, can your firm deliver the project on the proposed budget?

Accurate job costing requires accurate information, and most firms believe they have the right systems for their business model. Excel sheets and the time clock work, but these systems don’t communicate very well. Even more, consider the unreported overhead time to reconcile these systems and the mistakes made during this process.

“If it works, don’t fix it” doesn’t always apply, and information in more than one system doesn’t work when trying to maximize profit. When it comes to job costing, you already have to worry about inaccurate estimates from suppliers. These are costs you can’t control, so be sure to take control of your internal cost monitoring to create profitable bids you can deliver.

Establishing Key Performance Indicators

Key Performance Indicators (KPIs) are various quantifiable measurements used for determining the success of the project. The KPIs establish a guide to the project and are used as the basis for critical decision-making. More importantly, not executing on a specific KPI can affect the project’s profitability for your firm and your client’s satisfaction.

Here’s where some project-based firms struggle. In many cases, several of the KPIs are destined for failure before the project starts. The problem is that defining KPIs is truly challenging and your clients usually lack experience with the process. All too often, this results in KPIs that are unrealistic and unmeasurable.

Establishing realistic KPIs is the first step to managing the profit of a project. As the project manager, it’s in your best interest to have a strong role in creating the KPIs. Good project KPIs have values that can be accurately measured and clearly reported on. Further, they need to be understood and agreed to by all parties. To learn more about project KPIs, click here.

Risk Management

Projects are full of unforeseen obstacles and predicting these is not always possible, but this doesn’t mean your firm can’t minimize the impacts. They just need to have a formal risk management strategy. Although this might be a time consuming process, it’s a necessary process required to protect your profit.    

A study by Info-Tech Research Group found that organizations with a formal risk management strategy are more than half as likely to have project management success than those with a reactive approach. To put it another way, having a risk management strategy before the project gets started is critical to the project’s success and profitability.

A risk management strategy starts with identifying common risks such as unrealistic schedules and requirements that fail to align with the strategy of the project. Once these risks are identified, evaluate the impact each risk will have on the project. From there, make a contingency plan that has a pre-planned response to the unexpected event.       

Become a Profit Manager

Don’t start your next project in the red. Project management starts with project planning, and not having the right systems and processes in place can hinder the success of the project. If your firm is falling into any of these pitfalls, consider the changes that you can make to become an effective profit manager.  

Full Sail Partners, a Deltek Premier Partner, announces that Michael Kessler has joined the firm as a Principal Consultant. Mr. Kessler’s hire bolsters the Full Sail Partners’ team to 25 professionals focused on accounting and technology solutions. Michael’s extensive knowledge of the Deltek product set and proven consulting expertise will be an ideal match to help clients streamline business processes and achieve greater efficiency from their Deltek Vision ERP system.

As Principal Consultant, Michael brings 30 years of experience working in and around project-based accounting in both the Government Contracting and Professional Services industry. His extensive background includes overseeing accounting, auditing and finance operations.

“I am really looking forward to the opportunity to work with such a diverse set of clients,” said Michael Kessler. “I have a passion for helping finance departments utilize Deltek Vision and Resource Planning to their fullest capabilities to reach maximum productivity. I believe that processes designed under the guide of best practices, which work in tandem with system configuration, result in meaningful reporting and the ability to evaluate key performance indicators.”

Michael Kessler has spent the past nine years actively involved in the Deltek community as a member of the Deltek Direct team where he assisted hundreds of US and international clients with system implementations and application support. His keen understanding of the Deltek Vision product, previous industry experience, and his passion for helping clients brings a strong player to the Full Sail Partners consulting arsenal.

“We are honored to have Michael join the Full Sail Partners’ team,” said Scott Seal, Full Sail Partners’ Vice President of Consulting. “Michael’s vast knowledge of Deltek Vision ERP and Resource Planning adds additional depth and expertise to our collaborative Consulting Team. Michael has a proven track record with offering exceptional client services and we are excited to have him help our clients better leverage their Deltek Vision systems.”

For more information, please email Full Sail Partners’ Marketing Communications Department. Interested in learning more about the Full Sail Partners' team? Check out our crew!

Are you responsible for handling client complaints? As an Owner of a firm, I know that figuring out a way to proactively identify issues before they become bigger is a key concern for most executives. The Society for Marketing Professional Services (SMPS) conducted research on this topic and found that the average business never hears from 96% of unhappy clients. Businesses dedicate money to attracting new clients each year, yet a key area that is overlooked is developing a client retention plan. 

How Do You Calculate Client Retention Rates?

It seems like almost every firm I speak with in the AEC industry states their client retention rate is 80%. However, is that a good or bad rate? Let’s breakdown some definitions: 

• Attrition rate is the percentage of clients you have lost over a given period
• Retention rate is the percentage of clients you have retained over a given period 

So if your client retention rate is 80% then that means your attrition rate is 20%, no matter how many new clients you obtain. Here is how to calculate client retention rates: 

Client Retention Rate = ((CE-CN)/CS)) x 100 

Clients End (CE) = Number of clients at END of period

Clients New (CN) = Number of NEW clients acquired during period

Clients Start (CS) = Number of clients at START of period

Client Retention Impacts Profits

When you take into account that SMPS reports it takes six to seven times more effort to obtain a new client than retain an existing client. It would seem that focusing on client retention would be a no brainer. Yet does your firm even have a plan for client retention and do you track it? 

A study by Bain & Company shows that even a five percent increase in client retention can lead to an increase in profits of between 25 and 95 percent. Let’s do the math. Envision the following is true for your firm: 

• Your firm makes $2M a year
• Has a profit of 10% or $200,000 at the end of the year
• Has 50 clients at the beginning of the year
• Has a 80% client retention rate (kept 40 clients) at the end of the year

So, let’s say that our goal is to increase client retention to 85%. By increasing your client retention by 5% you could increase your profits to $250,000 (13%) or $390,000 (20%). Have you connected the dots? Profits increase because you are spending less time trying to win new clients and more time making sure you are managing the expectations of your existing clients. 

Why Clients Leave and How to Prevent It

So now that we know why it’s important, let’s understand more about why clients leave. SMPS found that 68% of clients leave firms because of an attitude of indifference toward the client by some employee and only 9% leave for competitive reasons, which most firms think is the cause. Yet as previously pointed out most firms don’t even know there is an issue. 

The obvious answer to resolve this challenge is talk to the client and obtain feedback periodically, yet few firms do it and fewer do it consistently well. Understanding what motivates clients and how to make your services relevant to them is fundamental to building strong client relationships. Obtaining feedback is important for executives and marketing to monitor, but the key way to ensure the relationship is strong is to provide a systematic way, like the Client Feedback Tool, for Project Managers to know when to reach out throughout the lifecycle of the project. Not just at the end. 

Benefits of Feedback

Successful companies know the critical importance of reaching out to their clients for feedback and service firms that ARE monitoring client feedback are: 

• Differentiating themselves
• Gaining great insight to better serve their clients
• Discovering what clients find of value
• Identifying clients that will pay a premium for their services
• Increasing profits
• Improving staff retention
• and much more

Reach out to us today to find out more about monitoring feedback and developing a client retention plan for your firm.
 

Full Sail Partners, a Deltek and Client Feedback Premier Partner, is honored to announce that Scott Gailhouse has been promoted to Principal Consultant. Scott's extensive industry knowledge and proven consulting acumen will be an asset as professional services firms continue to seek ways to further leverage their investment in Deltek Vision.

As Principal Consultant, Scott will be responsible for process and service development including best practices and implementation protocols. He will also be responsible for overseeing the skill development of Full Sail Partners' consulting staff, the development of quality-driven implementation strategies, client management and implementation compliance.

"I am extremely excited about my new position and my continued growth within Full Sail Partners," said Scott Gailhouse. "I believe that this role will give me the opportunity to enhance our consulting practice and concentrate on how our firm can further add value to our client's knowledge of Deltek Vision. My focus, along with the other consultants will be to continually seek ways to improve our training model to better utilize Vision's capabilities, provide best practice recommendations while boosting productivity."

Scott Gailhouse has been actively involved in the Deltek community for more than 20 years. With a focus on financial solutions and best practices, Scott has leveraged his extensive knowledge of the professional services industry to assist firms with making the move to an ERP.

"It is with great pleasure that we recognize Scott's strong leadership and expertise," said Scott Seal, Full Sail Partners' Vice President of Consulting. "Scott continues to bring in-depth knowledge and experience to the table, working with his clients and colleagues to create innovative solutions to help achieve maximum value out of Deltek Vision."

Want to learn more about the Full Sail Partners' team? Check out our crew!
 

Marketing and finance often seem destined to clash. The common misconception is that marketing’s sole purpose is to spend money, while finance does everything in their power to throw up hurdles to spending. Marketing focuses on building quality relationships and creating brand equity, while finance has an, admittedly sometimes myopic, focus on hard numbers and empirical evidence. Let’s examine how we can help marketing better communicate with finance and bring these two opposite ends of the spectrum together!

Speaking the Language of Finance

We are all familiar with the saying ‘it is better to give than receive’:  If marketing and finance applied this principle to their interactions the entire company would reap the benefit in the long run! Accounting can often be over protective of financial data and systems, and rightfully so – when things go wrong, everyone looks their way! Take on the responsibility of proving your marketing efforts in language finance can understand – data, not Facebook likes – and you will find that your finance department will be a lot more receptive to your efforts and requests.

Smart Tips for Creating a Better Conversation:

1. Put yourself in accounting’s shoes and understand hesitancy | Understand that often times finance is not questioning the value of marketing, they are however questioning how to quantify the results to the effort/cost. Marketing is not a perfected science and your mere desire to track marketing ROI will show your finance department that you too have the company’s bottom line in your best interests.
2. Establish desire to measure marketing ROI | The single biggest hurdle with communication is the illusion that it has taken place! Don’t sit back and assume that your finance department is aware of your desire to be a metric-driven-results-producing marketer. Get the conversation started!
3. Think about data needed to do your job better | This can be a tough one! We suggest starting small and working your way up. Doing so will allow you to include finance in the discussions regarding your marketing planning, and help you better understand the value of the metrics you are tracking.

How to Start the Conversation

Need help getting the conversation started? Here are some of our favorite ways to open a two-way dialogue:

• Retaining & Gaining Clients: “I’m looking to understand our total customer growth. Do we have a way to determine by percentage and revenue the amount of our work we’ve received is new vs. existing clients throughout the year?”
• Pursuing the Right Client: “I’m looking at how we can be more strategic in our pursuit of clients. Would it be beneficial to advise you when I see we are pursuing more work with clients that we are having AR issues with?”
• Forecasting and Backlog: “Can you help me understand what our break-even is and do we have a way to see what our current backlog is? I’d like to help make sure we have enough business coming in the pipeline for each market or division.”
• Effectiveness: “Can you help me better understand how I affect the bottom line? I want to develop metrics that help me understand the financial results from marketing’s efforts and help me fine tune my approach.” 

We hope that you are able to apply these tips to start a better dialogue between your marketing and finance departments. Improving the synergy between these departments will result in marketing receiving more support and executive buy-in, while finance is able to capture the analytics and financial metrics they crave.

Ready to take your conversations to the next level? Check out this on-demand webinar to see how marketing and finance can team up for greater results!