Teamleader is CRM and business management software specifically aimed at agencies. In the latest guide, the tool looked at the essential KPIs to properly develop an agency and ensure its good health.
The guide is based on concrete feedback from several experts: Jan Belletti, co-founder of Sixtine, Jeanette Eder, operations manager at DISXT, Maarten Bosmans, financial director at The Reference and Margaux Rogot, CSM and team leader at Noiise.
Discover Teamleader
Sales
The essential KPI is of course turnover, all agencies strive for development and growth.
To monitor it regularly and accurately, it is important to rely on tools such as Teamleader, which can provide you with reports and an overview of your situation.
For a relevant analysis of your turnover, you will have to take into account the seasonal influences during the year, and the moments with strong activity or, conversely, weaker activity. This allows you to better allocate your costs according to the seasonality of the activity.
Another point to monitor: recurring sales. They guarantee good financial stability and perfect predictability.
Download the full guide
The profitability
The second KPI to monitor closely is your profitability. In order not to blindly drive your activity, you need to know your profitability by customer, by team or even by employee. This is essential to determine the margins of the agency as a whole.
To know your margins, and therefore your profitability, you also need to have a clear view of your costs. In concrete terms, to measure your margin, you must have as much information as possible about each project: quotation, hourly rate applied to the client, distribution of workload, hours spent on the project, cost per mobilized worker, external costs, general expenses…
Again, these calculations by hand can be tedious. With a management tool such as Teamleader you can centralize all this information.
KPIs to measure your customer relationship and your performance
Measure customer satisfaction
Teamleader recommends in its guide to focus on the satisfaction of your customers. You can measure it in a “transactional” way, asking for feedback after every important contact, for example with a satisfaction survey. You can also measure it in a “relational” way, by setting up an exchange with the client to discuss the collaboration and their feelings.
Know your average rate
The projects are based on quotations and budgets with an hourly rate. But there are often differences, sometimes huge, between the hourly rate set upstream of the project and the reality: longer time needed, modified deadlines, additional mobilized teams… The average rate allows you to know whether the hourly rate that you offer corresponds to reality, and thus to make better estimates for your future projects.
The “First Time Right” or FTR statistic
Another interesting KPI suggested by Temalader in his guide: the FTR. It makes it possible to measure a work immediately validated by the client, without any refund on his part. An important metric to check whether projects stay on time and within budget.
The billability of a project
The 4th KPI that Teamleader puts forward is the billability of a project, in order to optimize margins. Project billability tells you the number of billable hours, but not how much you actually billed the customer.
For accurate estimates, you should also look at the average hourly wage and your performance.
These analyzes should allow you not to overestimate or underestimate your billability, and thus to remain profitable.
The other chapters of the guide are devoted to cash flow, invoicing, but also team management. A complete ebook, based on concrete examples and expert advice from recognized professionals.
Download the full guide
Commentaires
Enregistrer un commentaire