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Implementing MYOB ProfitOptimiser in your Practice
Introducing your trainer… Richard J. Wood  MyCorporateDoctor.com.au
Today’s Aim: “To implement MYOB ProfitOptimiser in your practice, deliver value add services to your clients and form strong partnerships ”
Aims and Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Agenda  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Gaining confidence with Dialogue
Expected Outcomes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Building a better understanding of our clients
Introduction to  Value Added Services
The Dilemma  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],COMPLIANCE vs VALUE ADD
Client Service Level Continuum Level 5 Level 4 Level 3 Level 2 Level 1 Profit and Loss Balance Sheet Statement of  Cash Flow Analyse and  educate clients about critical ratios Conduct What  If scenarios Help client set strategy and  direction  through goal- setting & goal seeking Link financial goals with business activities Measure outcomes of business activities Monitor and help client strategically manage business activities Key Performance  Indicators
Move from Compliance to Reliance Level 5 Level 4 Level 3 Level   2 Level 1 COMPLIANCE RELIANCE Technical Foundation Thorough Analysis Future Focus Link to Performance Continuous Improvement Collect Data Organise & Inform Analysis & Knowledge Applied Wisdom
Using MYOB ProfitOptimiser  in an Accounting Firm
Stages of Accounting Collecting Recording Summarising Analysing
Working Capital % ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Cash flow on incremental sales will decline as the working capital % approaches the gross margin % When Goal seeking  solve  by sensitivity. With sensitivity analysis review  changes  and  undo  before changing the next driver
Gross Margin % ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Businesses with a low Gross Margin % are driven by price rather than volume When Goal seeking  solve  by sensitivity. With sensitivity analysis review  changes  and  undo  before changing the next driver
Net Profitability ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Operating profit should be measured before interest. Interest is a financing cost, not an operating cost. When Goal seeking  solve  by sensitivity. With sensitivity analysis review  changes  and  undo  before changing the next driver
Interest Cover EBIT – Key Covenant Ratio ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The appropriate interest cover will depend on an assessment of the business risks of the customer When Goal seeking  solve  by sensitivity. With sensitivity analysis review  changes  and  undo  before changing the next driver
Current Ratio ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The Current Ratio covenant has been set for your business by taking the following factors into account… When Goal seeking  solve  by sensitivity. With sensitivity analysis review  changes  and  undo  before changing the next driver
Activity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Normally, manufacturers have a low activity ratio compared to retailers. What type of business does the customer have ? When Goal seeking  solve  by sensitivity. With sensitivity analysis review  changes  and  undo  before changing the next driver
Total Liability/Equity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],How much total liabilities a business has for every dollar of equity When Goal seeking  solve  by sensitivity. With sensitivity analysis review  changes  and  undo  before changing the next driver
Equity to Total Assets ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],How much total equity has the owner got if his assets as opposed to outside funding or creditors. Usually a low figure indicates that an owner is not in control of his own assets.. Also called Capital Adequacy When Goal seeking  solve  by sensitivity. With sensitivity analysis review  changes  and  undo  before changing the next driver
Cash Flow ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Cash flow is calculated as the movement on the net change in debt for the period When Goal seeking  solve  by sensitivity. With sensitivity analysis review  changes  and  undo  before changing the next driver
Debt to Equity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Measure relationship between the borrowed funds and the investment in the business by the owner When Goal seeking  solve  by sensitivity. With sensitivity analysis review  changes  and  undo  before changing the next driver
ROCE % ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The ROCE % must at least be equal to the pre tax WACC When Goal seeking  solve  by sensitivity. With sensitivity analysis review  changes  and  undo  before changing the next driver
Cash After Operations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Should at least be positive to be able to meet interest, tax and dividend liabilities When Goal seeking  solve  by sensitivity. With sensitivity analysis review  changes  and  undo  before changing the next driver
The MYOB ProfitOptimiser Consultation Process
How Accountants can use MYOB ProfitOptimiser ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How Accountants can use MYOB ProfitOptimiser ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Ideal Consultation – Part A ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Ideal Consultation – Part B ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Ideal Consultation – Part C ,[object Object],[object Object],[object Object]
Identify Strengths and Manage Issues The customer’s ability to service the loan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Dialogue Opportunity
Identify Strengths and Manage Issues Identify issues, communicating the issues with the customer and working with the customer to minimise/mitigate those issues. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Dialogue Opportunity
Identify Strengths and Manage Issues Using covenants as a risk control mechanism ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Dialogue Opportunity
Identify Strengths and Manage Issues Short Term  Liquidity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Dialogue Opportunity
Identify Strengths and Manage Issues Long Term  Solvency ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Dialogue Opportunity
Identify Strengths and Manage Issues A Quick Business Diagnosis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Dialogue Opportunity
Lets do this together ! Successful customer = Successful practice ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Dialogue Opportunity
Financial Performance Assessment …Four Customer Perspectives Profitability Cash Flow & Funding Working Capital Management Non-Current Assets ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],1 Strong Weak ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2 3 4 1
MYOB ProfitOptimiser and the Banks Using MYOB ProfitOptimiser  in the Banking Sector
MYOB ProfitOptimiser & Australian Banks
The Partnership Model Bank
Two perspectives of Financial Performance in the  Dialogue Channel Non-Current Asset  Management Financial performance and risk monitoring The Customer Perspective The Lender Perspective $ Transparency Working Capital Management Cash Flow Profitability Debt Service  Capability
A Typical Loan Scenario Bank Reports  Provided Numerous interpretive phone calls  Paper  based application  submitted Client calls Bank to arrange loan Conditional Loan approved Accountant provides financial documentation
Case Studies Your Customer  A Case Study and Presentation
MYOB ProfitOptimiser  case study preparation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Your customer - A case study and presentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Questions and Answers
Thank You

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  • 2. Introducing your trainer… Richard J. Wood MyCorporateDoctor.com.au
  • 3. Today’s Aim: “To implement MYOB ProfitOptimiser in your practice, deliver value add services to your clients and form strong partnerships ”
  • 4.
  • 5.
  • 6.
  • 7. Introduction to Value Added Services
  • 8.
  • 9. Client Service Level Continuum Level 5 Level 4 Level 3 Level 2 Level 1 Profit and Loss Balance Sheet Statement of Cash Flow Analyse and educate clients about critical ratios Conduct What If scenarios Help client set strategy and direction through goal- setting & goal seeking Link financial goals with business activities Measure outcomes of business activities Monitor and help client strategically manage business activities Key Performance Indicators
  • 10. Move from Compliance to Reliance Level 5 Level 4 Level 3 Level 2 Level 1 COMPLIANCE RELIANCE Technical Foundation Thorough Analysis Future Focus Link to Performance Continuous Improvement Collect Data Organise & Inform Analysis & Knowledge Applied Wisdom
  • 11. Using MYOB ProfitOptimiser in an Accounting Firm
  • 12. Stages of Accounting Collecting Recording Summarising Analysing
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25. The MYOB ProfitOptimiser Consultation Process
  • 26.
  • 27.
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38.
  • 39. MYOB ProfitOptimiser and the Banks Using MYOB ProfitOptimiser in the Banking Sector
  • 40. MYOB ProfitOptimiser & Australian Banks
  • 42. Two perspectives of Financial Performance in the Dialogue Channel Non-Current Asset Management Financial performance and risk monitoring The Customer Perspective The Lender Perspective $ Transparency Working Capital Management Cash Flow Profitability Debt Service Capability
  • 43. A Typical Loan Scenario Bank Reports Provided Numerous interpretive phone calls Paper based application submitted Client calls Bank to arrange loan Conditional Loan approved Accountant provides financial documentation
  • 44. Case Studies Your Customer A Case Study and Presentation
  • 45.
  • 46.