MaRS Best Practices: Beyond the Hockey Stick - The Art of Realistic Forecasting, Charles Plant

Post on 29-Nov-2014

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Have you fallen into the trap of the hockey-stick forecast? Most business plans have revenue forecasts that look like hockey sticks: they show revenues that grow slowly at first and then suddenly jump skyward. Forecasting is an art that takes practice. Join us at this Best Practices event to learn how revenue projections can make or break your company—and how to stick handle your way to a realistic forecast. http://www.marsdd.com/events/details.html?uuid=c7add0eb-5bd2-4929-a53b-74d4281130fc

Transcript of MaRS Best Practices: Beyond the Hockey Stick - The Art of Realistic Forecasting, Charles Plant

Financial  Forecas,ng  

Forecas(ng  Revenue  

hockey  s,ck  forecasts  

MaRS  Best  Prac,ces  December  8,  2010  

Charles  Plant  

Slide  3  

 hockey  s,ck  forecast  

Slide  4  

and  this  is  important  because?  

Financial  Forecas,ng  

Forecas(ng  Revenue  

the  reality  of  results  

Slide  6  

typical  forecasts  

•  35  start-­‐up  soJware  companies  •  average  first  year  growth  budgeted  401%  •  average  second  year  growth  budgeted  246%  

Slide  7  

canadian  results  

•  100  top  soJware  companies  in  Canada  •  smallest  company  had  sales  of  $2  million  

•  actual  growth  rate  average  was  24%  •  biggest  grew  23%  •  smallest  grew  40%  

Slide  8  

what’s  up  with  that?  

•  canadian  companies  took  10.2  years  to  reach  $10  million  in  annual  revenues.      

•  in  the  U.S.  6  years  to  reach  $10  million    

•  10  years  to  get  to  $50  million  

Slide  9  

the  best  companies  ever  

Slide  10  

conclusions  

•  a  rocket  ship  is  a  company  that  reaches  $50  million  in  annual  sales  in  6  years  or  less    

•  most  successful  technology  companies  aren’t  rocket  ships.  

•  only  28%  of  the  na,on’s  most  successful  public  soJware  empires  were  rocket  ships.    

•  a  hot  shot  reaches  $50m  in  7  to  12  years.    •  a  slow  burner  takes  13  years  or  more.    

Slide  11  

don’t  try  to  outdo  google  

Financial  Forecas,ng  

Forecas(ng  Revenue  

top  down  forecasts  

Slide  13  

before  you  start  you  must  know  

•  target  market  

•  business  model  •  go  to  market  strategy  

Slide  14  

so  how  big  is  the  market?  

•  gartner  says  the  market  is  $50  billion  •  we’re  going  to  get  1%.  

•  wrong  

Slide  15  

poten,al  users?  

Slide  16  

rate  of  adop,on?  

Slide  17  

total  market  size  

Slide  18  

market  share?  

Slide  19  

Revenue    forecasts  

Financial  Forecas,ng  

Forecas(ng  Revenue  

boVom  up  forecasts  

Slide  21  

the  revenue  plug  

•  let’s  see,  $100k  the  first  month….  •  wrong  

Slide  22  

sales  funnel  

•  lead  •  discussion  •  proposal  •  evalua,on  •  trial  •  order  •  install  

Slide  23  

how  will  you  get  leads?  

Slide  24  

how  long  does  each  stage  take?  

Stage   Time  

Lead   Start  

Discussion   1  Month  

Proposal   1  Month  

Evalua,on   2  Months  

Trial   2  Months  

Order   1  Month  

Delivery   2  Months  

       Total  Time   9  Months  

Slide  25  

what  is  the  conversion  rate    at  each  stage?  

Stage   Stage  Conversion   Conversion  Rate  

Lead   100%   100%  

Discussion   50%   50%  

Proposal   40%   20%  

Evalua,on   50%   10%  

Trial   50%   5%  

Order   80%   4%  

Delivery   75%   3%  

       Total  Conversion   3%  

Slide  26  

you’ve  got  sales  

Slide  27  

rules  of  thumb  

•  marke,ng  costs  •  salespeople  required  

Slide  28  

implica,ons  

•  Compare  your  top  down  approach  with  your  boVom  up  approach  

•  Watch  out  for  overhea,ng  the  market  

•  Good  companies  start  selling  long  before  the  product  is  ready  

Financial  Forecas,ng  

Forecas(ng  Revenue  

what’s  next?  

Slide  30  

checking  your  assump,ons  

•  check  your  assump,ons  and  revise  them  whenever  you  get  new  informa,on  

•  check  forecasts  monthly.  

Slide  31  

investors?  

•  knowing  your  forecast  shows  you  know  your  business  model  as  well  as  your  go  to  market  strategy  

•  be  prepared  to  discuss  in  detail  •  however  no  maVer  what  you  do,  prospec,ve  investors  will  not  believe  your  forecasts.  

•  but  you  will  because  you  will  have  done  a  good  job  preparing  them  

Slide  32  

the  art  of  forecas,ng  

•  it’s  all  about  marke,ng  

Financial  Forecas,ng  

Forecas(ng  Revenue  

ques,ons?