6 CEO Success Scorecard Attributes Needed To Grow Revenue

by Paul DiModica

When coaching CEOs to increase corporate performance, we holistically assess our client’s business and look for operational variance gaps and best practices usage in the company’s business marketing, sales, strategy and financial management approaches to help them maximize their year over year growth.

Through our advisement programs, we assess their current financial position and compare their P and L’s (profit and loss reports) against their competitors from our proprietary database of financials submitted by over 50,000 CPAs. Using this analytical methodology, we have identified six specific business benchmarks that we use to chart our client’s current position as compared to their unique industry and that is used as a CEO success scorecard.

If you are looking to grow your business — metrics is a key business driver. If you are trying to succeed in a down economy — then your action steps must be proactive, not reactive.

Are you managing your company by business and financial metrics? Is your management team knowledgeable about your industry or are they just ambivalent?

6 Scorecard Areas You Should Manage Monthly

Financial LIQUIDITY

Measures your ability to meet daily financial obligations and includes:

• Inventory (or staff bench unitization rate) in stock in days
• Account Receivable in days
• Accounts Payables in days

PROFITS & PROFIT MARGIN

Are profitability trends favorable in the company?

• Gross Profit Margin
• Net Profit Margin
• Advertising Cost to Sales
• Rent to Sales
• Payroll Percent to Sales
• Operating Cash Flow Margin

SALES

Are sales growing?

• Sales Year Over Year Growth
• Sales by Product Year to Year
• Sales by Services Year to Year

BORROWING Capacity

Is the company borrowing profitably?

• Interest Coverage Ratio
• Debt to Equity Ratio
• Debt Leverage Ratio

Corporate ASSETS Usage

Is the company using gross fixed assets effectively?

• Return on equity
• Return on assets
• Fixed asset turnover

Employees Performance

Is the company hiring effectively?

• Revenue per employee
• Employee turnover by department
• Profit per employee

Each one of these assessment areas should be placed into a monthly scorecard that gives you month to month and year to year comparisons. If your CFO or accountant does not do it, find someone who will.

Growth can be attained for those who manage metrically — those who don’t will get the same results that they got last year . . . and may not be around next year.

To your success,

Rick Erling


About Rick Erling and The CxO Group

Rick Erling is CEO and Founder of The CxO Group, LLC. We are a managing partner of the Value Forward Network and have business coaching partners in five countries making us one of the world's largest management consulting groups focused on helping companies increase corporate revenue capture.

We work with senior executive teams to integrate sales process, marketing methodology, corporate strategy and financial management into one outbound revenue capture program to increase corporate revenue. We do this by assessing the value your customers see and the value you think you have and then measure the "value variance" gap between the two. Once we have identified the "Value Variance" between the two, we then make appropriate strategic and tactical recommendations on your corporate strategy and marketing programs to close the gaps. When this is completed, we then train your sales team to sell to management more effectively using techniques that are linked to our recommendations.

Top-performing organizations are increasing their companies' revenue, within a constricted economy, by investing in revenue growth acceleration strategies. For more information, visit: http://www.thecxogroup.com/