• Financial Modeling - Revenue Drivers

    Here I show to calculate revenues on the assumptions sheet for the Advanced Financial Model at http://www.starterfinancialmodel.com

    published: 14 Apr 2013
  • CNS Response Webinar: Discussion of key revenue drivers for its unique mental health technology

    CNS Response Inc. (OTC QB: CNSO) is hosting an investor webinar December 11, 2014, at 4:10 p.m. ET to discuss its recent achievements and upcoming milestones. The Company's President and CEO, George Carpenter, and CFO, Paul Buck, will host the event and be available during the live question-and-answer session. CNS Response provides a unique set of reference data and analytic tools for clinicians and researchers in psychiatry. While treatment for mental disorders has doubled in the last 20 years, it is estimated that 17 million Americans have failed two or more medication therapies for their mental disorders. The Company’s Psychiatric EEG Evaluation Registry, or PEER Online, is a new registry and reporting platform that allows medical professionals to exchange treatment outcome data for pa...

    published: 11 Dec 2014
  • 02 - Revenue Drivers - Overview - TV101

    Evan Shapiro, President, Participant Media Television explains the business of television with an overview of revenue drivers.

    published: 23 Oct 2012
  • RoI: 10 Key Drivers - 10) Business perspective – the profit / revenue side

    Do you agree with John and his thoughts on the last 10th main driver, impacting RoI for static analysis? This is an extract of the webinar "RoI for Static Analysis: 10 Key Drivers". You can find the full session at http://www.programmingresearch.com/resources/webinars/return-on-investment-for-static-analysis-tools/

    published: 27 May 2015
  • Subscription Revenue Model (Netflix)

    You’ll learn how to project subscription revenue for a Software as a Service (SaaS) or other subscription-based company in this tutorial, which is based on a case study of Netflix. http://breakingintowallstreet.com/ "Financial Modeling Training And Career Resources For Aspiring Investment Bankers" Table of Contents: 1:16 Part 1: Key Drivers of a Subscription Revenue Business 5:09 Part 2: Where to Find the Required Information 10:08 Part 3: How to Put It Together in Excel + Add Scenarios 15:32 Recap and Summary Part 1: Key Drivers of a Subscription Revenue Business The key revenue drivers for subscription-based businesses include: 1) Existing Subscribers and the Renewal Rate – MOST revenue depends on the existing subscriber base unless the business is growing like a beast. 2) New...

    published: 24 May 2016
  • Value Creation: Key Value Drivers

    In this video, Professor Joe Perfetti explains the impact of the three value drivers (growth, ROIC and risk) on value and multiples.

    published: 15 Jul 2016
  • "How to Create Massive Revenue without a Sales Team” by Kevin Indig, SEO Ninja at Atlasssian

    By Kevin Indig, SEO Ninja at Atlasssian https://www.linkedin.com/in/kevinindig/ You can find the slides here: http://bit.ly/2A64ZtN You don’t always need a sales-team to exponentially grow a company! Atlassian, Slack, Basecamp or Dropbox rapidly captured markets without one. Kevin Indig runs technical SEO at Atlassian and is a startup mentor at the German Accelerator. He has 10 years of experience in SEO and Growth Hacking, helping F500 companies and start-ups in Europe and the USA to grow. He worked with brands like eBay, Bosch, Samsung, Dailymotion, Pinterest, Columbia, UBS and many others. At TheFamily, we believe that anyone can become a great entrepreneur. Find more info here: http://www.thefamily.co/

    published: 08 Dec 2017
  • Commercial Bank Revenue Model: Loan Projections

    In this tutorial Commercial Bank Revenue Model: Loan Projections, you’ll learn about the key revenue drivers for a commercial bank, with a focus on how to project its loan portfolio based on GDP growth, market share, and addressable loan market sizes. http://breakingintowallstreet.com/ "Financial Modeling Training And Career Resources For Aspiring Investment Bankers" Table of Contents: 1:46: Overview of Revenue for a Bank 6:47: The Step-by-Step Process to Project Loan Growth 15:06: Calculating and Checking the Loan Size in Each Segment 19:39: Recap and Summary For pure-play commercial banks, the vast majority of their revenue will come from “Net Interest Income”: Interest Income on Loans, less Interest Expense paid on Deposits, Debt, and Other Funding Sources. KEY QUESTION #1: Wha...

    published: 05 Apr 2016
  • 06 - Revenue Drivers - Licensing - TV101

    Evan Shapiro, President, Participant Media Television explains the business of television revenue drivers and licensing.

    published: 23 Oct 2012
  • Startup: class no. 002 Revenue Streams

    This course is presented by Udacity: https://www.udacity.com/course/ep245 Learn the key tools and steps to build a successful startup (or at least reduce the risk of failure). An introduction to the basics of Steve Blank's famous Customer Development process, where entrepreneurs "get out of the building" to gather massive amounts of customer and marketplace feedback, and then use that feedback to continuously iterate and evolve their startup business models, improving the chances of success at every step.

    published: 29 May 2013
  • Marketing as a Revenue Driver - CMO Inflect

    Speakers: Heidi Bullock - CMO, Engagio Sydney Sloan - CMO, Alfresco Rick Shultz - CMO, Databricks Steven Wastie - CMO, Origami Logic More than 60% of a buyer’s journey is already completed before the prospect ever engages with the sales team. Your potential customers have become savvy researchers and buyers! This panel will address how marketing is playing an ever-increasing role in buying behavior and influencing company revenue. That is even more pronounced when thinking about a SaaS model: the company may have no sales resources — selling everything on their website — everything the prospects need to know (from product info, competitor information, pricing, references and recommendations from other users) — is already readily available. That is all thanks to marketing, which is playi...

    published: 20 Oct 2017
  • Hotel Revenue Management - How to Calculate Room Cost

    To properly manage revenue for a lodging property you first need to know how much it costs you to rent a room to someone. There are two costs that you need to consider: incremental and burdened. This video explains each of these and shows how to calculate them for your property. More revenue management videos and info at http://bransonman.com/.

    published: 07 Jan 2017
  • Driver 5 - Recurring Revenue

    Tony Madden explains the eight key drivers to drive your company value

    published: 02 Jul 2017
  • Supply Chain Drivers and Metrics

    published: 09 Jan 2017
  • The RIGHT vs. The WRONG Key Performance Indicators

    http://rarebrain.com/tv/the-right-vs-the-wrong-key-performance-indicators-20/ Time and again we come across companies that destroy profitability and long-term value by choosing the wrong key performance indicators, also known as KPIs. Let’s look at some examples of the wrong Key performance Indicators. Restaurant: The first example is of a fast food chicken restaurant which was trying to reduce waste so it chose what it thought was a clever metric. “Number of pieces of chicken sold vs. wasted”. While this achieved 100% efficiency, it also created long wait times because product had to be cooked from scratch and as a result there was a dramatic drop in return visits from customers. Hotel: In another example, a hotel was bleeding cash. To rectify the matter, the hotel took aggressive...

    published: 19 Apr 2016
  • Revenue, Cost and Value Drivers 2 26 15, 8 02 PM

    published: 27 Feb 2015
  • How Successful Companies Drive Revenue

    Learn more at: http://thethreerules.com/ Buy on Amazon: http://bit.ly/the3rules The second rule of The Three Rules is "Revenue before Cost"--a prescription that companies should focus on increasing their profitability by investing in initiatives that grow revenue rather those that cut costs. The authors drill down further into the concept by providing a profitability formula that takes into account the relations between pricing premiums and higher volume as it relates to profits.

    published: 02 Jul 2013
  • Portfolio Management and the PMO - Cost Center or Revenue Driver?

    https://www.globalknowledge.com/us-en/category/about-project-management/ In many organizations, the Program/Project Management Office (PMO) is viewed as purely a cost center, so it becomes marginalized by additional layers of bureaucracy, oversight and cost. But the essence of the PMO and portfolio management in general is to add value to the organization. So how do organizations reconcile the cost of the PMO versus the value it adds? The short answer is to flip the conversation on its head and talk about the PMO as a revenue driver rather than a cost center. In his video, Global Knowledge PMP-certified senior product manager Daniel Stober will explain how, by focusing on efficiencies gained and reduced waste, you can shift the conversation from the PMO being a necessary evil to the PMO b...

    published: 02 Mar 2016
  • What is a Revenue Requirement

    From www.StepWiseAdvisors.com. Many of our blog readers and clients ask us what the meaning of the word "revenue requirement' is within the context of their water or sewer utility rates. This short video presentation provides a basic definition that is applicable to most any municipal utility. The revenue requirement, its level and growth, is the key driver to water and sewer rate increases. In this video we talk about how revenue requirements are equal to the total annual cash costs of the water or sewer utility. Those cash costs fall into three large categories: operations, debt payments, and increases/decreases to reserve levels.

    published: 25 Nov 2010
  • Revenue Models for Consumer Retail Companies

    In this Revenue Models lesson, you'll learn how to build a revenue model for a consumer retail company. By http://breakingintowallstreet.com/ "Financial Modeling Training And Career Resources For Aspiring Investment Bankers" Chuck E. Cheese, a kids' restaurant chain that was acquired by Apollo for $1.3 billion, is used in this example since their data is readily available and easy to use Table of Contents: 0:39 Why Revenue Models Are Important 2:19 How to Set Up Revenue Models - Units Sold and Market Size Methods 3:39 How You Build a Revenue Model - Examples for Different Industries 5:03 Step 1 - Finding Historical Data 5:59 Step 2 - Assumptions for Stores Opened and Closed 8:02 Step 3 - Assumptions for Sales per Store Growth 9:03 Step 4 - Calculating Ending Stores per Year 10:30...

    published: 08 Apr 2014
  • Designing Your Digital Marketing Plan as a Revenue Driver

    Presenter: Larry Neilson, CEO, Neilson Marketing Services *Presentation is from the 2017 IMCA Annual Conference & Showcase Gala held in Scottsdale, AZ.* PRESENTATION SUMMARY Approaching one’s digital marketing strategy with a silo mindset where building a website, search engine optimization (SEO) and social media are looked at as individual projects or services is counterproductive to a brand’s endgame: enhancing one’s reputation, engaging existing and new clients and generating revenue. Looking at the big picture with your organization’s website as the launch pad for SEO, social media and content creation (i.e., blogging, videos) is essential to a successful integrated digital strategy. During this breakout session, Larry Neilson, chief executive officer at Neilson Marketing Services,...

    published: 28 Jun 2017
  • NFV with SDN Service Chaining for Quickest New Revenue

    For more webinars, go to: http://www.infonetics.com/infonetics-events/ OVERVIEW Operators view new revenue, quicker time to revenue, and application/service agility as their top drivers for investing in software-defined networking (SDN) and network functions virtualization (NFV). Many are finding that the business case for deploying SDN and NFV is marginal until new revenue is added into the calculations. This webinar demonstrates how to use service chaining, or virtual network function (VNF) forwarding graphs, to deploy new services to business and residential customers, and includes examples of real service provider deployments. WHO SHOULD ATTEND Service providers evaluating and implementing NFV-based services, financial analysts, and the media. KEY TOPICS FOR DISCUSSION -Why service ...

    published: 11 Mar 2015
  • Top down Revenue Allocation by Brand

    In this example, Kepion was configured to take the percentages from the user input form and calculate the revenue target along the product hierarchy. The management team can plan for their sales revenue increase for following five years in their Strategic Planning dashboard. They can allocate percentage mix rates by different brands. This video is part of the Driver-based Top Down Allocation support article. http://www.kepion.com/articles/driver-based-top-down-allocation/ Subscribe our channel for latest updates: https://www.youtube.com/subscription_center?add_user=kepionsolution Kepion Solution http://www.kepion.com Email: info@kepion.com Tel: 206.629.2326 80 Vine Street, Suite 304 Seattle, WA 98121 United States

    published: 28 Feb 2015
  • Sound Sensors Industry Applications, Key Developments, Revenue and Forecast 2025

    Browse market data tables and in-depth TOC of the Sound Sensors Market to 2025 @ http://www.theinsightpartners.com/reports/sound-sensors-market The primary driver for this market is the increasing application development besides product development. The customized and easy-to-use applications have propelled the growth in the application of such technologies. The other drivers for this market include rising demand of reliable, high performance and cheaper sensors which have been driven by various factors towards miniaturization. In addition, factors such as evolving inclination towards telecommunication market, low manufacturing cost and progress in various application segments are touted as the factors driving this market.

    published: 01 Jun 2017
developed with YouTube
Financial Modeling - Revenue Drivers

Financial Modeling - Revenue Drivers

  • Order:
  • Duration: 5:08
  • Updated: 14 Apr 2013
  • views: 9924
videos
Here I show to calculate revenues on the assumptions sheet for the Advanced Financial Model at http://www.starterfinancialmodel.com
https://wn.com/Financial_Modeling_Revenue_Drivers
CNS Response Webinar: Discussion of key revenue drivers for its unique mental health technology

CNS Response Webinar: Discussion of key revenue drivers for its unique mental health technology

  • Order:
  • Duration: 50:07
  • Updated: 11 Dec 2014
  • views: 4195
videos
CNS Response Inc. (OTC QB: CNSO) is hosting an investor webinar December 11, 2014, at 4:10 p.m. ET to discuss its recent achievements and upcoming milestones. The Company's President and CEO, George Carpenter, and CFO, Paul Buck, will host the event and be available during the live question-and-answer session. CNS Response provides a unique set of reference data and analytic tools for clinicians and researchers in psychiatry. While treatment for mental disorders has doubled in the last 20 years, it is estimated that 17 million Americans have failed two or more medication therapies for their mental disorders. The Company’s Psychiatric EEG Evaluation Registry, or PEER Online, is a new registry and reporting platform that allows medical professionals to exchange treatment outcome data for patients referenced to objective neurophysiology data obtained through a standard electroencephalogram (EEG). Based on the company’s original physician-developed database, there are now more than 37,350 outcomes for over 9,900 unique patients in the PEER registry. The objective of PEER Online is to avoid trial and error pharmacotherapy, which is the dominant approach for treatment resistant patients.
https://wn.com/Cns_Response_Webinar_Discussion_Of_Key_Revenue_Drivers_For_Its_Unique_Mental_Health_Technology
02 - Revenue Drivers - Overview - TV101

02 - Revenue Drivers - Overview - TV101

  • Order:
  • Duration: 2:15
  • Updated: 23 Oct 2012
  • views: 637
videos
Evan Shapiro, President, Participant Media Television explains the business of television with an overview of revenue drivers.
https://wn.com/02_Revenue_Drivers_Overview_Tv101
RoI: 10 Key Drivers - 10) Business perspective – the profit / revenue side

RoI: 10 Key Drivers - 10) Business perspective – the profit / revenue side

  • Order:
  • Duration: 1:34
  • Updated: 27 May 2015
  • views: 59
videos
Do you agree with John and his thoughts on the last 10th main driver, impacting RoI for static analysis? This is an extract of the webinar "RoI for Static Analysis: 10 Key Drivers". You can find the full session at http://www.programmingresearch.com/resources/webinars/return-on-investment-for-static-analysis-tools/
https://wn.com/Roi_10_Key_Drivers_10)_Business_Perspective_–_The_Profit_Revenue_Side
Subscription Revenue Model (Netflix)

Subscription Revenue Model (Netflix)

  • Order:
  • Duration: 17:38
  • Updated: 24 May 2016
  • views: 9674
videos
You’ll learn how to project subscription revenue for a Software as a Service (SaaS) or other subscription-based company in this tutorial, which is based on a case study of Netflix. http://breakingintowallstreet.com/ "Financial Modeling Training And Career Resources For Aspiring Investment Bankers" Table of Contents: 1:16 Part 1: Key Drivers of a Subscription Revenue Business 5:09 Part 2: Where to Find the Required Information 10:08 Part 3: How to Put It Together in Excel + Add Scenarios 15:32 Recap and Summary Part 1: Key Drivers of a Subscription Revenue Business The key revenue drivers for subscription-based businesses include: 1) Existing Subscribers and the Renewal Rate – MOST revenue depends on the existing subscriber base unless the business is growing like a beast. 2) New Subscribers and Their Renewal Rates – As a % of existing subscribers, how many new ones is the company adding each year? 3) Monthly Fees and Pricing Increases – How much will these increase by over time? How much *can* the company can increase fees before driving away members? The renewal rates often differ for existing vs. new subscribers because new customers tend to cancel more quickly; once someone has been around for a few years, he/she is more likely to stay subscribed. You should also look at different scenarios – What happens with higher growth, renewal rates, and fee growth and with lower growth, renewal rates, and fee growth? Part 2: Where to Find the Required Information Some companies disclose these figures in their filings, but Netflix does not – they only give us the Net Additions, Revenue, and Average Monthly Fees in each business segment. However, if you run the numbers yourself, you’ll see that the Churn Rate, or Cancellation Rate, can’t possibly be that high because Net Additions have been 17-25% of Subscribers historically. So with a 30% cancellation rate, the company would have to replenish its subscriber base by 50% with new subscribers each year – not likely! Also, industry sources like Parks Associates point to a fairly low cancellation rate of ~9% for the company. So we choose to use a 94% renewal rate for existing subscribers and an 88% renewal rate for new subscribers (the 91% rate in the middle corresponds to the 9% cancellation rate). We go 2% higher in the Upside Case, 2% lower in the Downside Case, and 2% lower than that in the “Extreme Downside” Case. Subscriber Additions as a % of Base Subscribers will be higher than the historical numbers but decline over time. Monthly Fee increases will range between the average historical increases. Part 3: How to Put It Together in Excel + Add Scenarios Step 1: Set up the Renewal Rate Schedule for New vs. Existing Step 2: Multiply the Existing Subscribers by the Renewal Rate each year Step 3: Factor in New Additions each year as a % of Base Subscribers Step 4: Apply the New or Existing Renewal Rate each year Step 5: Sum the Total Subscribers and take the yearly average Step 6: Grow the Monthly Fees and multiply to get Total Revenue What’s Next? After setting up the basic schedule, you could check and refine your numbers to make sure the scenarios and capitalized annual growth rates (CAGR) all make sense. You could also consult other sources, like equity research, and see how your views compare with the consensus estimates for the company. And then you could build the rest of the model by projecting expenses, Working Capital, CapEx, and other line items required for the full financial statement projections. RESOURCES: https://youtube-breakingintowallstreet-com.s3.amazonaws.com/105-18-Subscription-Revenue-Model.pdf https://youtube-breakingintowallstreet-com.s3.amazonaws.com/105-18-Subscription-Revenue-Model-Excel.xlsx https://youtube-breakingintowallstreet-com.s3.amazonaws.com/105-18-NFLX-Annual-Report-Extracts.pdf https://youtube-breakingintowallstreet-com.s3.amazonaws.com/105-18-Industry-Churn-Rates.pdf
https://wn.com/Subscription_Revenue_Model_(Netflix)
Value Creation:  Key Value Drivers

Value Creation: Key Value Drivers

  • Order:
  • Duration: 15:04
  • Updated: 15 Jul 2016
  • views: 7474
videos
In this video, Professor Joe Perfetti explains the impact of the three value drivers (growth, ROIC and risk) on value and multiples.
https://wn.com/Value_Creation_Key_Value_Drivers
"How to Create Massive Revenue without a Sales Team” by Kevin Indig, SEO Ninja at Atlasssian

"How to Create Massive Revenue without a Sales Team” by Kevin Indig, SEO Ninja at Atlasssian

  • Order:
  • Duration: 39:41
  • Updated: 08 Dec 2017
  • views: 2203
videos
By Kevin Indig, SEO Ninja at Atlasssian https://www.linkedin.com/in/kevinindig/ You can find the slides here: http://bit.ly/2A64ZtN You don’t always need a sales-team to exponentially grow a company! Atlassian, Slack, Basecamp or Dropbox rapidly captured markets without one. Kevin Indig runs technical SEO at Atlassian and is a startup mentor at the German Accelerator. He has 10 years of experience in SEO and Growth Hacking, helping F500 companies and start-ups in Europe and the USA to grow. He worked with brands like eBay, Bosch, Samsung, Dailymotion, Pinterest, Columbia, UBS and many others. At TheFamily, we believe that anyone can become a great entrepreneur. Find more info here: http://www.thefamily.co/
https://wn.com/How_To_Create_Massive_Revenue_Without_A_Sales_Team”_By_Kevin_Indig,_Seo_Ninja_At_Atlasssian
Commercial Bank Revenue Model: Loan Projections

Commercial Bank Revenue Model: Loan Projections

  • Order:
  • Duration: 21:30
  • Updated: 05 Apr 2016
  • views: 9093
videos
In this tutorial Commercial Bank Revenue Model: Loan Projections, you’ll learn about the key revenue drivers for a commercial bank, with a focus on how to project its loan portfolio based on GDP growth, market share, and addressable loan market sizes. http://breakingintowallstreet.com/ "Financial Modeling Training And Career Resources For Aspiring Investment Bankers" Table of Contents: 1:46: Overview of Revenue for a Bank 6:47: The Step-by-Step Process to Project Loan Growth 15:06: Calculating and Checking the Loan Size in Each Segment 19:39: Recap and Summary For pure-play commercial banks, the vast majority of their revenue will come from “Net Interest Income”: Interest Income on Loans, less Interest Expense paid on Deposits, Debt, and Other Funding Sources. KEY QUESTION #1: What will the bank’s Loans and Deposits be? KEY QUESTION #2: What will the bank’s Interest Rates Earned and Paid Be? Interest rates are a whole separate topic, and Deposits and Funding Sources are usually linked to Loans, so we’re going to focus on the key drivers behind Loans and Loan Growth here. More so than with “normal companies,” commercial banks’ fortunes are heavily linked to the overall economy. Higher GDP growth results in more transactions – more buying and selling – and to more borrowing by both consumers and businesses. A healthy bank will tend to grow its loans more quickly than the GDP growth rate – credit expansion leads economic expansion. So the first key driver of Loan Growth is GDP growth. Some banks might sell more effectively, might offer more favorable terms for lenders, or might have different lending standards, so market share also plays a role (this is key driver #2). The Step-by-Step Process to Project a Bank’s Loan Portfolio Step #1: Determine the sizes of a bank’s markets (e.g., Mortgages, Auto Loans, and Credit Cards) to calculate its market share(s). Step #2: Make each market a percentage of the country’s GDP. Step #3: Project how the country’s GDP changes in the future. Step #4: Project the bank’s market share in each segment and forecast each loan market as a percentage of the country’s GDP. Step #5: Calculate the Loan Size in each segment with GDP * Loan Market Size as a % of GDP * Bank’s Market Share. Steps 1 & 2: Sizing the Loan Markets Possible Sources: Bank’s IPO Prospectus, Industry Reports (UK – De Montfort Group), Bank’s Interim/Annual Reports or Earnings Calls, Equity Research… If you can’t find data on loan market sizes, make it less granular and look at Total Loans in the country instead and calculate the bank’s market share there. The goal is to get a rough sense of whether the bank’s market share is rising or declining over time. Step 3: Projecting GDP Growth You can find any country’s nominal GDP via sources like Wikipedia, Statista, the IMF/World Bank, etc. For the projections, you can consult with similar sources, but you should also consider different cases and think about what happens if growth continues as expected, what happens if it goes above expectations, and what happens if there’s a recession followed by a recovery. Step 4: Projecting Future Market Share and Addressable Loan Market Sizes Approach #1: Follow and extend historical trends (If the bank is losing/gaining market share, continue that; otherwise, keep it steady). Approach #2: Speak with people in the market, such as real estate brokers and new homeowners, and see if you can discern trends from them (“channel checks”). Approach #3: Look for outside sources such as equity research and buy-side research and see what they’re saying. Step 5: Calculating the Loan Size in Each Segment Loan Size = Nominal GDP * Loan Market Size as % of GDP * Bank’s Market Share The harder part is checking your numbers afterward – Do the estimates seem reasonable? Do they accurately reflect different outcomes? You often want the Base or Upside Case to be close to equity research/consensus/management estimates. And the Downside Case should be real (e.g., 2009-style recession) – negative GDP growth, not just 1% growth rather than 2%. RESOURCES: https://youtube-breakingintowallstreet-com.s3.amazonaws.com/Bank-Loan-Projections-Before.xlsx https://youtube-breakingintowallstreet-com.s3.amazonaws.com/Bank-Loan-Projections-After.xlsx https://youtube-breakingintowallstreet-com.s3.amazonaws.com/Bank-Loan-Projections.pdf
https://wn.com/Commercial_Bank_Revenue_Model_Loan_Projections
06 - Revenue Drivers - Licensing - TV101

06 - Revenue Drivers - Licensing - TV101

  • Order:
  • Duration: 4:17
  • Updated: 23 Oct 2012
  • views: 406
videos
Evan Shapiro, President, Participant Media Television explains the business of television revenue drivers and licensing.
https://wn.com/06_Revenue_Drivers_Licensing_Tv101
Startup: class no. 002 Revenue Streams

Startup: class no. 002 Revenue Streams

  • Order:
  • Duration: 0:57
  • Updated: 29 May 2013
  • views: 920
videos
This course is presented by Udacity: https://www.udacity.com/course/ep245 Learn the key tools and steps to build a successful startup (or at least reduce the risk of failure). An introduction to the basics of Steve Blank's famous Customer Development process, where entrepreneurs "get out of the building" to gather massive amounts of customer and marketplace feedback, and then use that feedback to continuously iterate and evolve their startup business models, improving the chances of success at every step.
https://wn.com/Startup_Class_No._002_Revenue_Streams
Marketing as a Revenue Driver - CMO Inflect

Marketing as a Revenue Driver - CMO Inflect

  • Order:
  • Duration: 53:50
  • Updated: 20 Oct 2017
  • views: 121
videos
Speakers: Heidi Bullock - CMO, Engagio Sydney Sloan - CMO, Alfresco Rick Shultz - CMO, Databricks Steven Wastie - CMO, Origami Logic More than 60% of a buyer’s journey is already completed before the prospect ever engages with the sales team. Your potential customers have become savvy researchers and buyers! This panel will address how marketing is playing an ever-increasing role in buying behavior and influencing company revenue. That is even more pronounced when thinking about a SaaS model: the company may have no sales resources — selling everything on their website — everything the prospects need to know (from product info, competitor information, pricing, references and recommendations from other users) — is already readily available. That is all thanks to marketing, which is playing a larger role in not just top-of-funnel activities like driving awareness and creating demand, but is influencing majority of the total sales funnel. And once a customer is on board, customer advocacy plays an important role — where marketing is critical to creating and nurturing customer advocates that help upsell and cross-sell within the enterprise. It’s also key to influencing the buying decisions of prospects in other enterprises. In addition, marketing is investing in many tools that give it the visibility and the ability to influence the buyer journey. In this closing panel, you’ll hear about marketing’s direct impact to your bottom line. Recorded at CMO Inflect, September 21, 2017. tieeco.org
https://wn.com/Marketing_As_A_Revenue_Driver_Cmo_Inflect
Hotel Revenue Management - How to Calculate Room Cost

Hotel Revenue Management - How to Calculate Room Cost

  • Order:
  • Duration: 13:34
  • Updated: 07 Jan 2017
  • views: 8579
videos
To properly manage revenue for a lodging property you first need to know how much it costs you to rent a room to someone. There are two costs that you need to consider: incremental and burdened. This video explains each of these and shows how to calculate them for your property. More revenue management videos and info at http://bransonman.com/.
https://wn.com/Hotel_Revenue_Management_How_To_Calculate_Room_Cost
Driver 5 - Recurring Revenue

Driver 5 - Recurring Revenue

  • Order:
  • Duration: 4:34
  • Updated: 02 Jul 2017
  • views: 3
videos
Tony Madden explains the eight key drivers to drive your company value
https://wn.com/Driver_5_Recurring_Revenue
Supply Chain Drivers and Metrics

Supply Chain Drivers and Metrics

  • Order:
  • Duration: 40:48
  • Updated: 09 Jan 2017
  • views: 3169
videos
https://wn.com/Supply_Chain_Drivers_And_Metrics
The RIGHT vs. The WRONG Key Performance Indicators

The RIGHT vs. The WRONG Key Performance Indicators

  • Order:
  • Duration: 3:48
  • Updated: 19 Apr 2016
  • views: 25903
videos
http://rarebrain.com/tv/the-right-vs-the-wrong-key-performance-indicators-20/ Time and again we come across companies that destroy profitability and long-term value by choosing the wrong key performance indicators, also known as KPIs. Let’s look at some examples of the wrong Key performance Indicators. Restaurant: The first example is of a fast food chicken restaurant which was trying to reduce waste so it chose what it thought was a clever metric. “Number of pieces of chicken sold vs. wasted”. While this achieved 100% efficiency, it also created long wait times because product had to be cooked from scratch and as a result there was a dramatic drop in return visits from customers. Hotel: In another example, a hotel was bleeding cash. To rectify the matter, the hotel took aggressive cost reduction actions instead of focusing on increasing hotel occupancy. While they initially had a short-term reduction in burn rate, there was significant long-term deterioration in the business resulting in a bankruptcy. Manufacturer: It is not much different from the manufacturer that was 100% focused on increasing production but had no focus on delivery. As a result, they had a great product but unhappy customers and very low repeat business. Retailer: In another example, a retailer had product variety as its key performance indicator. But when we looked under the hood, it was quickly obvious that only a handful of products were driving the sales, and the bulk of their products were simply sucking up cash and creating cash flow problems for the retailer. Call Center: Finally, a call center’s primary key performance indicator focused on driving down the call time, i.e. how quickly they can hang up the phone on a customer, instead of cross-selling the customer. Now, let’s look at some examples of the right Key Performance Indicators. Industrial: An Industrial company that had chronic cash shortages improved its cash position. Instead of looking only at its receivable balance, it started to track its Days Sales Outstanding known as DSO’s. We won’t bore you with the DSO formula but it should suffice to know that it can help companies start improving receivable collection on a measurable basis. Manufacturer: Another example would be a manufacturer that consistently had excess inventory issues. The company moved to additionally tracking its sell-through velocity within its distribution channels. This allowed it to dramatically reduce its inventory levels. Technology: A B2B technology services firm improved its revenues significantly by moving from just tracking sales to also tracking how many conversations were taking place company-wide with qualified prospects. This allowed them to consistently meet or exceed sales targets. Professional Services: A professional services company that we helped, doubled their value by measuring and then reducing their customer acquisition costs with an emphasis on increasing the lifetime value of the customer. In this case, their lifetime value to customer acquisition cost ratio was 4 to 1. Let’s take a personal example. If you’re trying to lose weight, you will have better results if you track calories consumed and burned vs. just your weight. So, are you tracking the right things? Because if you’re not, you have a real opportunity to start improving the performance of your business as well as your valuation.
https://wn.com/The_Right_Vs._The_Wrong_Key_Performance_Indicators
Revenue, Cost and Value Drivers  2 26 15, 8 02 PM

Revenue, Cost and Value Drivers 2 26 15, 8 02 PM

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  • Duration: 43:47
  • Updated: 27 Feb 2015
  • views: 437
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https://wn.com/Revenue,_Cost_And_Value_Drivers_2_26_15,_8_02_Pm
How Successful Companies Drive Revenue

How Successful Companies Drive Revenue

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  • Duration: 1:07
  • Updated: 02 Jul 2013
  • views: 1418
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Learn more at: http://thethreerules.com/ Buy on Amazon: http://bit.ly/the3rules The second rule of The Three Rules is "Revenue before Cost"--a prescription that companies should focus on increasing their profitability by investing in initiatives that grow revenue rather those that cut costs. The authors drill down further into the concept by providing a profitability formula that takes into account the relations between pricing premiums and higher volume as it relates to profits.
https://wn.com/How_Successful_Companies_Drive_Revenue
Portfolio Management and the PMO - Cost Center or Revenue Driver?

Portfolio Management and the PMO - Cost Center or Revenue Driver?

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  • Duration: 1:00:35
  • Updated: 02 Mar 2016
  • views: 147
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https://www.globalknowledge.com/us-en/category/about-project-management/ In many organizations, the Program/Project Management Office (PMO) is viewed as purely a cost center, so it becomes marginalized by additional layers of bureaucracy, oversight and cost. But the essence of the PMO and portfolio management in general is to add value to the organization. So how do organizations reconcile the cost of the PMO versus the value it adds? The short answer is to flip the conversation on its head and talk about the PMO as a revenue driver rather than a cost center. In his video, Global Knowledge PMP-certified senior product manager Daniel Stober will explain how, by focusing on efficiencies gained and reduced waste, you can shift the conversation from the PMO being a necessary evil to the PMO being critical for organizational success. ABOUT THE PRESENTER Dan Stober is a PMP-certified senior product manager with more than ten years of experience managing projects. His experience includes managing projects for the U.S. government in the United States, Middle East and Europe. http:/twitter.com/GKonProjectMgt https://ter.li/1j5pej
https://wn.com/Portfolio_Management_And_The_Pmo_Cost_Center_Or_Revenue_Driver
What is a Revenue Requirement

What is a Revenue Requirement

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  • Duration: 7:22
  • Updated: 25 Nov 2010
  • views: 393
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From www.StepWiseAdvisors.com. Many of our blog readers and clients ask us what the meaning of the word "revenue requirement' is within the context of their water or sewer utility rates. This short video presentation provides a basic definition that is applicable to most any municipal utility. The revenue requirement, its level and growth, is the key driver to water and sewer rate increases. In this video we talk about how revenue requirements are equal to the total annual cash costs of the water or sewer utility. Those cash costs fall into three large categories: operations, debt payments, and increases/decreases to reserve levels.
https://wn.com/What_Is_A_Revenue_Requirement
Revenue Models for Consumer Retail Companies

Revenue Models for Consumer Retail Companies

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  • Duration: 18:18
  • Updated: 08 Apr 2014
  • views: 10886
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In this Revenue Models lesson, you'll learn how to build a revenue model for a consumer retail company. By http://breakingintowallstreet.com/ "Financial Modeling Training And Career Resources For Aspiring Investment Bankers" Chuck E. Cheese, a kids' restaurant chain that was acquired by Apollo for $1.3 billion, is used in this example since their data is readily available and easy to use Table of Contents: 0:39 Why Revenue Models Are Important 2:19 How to Set Up Revenue Models - Units Sold and Market Size Methods 3:39 How You Build a Revenue Model - Examples for Different Industries 5:03 Step 1 - Finding Historical Data 5:59 Step 2 - Assumptions for Stores Opened and Closed 8:02 Step 3 - Assumptions for Sales per Store Growth 9:03 Step 4 - Calculating Ending Stores per Year 10:30 Step 5 - Toggle Calculations for Sales per Store 11:08 Step 6 - Splitting Revenue Into Segments 14:20 Step 7 - How to Review and Tweak the Numbers 15:18 Recap and Summary Why Do Revenue Models Matter? It's a very common topic in case studies and interviews in IB, PE, HFs, and anything else in finance. Revenue models can come up in LBO case studies, 3-statement modeling case studies, normal interview questions, and, of course, on the job. Often, you have enough data to make MORE than just a simple % growth rate assumption for revenue... but not enough data to do the same on the expense side. Theoretically, you could just say 2%, 3%, 4%, etc. growth each year and project revenue like that. BUT it's much more credible to say, "We have 50 stores each generating $2 million in annual sales, on average, and we plan to open 5 new stores per year for the next 5 years -- based on that, revenue is expected to be..." rather than "We're assuming 4% revenue growth per year." The numbers you get will NOT necessarily be different or "more accurate" -- you're still predicting the future! But at least your numbers will have more real-world support behind them... What is a Revenue Model? It can be done many different ways, but most revenue models boil down to Units Sold * Average Selling Price, or Total Market Size * % Market Share. The best method depends on the available data, the work and research you've done, and what the company discloses. For this consumer/retail example, it makes the most sense to use a variation on Units Sold * Average Selling Price, since "market share" is almost impossible to establish for a large and fragmented market like restaurants. How Do You Build a Revenue Model? For retailers, you can divide revenue into into existing stores vs. new stores and assume a figure for average Sales per Square Foot/Meter, or Sales per Store, and then make assumptions for new stores opened, stores closed, and how the sales per store figures change over time. Here's what we cover in this example for Chuck E. Cheese: Step 1: Get the historical data you need -- in this case, the # of stores opened and closed in prior years, and the average sales per store type. These are all taken from the company's filings. Step 2: Make assumptions for the # of stores opened and closed each year -- companies often disclose their plans in their filings, or you can extrapolate from historical data. In this case, CEC told us directly how many stores it planned to open over the next 4 years. Step 3: Assume a growth rate in Sales per Comparable (Existing) Store, and Sales per New Store. Step 4: Calculate Ending Stores each year, with support for the sensitivity toggles built in so that we can easily modify the assumptions. Step 5: Now, make similar "post-toggle" calculations for Sales per New Store and Sales per Existing Store. Step 6: Now, divide the revenue into segments, if applicable... it is very much applicable here! There are different margins for entertainment vs. food and beverages, and there's a clear trend in one direction (away from food and beverages). Step 7: Now, go back and check your numbers, fill in the miscellaneous and smaller items, and see how equity research estimates (and other sources) compare to what you've come up with. Go back and tweak your numbers as necessary. What Next? Pick a company you're interested in, in an industry that's relatively easy to analyze, and project revenue based on what's in their filings. It doesn't have to be super-complicated -- for most companies, revenue comes down to less than 5 key drivers. Avoid conglomerates, companies with tons of business lines, or industries that are more complex, such as oil & gas, commercial banking, etc. Suggestions: Airlines, technology, consumer/retail, industrials/manufacturing, healthcare is iffy because it can get very complex to model a company with a huge drug portfolio. Further Resources http://youtube-breakingintowallstreet-com.s3.amazonaws.com/CEC-Revenue-Model.xlsx
https://wn.com/Revenue_Models_For_Consumer_Retail_Companies
Designing Your Digital Marketing Plan as a Revenue Driver

Designing Your Digital Marketing Plan as a Revenue Driver

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  • Duration: 54:55
  • Updated: 28 Jun 2017
  • views: 28
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Presenter: Larry Neilson, CEO, Neilson Marketing Services *Presentation is from the 2017 IMCA Annual Conference & Showcase Gala held in Scottsdale, AZ.* PRESENTATION SUMMARY Approaching one’s digital marketing strategy with a silo mindset where building a website, search engine optimization (SEO) and social media are looked at as individual projects or services is counterproductive to a brand’s endgame: enhancing one’s reputation, engaging existing and new clients and generating revenue. Looking at the big picture with your organization’s website as the launch pad for SEO, social media and content creation (i.e., blogging, videos) is essential to a successful integrated digital strategy. During this breakout session, Larry Neilson, chief executive officer at Neilson Marketing Services, will discuss how having an integrated marketing plan is a key to winning in today’s digital space. He will address: • What makes a robust website. • Using modern on-page and off-page SEO that better serves users/searchers to build reputation and ranking in Google. • How paid search fits in. • Importance of delivering relevant content and experience, the foundation of any digital strategy. • Ensuring that online and offline campaigns (i.e., print, radio, TV, live events) are aligned for maximum impact.
https://wn.com/Designing_Your_Digital_Marketing_Plan_As_A_Revenue_Driver
NFV with SDN Service Chaining for Quickest New Revenue

NFV with SDN Service Chaining for Quickest New Revenue

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  • Duration: 1:03:14
  • Updated: 11 Mar 2015
  • views: 3736
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For more webinars, go to: http://www.infonetics.com/infonetics-events/ OVERVIEW Operators view new revenue, quicker time to revenue, and application/service agility as their top drivers for investing in software-defined networking (SDN) and network functions virtualization (NFV). Many are finding that the business case for deploying SDN and NFV is marginal until new revenue is added into the calculations. This webinar demonstrates how to use service chaining, or virtual network function (VNF) forwarding graphs, to deploy new services to business and residential customers, and includes examples of real service provider deployments. WHO SHOULD ATTEND Service providers evaluating and implementing NFV-based services, financial analysts, and the media. KEY TOPICS FOR DISCUSSION -Why service chaining is key to the future of service-centric networks -How service chaining can use awareness of applications, subscribers, services, and policy to align with business needs -How the dynamic characteristics of NFV services can be managed via tight integration with the cloud ecosystem -Can standardization ensure effective, multi-vendor service chaining, or is this a dream? -The role of the service classifier as a new network function to enable more versatile chaining of services -Answers to audience questions during live Q&A SPEAKERS -Michael Howard, Principal Analyst and Co-founder, Carrier Networks, Infonetics Research -Yonatan Klein, Director of Product Management, Allot Communications -Balaji Pitchaikani, Senior Director, Product Management, Dell -Erik Larsson, Vice President, Marketing, Qosmos -Moderator: JoAnne Emery, Event Director, Infonetics Research
https://wn.com/Nfv_With_Sdn_Service_Chaining_For_Quickest_New_Revenue
Top down Revenue Allocation by Brand

Top down Revenue Allocation by Brand

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  • Duration: 0:30
  • Updated: 28 Feb 2015
  • views: 65
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In this example, Kepion was configured to take the percentages from the user input form and calculate the revenue target along the product hierarchy. The management team can plan for their sales revenue increase for following five years in their Strategic Planning dashboard. They can allocate percentage mix rates by different brands. This video is part of the Driver-based Top Down Allocation support article. http://www.kepion.com/articles/driver-based-top-down-allocation/ Subscribe our channel for latest updates: https://www.youtube.com/subscription_center?add_user=kepionsolution Kepion Solution http://www.kepion.com Email: info@kepion.com Tel: 206.629.2326 80 Vine Street, Suite 304 Seattle, WA 98121 United States
https://wn.com/Top_Down_Revenue_Allocation_By_Brand
Sound Sensors Industry Applications, Key Developments, Revenue and Forecast 2025

Sound Sensors Industry Applications, Key Developments, Revenue and Forecast 2025

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  • Duration: 0:31
  • Updated: 01 Jun 2017
  • views: 3
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Browse market data tables and in-depth TOC of the Sound Sensors Market to 2025 @ http://www.theinsightpartners.com/reports/sound-sensors-market The primary driver for this market is the increasing application development besides product development. The customized and easy-to-use applications have propelled the growth in the application of such technologies. The other drivers for this market include rising demand of reliable, high performance and cheaper sensors which have been driven by various factors towards miniaturization. In addition, factors such as evolving inclination towards telecommunication market, low manufacturing cost and progress in various application segments are touted as the factors driving this market.
https://wn.com/Sound_Sensors_Industry_Applications,_Key_Developments,_Revenue_And_Forecast_2025
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