Using Excel More Effectively

I was asked a question last week about Excel and how we manage all the calculations we have going on.  Doesn’t it get confusing when you can’t recall what cell BalSht!AA192 represents?

Well, we hardly ever have that problem.  We use two distinct methods to help control our Excel programmatic flows:

  • Cell Naming
  • Data and Calculation sheets

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In today’s example, I set up a very simple payment calculation worksheet.  Here you can see where I begin naming cells; in this case I have named B7 PerPayments, which I am using as short-hand for periodic payments.  But in the function wizard, you can see where I named the cell for the Rate = APR, the NPer as Years and Pv as PresentVal.  These correspond to B2, B3 and B4.

We set it up this way for two reasons – first and foremost, we try not to create new workbooks.  We have standard templates which we use and turn over to clients to use.  To make everyone’s life more hassle-free, we think that making it easier to follow the logic makes sense.  The second is that, in some of our work, the process is incredibly involved and trying to go back to a particular sheet and cell can be time-consuming and often leads to grabbing the wrong input.  Naming eliminates both the fog of not understanding and typing in the wrong cell reference.

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Above is a partial list of the names we have running in our projections workbook.  There are almost 200 named cells; almost all of which come from the data page we named assumptions.   Each of these names actually helps us with some basic calculation on one of the other calc sheets.  Organizing our work this way makes it easy for us to navigate through the workbook and even copy sheets with the formulae intact.

Below is what our assumptions page looks like.  Currently we have about 85 lines in 9 sections covering about 400 variables which provide the static data we want to evaluate.

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ClickDYr4 represents cell E29.  We reference ClickDYr4 in about 12 calculations on both the sales and marketing calculations sheets.  When we need to update the variable, we simply return to the assumptions page, go to the correct cell and enter it.  If we are not sure, we can go to the name manager and look it up.

It also makes formula creation much simpler. namingexcel2

Naming allows you to simply start typing, instead of using your mouse to jump to the page where you have stored your variable, click on the cell and then hit enter.  It can speed up your work and help you make sure you have important calculations documented.

So, how do you name a cell?  This is super easy.  In the box above Column A it shows the current cell reference.  In this case it is referencing B94, which we have defined in column A as Utilities and triple net costs.

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Click in the box and then type the name you want.  We are naming it NNNCosts for our workbook.

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Hit enter.  Now it is named.  You can then reference it anywhere in the workbook.  In our case, we have a facilities calculation worksheet which manages the outflows for facilities in our projection.

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There it is, ready to be used in your calculations.  It is much easier to follow than what was originally there; =D4*Assumptions!$B$94.

By following these simply and easy to follow rules, you will make your workbooks more reusable and user-friendly.  This will make your work in expanding your workbooks easier and also make your work that much more effective.  Your team and clients – if you hand your workbooks off to others – will thank you.

 

 

 

A little Excel Excitement

The other day at a client meeting we were discussing Pareto and the concept that 80% of the revenues were generated by 20% of the customers and It was likely that 80% of profit was generated from them as well.  Management was having a difficult time picturing this, but fortunately we had prepared for this meeting by using the Excel Data Analysis add-in.

The first graph we presented was the histogram of revenues generated by their clients.

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The most telling thing for management was that 40 of their customers generated less than $1,000 of revenue.  And notice how many generated under $15K in revenue.  Suddenly, they could see new patterns by changing the visualization.  So, if you haven’t tried to graph this yet using data analysis, here are steps to consider.

First, create a table with the information you want to chart.  In this case it was the customer and revenues for 2018.  Next, in your Excel, click on Data Analysis and the following modal box pops up:

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Select histogram.  It then advances to the next pop-up which asks for the data range and the Bin Range.  A little bit about the bin range:  It is the breakpoints you want to use to group your information.  In this case, I ran a filter to determine the largest amount and set the bin increment just above it.  In this case, we want to see the Pareto effect, so click on the Pareto (sorted histogram) box and also the Cumulative Percentage box.  And then chart the output.

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Click OK.

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After Excel generates the histogram table file and graph, you may need to make some modifications to get the graph to look the way you want.  In this case, I wanted to sort by revenue impact of the various bins.  To do that, I multiplied the frequency by the bin amount and then sorted the table file by the total bin revenue generated.  Finally, I added a calculated percentage for each bin and the cumulative percentage.  I then set the Cumulative Percentage to use the new percentage I calculated. In this case, The impact of sales between $15,000 and $25,000 account for almost 80% of revenues, even though their frequency is less than 15%.

Consider the impact that this type of presentation can have on a strategic conversation.  What does your staffing level look like if we focused our energy on that small group of customers?  What message resonates best with that group?  Should we discontinue sales to small buyers?  We had a great conversation from less than an two hours worth of work – mostly spent in defining the table structure, gathering the data and importing it.

Raw data and numbers are useful in the right context, but if you want to stimulate an effective business meeting, show some graphs which group data in ways that make your team think about what they are doing and why.

 

 

Cash Flow and Investors

I am occasionally asked to provide guidance to developers on how best to structure cash flows and how to present the information so that their investors can see what is happening.  Unfortunately, GAAP is somewhat weak in this area so we fall back on good old fashioned sources and uses statements.

Of course, these become a little more challenging when the project has multiple classes of ownership, each with their own return on investment (ROI) expectation.  And they become really hard when the cash flows are no where near expectations.

Naturally, developers don’t turn to the accountant when things are going well – invariably we are asked to weigh in when things are not working as expected.  In the most recent case, the investors are bothered by cash being paid to the developer and they think it should be paid to them.  This is a pretty common theme.

Changing the facts and circumstances a little, lets say you developed a commercial building.  To keep it somewhat simple there are 3 investors and a lender, A, B Developer and Bank.

  • A invested $5,000,000 with a guaranteed 10% return and is supposed to receive the first $500,000 in cash annually after debt service
  • B invested 5,000,000 with a guaranteed 15% return and is scheduled to receive their payment after a $100,000 developer payment to Developer
  • Developer receives their $100,000 payment and then can receive any residual cash
  • The developer predicted about $1.5 Million in annual cash flow after debt service

Cash flow after debt service is $900,000.   Obviously this is somewhat disappointing, especially for B.  According to the accounting,

  • A receives their $500,000
  • Developer receives their $300,000
  • B only receives $250,000 out of their $750,000

B thinks that developer is taking more money than allowed for.  From B’s perspective, Developer received $300K when they should have only received $100K and the other $200,000 belongs to B.

In the course of trying to explain this, we had to dig a little deeper.  We identified that Developer also invoiced for maintenance – $200,000.  The bookkeeper inadvertently recorded it to the wrong account but the damage is done.  B is threatening to sue for failure to perform.

This is where a good sources and uses statement comes in handy.  We were able to lay out how funds came in and how funds went out.  We started from the accrual basis  and created columns to eliminate the various transactions to get to the pure cash in and out.

By identifying how first funds, and then cash, were handled, B was able to understand that the transaction was first recorded incorrectly and second was not a cash transaction.  We actually pointed out that the invoicing for the maintenance was agreed to by the members and could have been paid out as an ordinary business expense but Developer felt it best to try and satisfy B first to the extent possible.  The remaining cash was actually being held onto as a reserve for some defects that were noticed

As powerful as full GAAP statements can be, sometimes it is the simplest statements, like a sources and uses that can make people understand what is actually going on.  Yes, had B read the full financial statement they might have seen what was going on, and yes B could have handled it better than assuming improper behavior on the part of Developer, but the truth is, when you think you are not received your due one tends to see only things from your own perspective.

So the next time you are facing a question over how money and value are coming and going from your activity try a sources and uses statement.  I think you will be surprised how well it might help the situation.

Have a great day.  If you have any questions about this topic or anything else related to business or management, feel free to contact us through our website.  We are here to be of service to you.

Improving the odds

Some days, it is challenging to write on topic.  For instance, today for this blog, I am on topic number 4.  And frankly, number 4 is just wing it.  So many things to discuss and I am not quite certain how to frame the issues or put them in context.

We had several meetings last week, not the least of which was the meeting to discuss a private placement strategic plan.  That did not go quite as well as I would hope.  The concern is valid – I mean, the plan calls for changing how certain software is licensed.  It models out but we all know models only go so far.  To change direction will cost a ton in marketing dollars and face resistance from the current marketplace who do not want a shift in power.

The shift will happen; it is whether this group wants to be the driver.  Actually, that isn’t it, they want to be, but the hard reality is that it takes a lot of resources to upset the current way of doing business.  With no guarantee of success.

Not that there is any guarantee of success by following the same model as the other developers in the marketplace.  But that channel is well known and understood.  The licensors will likely be open to incremental change which means that the cost to land a subscriber will be substantially lower than trying to go directly to the consumer.

Sorry, I know this seems somewhat vague but I am working under an NDA so have to be extremely generic.  But the strategic business problem is not unique – it is one faced by every business that decides to sell.

Who is the customer?  And how do you improve your odds of success within a sales and distribution channel?

If you are a handyman service one way to go about this would be to get door hangers and go to a mature neighborhood and hang them.  If you do up 2,000 you will likely end up with 40 new customers.  It won’t happen immediately but that 2% is pretty much cast in stone.  You will spend a bit on advertising but it will likely pay off rather quickly.

But, what if you wanted 10% new customers?

One way to attract more customers would be to offer free yard debris removal, for example.  People love a free deal and chances are, many more would look at your service offering after having a positive experience with you.  You will spend more money than on just advertising alone but, it might pay off.  Again, no guarantee that you will substantially increase above the 2% but there is lots of evidence to support the conclusion you will get above 2% new customers.  Your costs will most certain go up though.

Freebies, giveaways, basic services with the opportunity to license premium services.  These are ways to build trust with your product and service but they are not free to you and oftentimes are quite expensive.  Are they still worth doing?

Perhaps.  And that is what I am facing this week.  Do we redesign the offering to make it compelling to the existing channel?  It is going to be expensive either way – either by spending a ton of money on marketing and advertising to go around the existing purchasing channel or on giving away revenues while we work to entice users through free use.

Part of me, of course, loves the idea of challenging the status quo.  It would be awesome to completely upset the applecart and win this my way.  But, the reality is, it is probably more risky to take that approach than it is to work within the existing channel – even if the existing channel is ripe for challenge.

More on this another day.  Have a great Monday.  If you are ever in the market for a thinking accountant who loves marketing and sales, feel free to contact me for a free consultation.  I am here to be of service to you.