Introduction to One Sherpa
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Copyright One Sherpa Pty Ltd 2008
THE WAY TO A BETTER FUTURE
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Business leaders, carrying the load of responsibility for anorganisations performance often feel isolated;
and going alone is a lonely way to go.
THE ONE SHERPA STORY
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Our Relationship Managers guide you to base camp, the first step upthe mountain; by assisting you complete an x-ray of your businessusing our unique proprietary business fluoroscope.
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At base camp youll meet one of our Business Sherpas, who will diagnose
the health of your organisation and determine whether it is ready to makethe climb to the fulfillment of your business vision.Your business sherpa will faithfully guide you to a confident future.
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You are then equipped to make an informed choice to engage us in the exhilaratingexperience of helping you reach the pinnacle of your business success.
There is nothing quite like the view from the top.
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Many people are lookingto get into business or arealready working in theirbusiness with a vision ofincreasing their financialwealth.
How to connect vision with your plan
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SO WHY DONT THEY REACH THEIR VISION?
How to connect vision with your plan
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Why is it so hard to reach your business goals?
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How to connect vision with your plan
There are threeareas we have
identified
that prevent people achieving theresults they desire.
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TRADITIONAL BUSINESSFOCUS
Business Plan
Sales and Marketing
Making Profit
OUR BUSINESS FOCUS
Business Model
Interaction with Customers
Increasing Cash Flow
These three differences means our focus is quitedifferent and allows us to use our unique tools
to assist business owners get better performance
How to connect vision with your plan
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Many businessowners have no
context fromwhich to make
their decisions
The analogy that holds the journey together
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As a result they haveno way to make
clear cut decisionsnor measure the
results
The analogy that holds the journey together
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The Financial Fence
Way of Thinking
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Some people think if they just implement our techniquesthey will be as successful as we are. But those that try oftenfailyou have to address employees fundamental way ofthinking
Fujio Cho President Toyota
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Many people who see The Financial Fence have thought it issimply a new technique and way of reporting the numbers.
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It is however a completely different way of thinking aboutthe numbers which changes the paradigm around how you
and measure its performance.und a business
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Why use a fence?
1. Fences are made of two parts :A. Posts that anchor the fence into the groundat a point ANDB. Rails that carry the fence over a distance.
2. Fences incorporate Milestones (Posts) and
Activity (Rails) in the same analogy.3. Financial statements have these two parts :
A. Milestones - Balance Sheet.
B. Activity Profit & Loss Account & CashFlow Statement.
4. Fences provide a boundary and security.
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MILEST
ONE
MILESTONE
ACTIVITY
ACTIVITY
The Standard two rail fence
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The Financial Fence
Equity
Capital Capital
Debt
Equity
Debt
THE TWO MILESTONES ONTHE FINANCIAL FENCE
Funding
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The Financial Fence
Equity
Capital Capital
Debt
Equity
Debt
Interaction withCustomers
InfrastructureExpenses
Investment inBusiness
THE THREE ACTIVITIES ONTHE FINANCIAL FENCE
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The Financial Fence
Equity
Capital Capital
Key Performance
Indicators
Debt
Equity
Debt
Interaction withCustomers
InfrastructureExpenses
Investment inBusiness
PERFORMANCE MONITORING ONTHE FINANCIAL FENCE
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The Financial Fence
Interaction withCustomers
InfrastructureExpenses
SINGLE DIRECTION OF MANY NONFINANCIAL EXECUTIVES
NETPROFIT
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The Financial Fence
Equity
Capital Capital
Key Performance
Indicators
Debt
Equity
Debt
Interaction withCustomers
InfrastructureExpenses
Investment inBusiness
DIRECTIONS REQUIRED FOR TRADINGTHE FINANCIAL FENCE
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Costing/Pricing
Documents
Theoretical
Outcome
Bank
Statement
Actual
OutcomeRun out of money
BUSINESS FAILURE
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NETCASHFLOW
BALANCE SHEETAS AT
SALES
BALANCE SHEETAS AT
The conundrum for the business owner
EQUITY
LIABILITIES
ASSETS
EQUITY
LIABILITIES
ASSETS
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NETCASHFLOW
BALANCE SHEETAS AT
SALES
BALANCE SHEETAS AT
The conundrum for the business owner
EQUITY
LIABILITIES
ASSETS
EQUITY
LIABILITIES
ASSETS
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PROFIT & LOSS ACCOUNTFOR THE PERIOD
TRADITIONALBALANCE SHEET
AS AT
Contrast To Traditional Business Thinking
EQUITY
LIABILITIES
ASSETS
TRADITIONALBALANCE SHEET
AS AT
EQUITY
LIABILITIES
ASSETSCOST
OF SALESGROSS
MARGINEXPENSES
NETPROFIT
SALES
NETCASHFLOW
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PROFIT & LOSS ACCOUNTFOR THE PERIOD
TRADITIONALBALANCE SHEET
AS AT
Contrast To Traditional Business Thinking
EQUITY
LIABILITIES
ASSETS
TRADITIONALBALANCE SHEET
AS AT
EQUITY
LIABILITIES
ASSETSCOST
OF SALESGROSS
MARGINEXPENSES
NETPROFIT
SALES
NETCASHFLOW
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PROFIT & LOSS ACCOUNTFOR THE PERIOD
TRADITIONALBALANCE SHEET
AS AT
Contrast To Traditional Business Thinking
EQUITY
LIABILITIES
ASSETS
TRADITIONALBALANCE SHEET
AS AT
EQUITY
LIABILITIES
ASSETSCOST
OF SALESGROSS
MARGINEXPENSES
NETPROFIT
SALES
NETCASHFLOW
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EQUITY
COSTOF INTERACTION
NETPROFIT
MOVEMENTIN WORKING
CAPITAL
CONTRIBUTIONMARGIN
INFRASTRUCTUREEXPENSES
OPERATINGCASH FLOW
MOVEMENTIN FIXEDCAPITAL
NETPROFIT
NETCASHFLOW
FIXEDCAPITAL
WORKINGCAPITAL
EQUITY
DEBT
SALES
FIXEDCAPITAL
WORKINGCAPITAL
DEBT
The Financial Fence Way of Thinking
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EQUITY
COSTOF INTERACTION
NETPROFIT
MOVEMENTIN WORKING
CAPITAL
CONTRIBUTIONMARGIN
INFRASTRUCTUREEXPENSES
OPERATINGCASH FLOW
MOVEMENTIN FIXEDCAPITAL
NETPROFIT
NETCASHFLOW
FIXEDCAPITAL
WORKINGCAPITAL
EQUITY
DEBT
SALES
FIXEDCAPITAL
WORKINGCAPITAL
DEBT
The Financial Fence Way of Thinking
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EQUITY
COSTOF INTERACTION
NETPROFIT
MOVEMENTIN WORKING
CAPITAL
CONTRIBUTIONMARGIN
INFRASTRUCTUREEXPENSES
OPERATINGCASH FLOW
MOVEMENTIN FIXEDCAPITAL
NETPROFIT
NETCASHFLOW
FIXEDCAPITAL
WORKINGCAPITAL
EQUITY
DEBT
SALES
FIXEDCAPITAL
WORKINGCAPITAL
DEBT
The Financial Fence Way of Thinking
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EQUITY
$265,000
COSTOF INTERACTION
-$1,400,000
NETPROFIT
$150,000
WORKINGCAPITAL MVT
-$140,000
CONTRIBUTIONMARGIN
$350,000
INFRASTRUCTUREEXPENSES
$200,000
OPERATINGCASH FLOW
$10,000
FIXEDCAPITAL MVT
-$25,000
NETPROFIT
$150,000
NETCASHFLOW
-$15,000
FIXED
CAPITAL$375,000
WORKING
CAPITAL$230,000
EQUITY
$415,000
DEBT$190,000
BALANCE SHEETAS AT
PROFIT & LOSS ACCOUNTFOR THE PERIOD
CASH FLOW STATEMENTFOR THE PERIOD
THE FINANCIAL FENCE
SALES
$1,750,000FIXED
CAPITAL$350,000
WORKING
CAPITAL$90,000
BALANCE SHEETAS AT
DEBT
$175,000
The Financial Fence - Example Company
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EQUITY
$265,000
COSTOF INTERACTION
-$1,400,000
NETPROFIT
$150,000
WORKINGCAPITAL MVT
-$140,000
CONTRIBUTIONMARGIN
$350,000
INFRASTRUCTUREEXPENSES
$200,000
OPERATINGCASH FLOW
$10,000
FIXEDCAPITAL MVT
-$25,000
NETPROFIT
$150,000
NETCASHFLOW
-$15,000
FIXED
CAPITAL$375,000
WORKING
CAPITAL$230,000
EQUITY
$415,000
DEBT$190,000
BALANCE SHEETAS AT
PROFIT & LOSS ACCOUNT
FOR THE PERIOD
CASH FLOW STATEMENTFOR THE PERIOD
THE FINANCIAL FENCE
SALES
$1,750,000FIXED
CAPITAL$350,000
WORKING
CAPITAL$90,000
BALANCE SHEETAS AT
DEBT
$175,000
The Financial Fence - Example Company
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EQUITY
$265,000
COSTOF INTERACTION
-$1,400,000
NETPROFIT
$150,000
WORKINGCAPITAL MVT
-$140,000
CONTRIBUTIONMARGIN
$350,000
INFRASTRUCTUREEXPENSES
$200,000
OPERATINGCASH FLOW
$10,000
FIXEDCAPITAL MVT
-$25,000
NETPROFIT
$150,000
NETCASHFLOW
-$15,000
FIXED
CAPITAL$375,000
WORKING
CAPITAL$230,000
EQUITY
$415,000
DEBT$190,000
BALANCE SHEETAS AT
PROFIT & LOSS ACCOUNT
FOR THE PERIOD
CASH FLOW STATEMENTFOR THE PERIOD
THE FINANCIAL FENCE
SALES
$1,750,000FIXED
CAPITAL$350,000
WORKING
CAPITAL$90,000
BALANCE SHEETAS AT
DEBT
$175,000
The Financial Fence - Example Company
$90,000 + $350,000 = $440,000$175,000 + $265,000 = $440,000
Milestone check
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EQUITY
$265,000
COSTOF INTERACTION
-$1,400,000
NETPROFIT
$150,000
WORKINGCAPITAL MVT
-$140,000
CONTRIBUTIONMARGIN
$350,000
INFRASTRUCTUREEXPENSES
$200,000
OPERATINGCASH FLOW
$10,000
FIXEDCAPITAL MVT
-$25,000
NETPROFIT
$150,000
NETCASHFLOW
-$15,000
FIXED
CAPITAL$375,000
WORKING
CAPITAL$230,000
EQUITY
$415,000
DEBT
$190,000
BALANCE SHEETAS AT
PROFIT & LOSS ACCOUNT
FOR THE PERIOD
CASH FLOW STATEMENTFOR THE PERIOD
THE FINANCIAL FENCE
SALES
$1,750,000FIXED
CAPITAL$350,000
WORKING
CAPITAL$90,000
BALANCE SHEETAS AT
DEBT
$175,000
The Financial Fence - Example Company
$175,000 - - $15,000 = $190,000
Bottom rail check
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PERFORMANCE MEASUREMENT
Lets look at a couple of ourmeasurements
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RETURN ON SALES
R S l
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EQUITY
COSTOF INTERACTION
NETPROFIT
MOVEMENTIN WORKING
CAPITAL
CONTRIBUTIONMARGIN
INFRASTRUCTUREEXPENSES
OPERATINGCASH FLOW
MOVEMENTIN FIXEDCAPITAL
NETCASHFLOW
FIXEDCAPITAL
WORKINGCAPITAL
EQUITY
DEBT
PROFIT & LOSS ACCOUNT
FOR THE PERIOD
CASH FLOW STATEMENTFOR THE PERIOD
SALES
FIXEDCAPITAL
WORKINGCAPITAL
BALANCE SHEETAS AT
DEBT
Return on Sales
ReturnSales
NETPROFIT
DEFINITIONNET PROFIT divided by SALES
Th Fi i l F
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COSTOF INTERACTION
-$1,400,000
CONTRIBUTIONMARGIN
$350,000
INFRASTRUCTUREEXPENSES
$200,000
NETPROFIT
$150,000
PROFIT & LOSS ACCOUNT
FOR THE PERIOD
THE FINANCIAL FENCE
SALES
$1,750,000
The Financial Fence
$150,000/$1,750,000*100=8.6%
ACTIVITY OF BUSINESSPROFIT TO SALES 8.6%
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RETURN ON CAPITAL
The Financial Fence Primary measure
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EQUITY
COSTOF INTERACTION
NETPROFIT
MOVEMENTIN WORKING
CAPITAL
CONTRIBUTIONMARGIN
INFRASTRUCTUREEXPENSES
OPERATINGCASH FLOW
MOVEMENTIN FIXEDCAPITAL
NETCASHFLOW
FIXEDCAPITAL
WORKINGCAPITAL
EQUITY
DEBT
PROFIT & LOSS ACCOUNT
FOR THE PERIOD
CASH FLOW STATEMENTFOR THE PERIOD
SALES
FIXEDCAPITAL
WORKINGCAPITAL
BALANCE SHEETAS AT
DEBT
The Financial Fence Primary measure
Return Capital
NETPROFIT
DEFINITIONNET PROFIT divided by TOTAL CAPITAL
The Financial Fence
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EQUITY
$265,000
COSTOF INTERACTION
-$1,400,000
NETPROFIT
$150,000
WORKINGCAPITAL MVT
-$140,000
CONTRIBUTIONMARGIN
$350,000
INFRASTRUCTUREEXPENSES
$200,000
OPERATINGCASH FLOW
$10,000
FIXEDCAPITAL MVT
-$25,000
NETPROFIT
$150,000
NETCASHFLOW
-$15,000
FIXED
CAPITAL$375,000
WORKING
CAPITAL$230,000
EQUITY
$415,000
DEBT
$190,000
BALANCE SHEETAS AT
PROFIT & LOSS ACCOUNT
FOR THE PERIOD
CASH FLOW STATEMENTFOR THE PERIOD
THE FINANCIAL FENCE
SALES
$1,750,000FIXED
CAPITAL$350,000
WORKING
CAPITAL$90,000
BALANCE SHEETAS AT
DEBT
$175,000
The Financial Fence
KEY TOP LEVEL MEASURERETURN ON CAPITAL 24.8%
$150,000/($230,000+ $375,000)*100=24.8%
High level review
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EXAMPLECOMPANY
High level review
RETURN ON SALES 8.6%
RETURN ON CAPITAL 24.8%
The Financial Fence Primary measure
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Which measure sounds best?
The Financial Fence Primary measure
8.6%
or24.8%
The Financial Fence Primary measure
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Which measure encourages
the business owner to keepgoing?
Which measure helps thebusiness owner appreciate thereal value of what hes doing?
The Financial Fence Primary measure
The Financial Fence Primary measure
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BUT also a far more powerful measurefor the business
The Financial Fence Primary measure
FIXEDCAPITAL
WORKINGCAPITAL
Return Capital
NETPROFIT
RETURN ONCAPITAL BECAUSEOFTEN ITS BIGGER
Today we can only touch the tip of the iceberg
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Today we can only touch the tip of the iceberg
The depthof ourbusiness
Todayspresentation
What is a Business Sherpa?
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What is a Business Sherpa?
In the dictionary a Sherpa
has been described as:an expert chosen by a chief
executive to assist inpreparations for a summitmeeting.
What is a Business Sherpa?
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What is a Business Sherpa?
A key quality of a Sherpa is aprimary concern with getting the
person they are guiding to the top ofthe mountain
Our Business Sherpas have alreadybeen up the business mountain
Our Business Sherpas have the skillsand experience to guide you to thepinnacle of business success
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The value of walking with a Sherpa
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g p
Many business leaders have
neither the knowledgenor the specific skillsto optimise the performanceof their business
Going alone is alonely way to go
The value of walking with a Sherpa
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g p
Engaging the assistance of
a Business Sherpa willassist you move your
business to its ultimateperformance
Going alone is a
lonely way to go
The value of walking with a Sherpa
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g p
Going alone is a
lonely way to goIt is virtually impossible to
reach the pinnacle ofsuccess if you try and take
the entire journey alone
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Time to go to base camp
How to get started
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The most effective way we have foundis by taking the live information froma business and putting it on the fence
This allows you to see first hand how itgives a completely different perspectiveon your business and its performance
Until you take this step, your journey is educational but
theoretical. Until you see your own information on the fence it is
impossible to have a business experience with the fence.
The Advantages To You
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Understand the financial outcome ofinteracting with your customers
Make sure you get your fair share of thepie by not being squeezed by both
customers and suppliers Reduce your business risk as a result of
improved decision making
Maximize the cash in your pocket
Allows you to spend less time working in your business
ADVANTAGES
Some Typical Real Benefits
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Peace of mind that your business isa great investment
More discretionary time to spendwith your family / friends /personal interests
Having the freedom to make decisions and not feelsqueezed by everyone
Dont feel like youre always the last in line to get paid
Having the freedom to do the enjoyable parts of your
business
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The first step for you is The BusinessFinancial Fluoroscope Report
The Business Financial FluoroscopeReport is an in-depth look at thefinancial dynamics of your business,using The Financial Fence
The Report allows you to see whatsreally going on inside your business
and identifies areas for improvement.
Results from a Fluoroscope
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Executive summary Forecast
Commentary and explanation of allthe indicators used in the analysis
Recommendations Personal consultation to explain theresults
Start with aFLUOROSCOPE
Do you know YOURFUTURE?
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FLUOROSCOPE FUTURE?
Do you have a plan?
The Financial Fence
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Inve
stinYourB
usiness
FutureNO
Wand
GETyour
FLUOROS
COPEd
oneTODAY
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Contact usEmail: [email protected]
www.thefinancialfence.com
www.onesherpa.com