cloud – Page 11 – Cooper Mann Consulting

February 6, 2013January 8, 2018

Knowing Enough to Run a Successful Business

If you own and operate a business, you probably want to make it successful. Granted, success comes in many flavors, and there are also “degrees” of success, where maybe you do okay but not as well as you’d like (or not as well as your local competitor). Running a successful business, and crafting a business with sustainability and long-term value, takes information as well as know-how. Remember that information = power and you want to be as powerful as possible when it comes to running your business.

While today’s information technologies, mobile devices, and “everything as a service” have the capability to deliver way too much information for the average business owner to make sense of, there are a few areas of the business where investing in a little insight and reporting can make a big difference in the level of understanding you have about the business.

Rather than making decisions based on guesses or gut, business owners should use actual historic data relating to these are key areas (and key performance indicators) to help predict sales and order volumes, estimate cash flows, and forecast profitability.

Getting Customers

The “customer lifecycle” does not start when someone buys from you, it starts when they become a potential customer (often referred to as a target). Even before someone buys, your business may expend resources to expose your brand or product to them on websites, in advertisements, and through other marketing channels. These marketing efforts will (hopefully) result in the generation of qualified leads for the business to sell to. Unless the business understands the costs involved and the efficiency of the marketing and lead generation efforts, it cannot understand the actual cost of getting a new customer.

The next step in getting customers is turning a qualified lead into an actual paying customer. The business will want to keep track of conversion of leads into customers, along with sales data including total sales, number of items sold, and how items were priced. Powered by sales performance data, business owners can learn whether or not their lead qualification efforts are working, if their products are competitive, and if the pricing is in alignment with the industry.

Producing Work

When businesses operate, they essentially produce whatever work product their business model is designed to produce – whether it is a professional service, product, logistical support or whatever. Every business produces some type of work product. This is the operational aspect of the business, and business owners should want to know as much as possible about how well operations are running and how effective the operation is. This isn’t just the cost of production, (the yield expected for a given investment in materials or equipment), it is also about the quality of the product (customer satisfaction) and the quality and value of the service behind it (customer retention).

Keeping Money

Money (more specifically, cash and the availability of it) is the metric that most small business owners tend to focus on. It makes sense, too, given that most small businesses survive based on what they have in their bank accounts. Then again, looking at the accounts receivable and payable won’t tell the entire story, either. Business owners need to know how quickly their customers generally pay, and they need to know how much capacity or inventory they have before needing to buy or develop more.

The message underlying this entire discussion is that fact that you can’t analyze what you can’t quantify (no information = no power), so it is essential that systems be in place to capture information from the business and its activities. Further, recognize that it takes some skill and experience – perhaps from your trusted accounting professional – to put the information together so that it makes sense and is useful.

Make Sense?

J
Measure, Manage and Succeed. It’s all about knowing how to speak the language of finance

January 29, 2013October 28, 2015

An Educated Guess is Not a Crystal Ball – Forecasting the Future

If every business could peer into the future to see how they will perform, there wouldn’t be a need for historical data and performance benchmarking. Unfortunately, nobody has a crystal ball, so it becomes necessary for business owners to plan for the future. By making educated guesses with valuable information gleaned from the past, companies can establish the path they will take to growth and profitability.

Accounting professionals are great at producing accurate historical financial performance information. The value in this historical data is only partially found in the periodic reports and financial statements generated. The primary value, the insight delivered from this historical data, is the information it reveals about the business operation over time. It is from this historical data that certain trends are identified, providing a basis for making the educated guesses necessary to learn how the business will look in the future.

Forecasting is very important for businesses, as it provides the framework for laying out your expectations for the business. In essence, it is a way to (hopefully) predict what your business finances will look like in the future based on forecasted growth. And, armed with the forecast, you can now more confidently build a reasonable plan to reach your stated business goals. While there are myriad approaches to creating a business forecast, it makes sense to simplify the process and focus on the area you likely spend most of your time attending to: sales. Use your sales goals and projections as the basis for establishing a forecast, setting realistic goals for the current year and for a few years after that. Once you’ve forecast the new sales goals, you can more easily appreciate what it will take in personnel and other costs to support that growth.

Recognizing that the forecast is simply an educated guess, it is important to regularly compare actual performance to the forecast to see if the business is on the right path to reach the established goal. If sales are not growing as projected, then the business may need to make adjustments in terms of personnel hiring and other plans to ensure that costs don’t outpace sales. Without a path to follow, business owners will not necessarily know if the operation is “on track”, as there is no track to be on – there is nothing to measure success against. Certainly, profitability is the goal, but it is a matter of degrees of success, and the business will not know whether it is being as successful and profitable as it might be.

Accounting professionals should help their clients create realistic forecasts, along with organizing the information and formulating a plan for the business owner to follow. On an ongoing basis, the accounting professional’s involvement delivers continued value by helping the business owner recognize and respond to changes in the business, adjusting plans as necessary to keep the business on the right path. And, no crystal ball is required.

Make Sense?

Licensing and Virtualization: Changes to SPLA May Impact Provider Cost Models

In many application hosting environments, machine and operating system virtualization provide the only realistic means for delivering services for applications which were never designed for high-volume multitenant implementation. In these environments, providers rely upon technologies from Microsoft, VMWare, Citrix and Parallels to provide containment of application environments, creating frameworks where single-tenant applications and hosted infrastructure may be affordably offered to subscribing business customers. Because many of the applications being hosted today do not conform to the various standards which exist for high-volume and multitenant delivery, providers have taken what we’ll call “creative” approaches to virtualized application and environment implementations. Under certain licensing models, these approaches may be sustainable for a period of time. However, recent adjustments to core licensing components and pricing from key providers, Microsoft in particular, may significantly impact the cost of service delivery for providers with less than optimized infrastructure.

One of the notable changes in the Microsoft SPLA (Service Provider License Agreement) is the treatment of Windows and RDS users in the “desktop as a service” model. In previous editions of the SPLA, as was offered with 2008/R2 licensing and prior, providers could select from two different models when implementing service: the SAL-only (server access license) model, which applies on a per concurrent user basis to the infrastructure, or the PL (processor license) model, which applied to the processors installed in systems with Windows operating system and SQL server instances.

For high-density and multitenant environments, the per-processor approach is far more cost efficient to implement, as it allows the provider to create a scale economy with the infrastructure, leveraging hardware and resources across many subscribing tenants. Reducing the cost model to a base infrastructure rate also introduced predictability and stability in recurring costs for the provider, even as subscriber numbers and subscription revenues increase.

The problem reveals itself with the providers deploying “not optimal” infrastructure, whether by design or due to legacy application requirements. These providers rely upon the per-user pricing models to support access and usage to the infrastructure, largely due to the fact that the infrastructure has grown “out” and not “up”. Deploying more servers and more VM instances allowed these providers to present legacy applications as part of a managed application service model. While the management of the infrastructure is greatly complicated with this approach, it is often the only means to addressing the needs of popular “noncompliant” applications (such as Intuit QuickBooks and Sage 50). With the SPLA changes introduced for Windows 2012, these service providers may be in a bit of a tough spot. You see, the per-user option for licensing Windows server access is gone, and only the per-processor licensing model remains.

Microsoft is wisely addressing the needs of the market which is demanding more capability and affordability in terms of cloud-based access to applications. These pricing adjustments are necessary to support the needs of service providers who are increasingly stretching their infrastructure investments to deliver higher user density at a lower per-user cost. Further, application developers seeking new markets and delivery models are taking advantage of these virtualization approaches, creating hybrid and hosted solution models around their legacy application products. The licensing approaches which support these higher density application deliveries introduce options for developers to optimize their applications for the hosted model rather than dealing with immediate comprehensive re-development (which isn’t an option for many ISVs – independent software vendors).

The IT world is forging ahead with cloud computing, high-capacity infrastructure, and heavily virtualized environments supporting larger numbers of users. Software developers must take heed, and embrace these deployment models (or at least adjust to the point of supporting them) in order to have a chance at keeping pace in the anytime, anywhere world of today’s business technology. This means working collaboratively with hosting service and infrastructure providers, crafting services which have the required scalability and incorporating a deployment model agile enough to take advantage of infrastructure licensing benefits as they are introduced.

What was a serviceable pricing structure yesterday may be an anchor holding your profitability down tomorrow. Service providers – make sure you’re keeping a close eye on licensing requirements and delivery cost models, and consider that building up your infrastructure capability is often more cost efficient than building out.

Make sense?

BuildingUP.biz | CooperMann.com

Licensing for Hosted Application Services: Why it costs what it costs

read more about the confusion over hosted licensing on The Progressive Accountant http://www.theprogressiveaccountant.com/tech-tips/confusion-over-hosted-licensing.html

January 10, 2013

Using Structured Workflow to Manage Offline Clients | Intuit Accountants News Central

The demand today requires that accounting professionals be more attentive and, yes, aggressive, in terms of “attacking” a regular flow of processing client information rather than batching it at period end. This drives a great need to structure and organize the work, and workflow, so that the repetitive and regularly performed processes may be streamlined and made easier to manage on an ongoing regular basis. It is no longer good enough to wait for clients to deliver the information and request the resultant reports. We must proactively request and gather the required information for processing, especially with offline clients, in order to get the work done more frequently.

Read the entire article at Intuit Accountants News Central

Read more about Online Accountants and Their Clients: Working Smarter, or just Closer?
Read more about Data Warriors: Accountants in the Cloud
Read more about using the cloud to extend “connectedness” beyond traditional boundaries

December 20, 2012June 27, 2013

Business Owners to Accountants – Tell Me in Real Time

Business accounting is defined as the system of recording and summarizing business and financial transactions and analyzing, verifying, and reporting the results. It sounds pretty dull, and to most small business owners it is the last thing they want to think about. “Accounting” is what happens at the end of the month, quarter or year – or when any type of taxes are due. What matters to the small business owner is their cash flow and cash availability to meet immediate operational demands, and how they will get past today’s problems to reach their future goal of comfortable retirement, leaving a legacy for the kids, or selling the business at a high value. It may even be that, during periodic visits to deliver the monthly paperwork to the accountant, business owners express interest in discussing their ability to meet future business goals, yet these conversations often take a back-burner to simply getting the work processed and reports and returns completed.

Accounting has traditionally been approached as an after-the-fact activity, recording transactions for things that were already done in the business. While this may be a handy approach to getting an annual tax return completed, it really does nothing for the small business owner in terms of providing them with information to run the business. Further, it does nothing toward helping the business owner get to where they want to go with the business, reaching whatever goals they had in mind when they first got started.

Cloud solutions and Internet-based applications have emerged which provide a high level of capability and information to small business owners, much like the E*Trade tools which enabled any user to “take control of their financial futures by providing the products, tools and services they need to meet their near- and long-term investing goals”. Where E*Trade delivered simplicity, insight, and guidance for investors in real-time, so do many of the new business analysis and financial dashboard solutions, but in a business financial context.

Individuals who are focused on meeting their financial or investment goals are very interested in monitoring their progress toward reaching those goals, and guidance often suggests that making adjustments in strategy or approach at certain points along the way may be required. Similarly, business owners have a great interest in monitoring the progress and status of their businesses, and many are taking steps to gain that insight and obtain guidance through the use of online banking solutions and other real-time reporting tools.

By simply connecting financial systems to some of these online reporting tools, business owners are able to gain a significant level of insight into their business operations, including bank balances, cash coming in and going out, and other information which supports making daily business decisions. Unlike a static financial statement or annual report, these dynamic tools can provide business owners with real-time information about their businesses, which is what the business owner is looking for. But guess what? It’s not happening like it ought to.

Business owners are becoming increasingly impatient with their accounting professionals, and are demanding higher levels of service at more competitive rates than ever. Further, many business clients of accounting professionals are gaining a belief that the value their accountant delivers is diminishing as do-it-yourself tools are gaining in popularity due to ease of use and well-stated value propositions. If accounting professionals would only take a proactive, rather than a reactive, approach to working with their clients, this question of value would be much less of a question.

The biggest problem facing these accounting professionals is that they rely upon the client to deliver the work. Waiting around for clients to bring in information for processing, or traveling around to client offices to pick up materials when they say it’s ready, is creating a divide between the client and the accountant which is difficult to overcome. This divide – the lag in time between when business things happen and when they are accounted for – eliminates any possibility for the business owner to operate with all the information they need.

Accounting professionals must become proactive in their relationships with business clients, establishing the initial groundwork for how each will perform in order to achieve the desired result – real-time information for real time decision support. The accountant has a responsibility to not only ensure that the information is processed appropriately and accurately, but also to ensure that it is obtained and processed in a regular, timely manner. Increasing the frequency of capturing and processing data is necessary in order to provide information when it is most useful. This means that accountants must not only organize their workflows to adjust to the new frequency and timeframe for processing, but that they must also be far more proactive in obtaining the source information from clients on a regular and recurring basis.

It has always been a problem to get information from client businesses so that it can be processed and reported on. Now, with the demand for more timely data and “instant insight”, business owners are expecting faster returns on the processing of accounting information even as they continue to be the bottleneck in providing the source data. Accounting professionals and the tools they use will have to adjust to this reality, creating a stronger focus on the organization of work and turning notification and exception handling processes around so that they drive the workflow rather than simply result from it.

Make Sense?

December 12, 2012

The True Cost of the Cloud

Excerpt from article on Intuit Accountants News Central: The True Cost of the Cloud

“Accounting professionals are strongly encouraged to adopt cloud computing models in their practices, and there can be little argument that mobility and access are driving the need. In concert with the messages supporting mobile access to business information – and the value of anytime, anywhere access – cloud service providers are strongly suggesting that the overall cost of purchasing and maintaining information technology (IT) in the business is much lower when a cloud computing approach is used.

Arguments over the total cost of IT and related services become somewhat subjective. Many business owners and managers fail to consider the value of their own time spent dealing with business technology issues, much less the time spent by in-house employees and remote workers. To further complicate the issue, dramatic changes in process support and delivery, connected service and cloud computing approaches are impacting business productivity and profitability in new and dramatic ways. As a result, every business should consider the costs and the benefits of this new connected and collaborative working model.

At the core, cloud computing is really just an outsourced IT service that addresses the various levels of application and computing infrastructure. From IaaS (infrastructure as a service) to SaaS (software as a service) and all things in between, a viable cloud computing approach for a business may encompass little more than co-location of physical server and network resources with a third-infrastructure provider to something much larger scale, such as offloading virtually every aspect of application management and delivery to a SaaS solution.

Because there is no single, correct definition of what makes up a “cloud” service model, attempting to compare costs directly to a more traditional IT approach is quite complicated.”