The role of controlling in business management performance cycle of Business Unit T&A within WKB

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1 The role of controlling in business management performance cycle of Business Unit T&A within WKB Kristian Vanderwaeren BU M&S director March 20, 2014

2 Agenda Presentation of Wolters Kluwer Presentation of Wolters Kluwer Belgium BU & Finance Management performance at Wolter Kluwer Belgium The importance of Finance for the Business Unit in this Conclusions 2

3 Wolters Kluwer Worldwide WK: information & software company 3.4 billion revenues employees AEX Euronext 100 Wolters Kluwer Tax & Accounting Belgium 3

4 Kluwer Belgium NV When you have to be right! By providing you information, tools and solutions which enables you to take better decisions and highly increase your productivity. BU Legal & Public BU Tax & Accounting BU Companies Kluwer Formations Kluwer Advertising Kluwer Publishing Kluwer Software Publishing: clients, experts, more than titels a year Software: companies, 58 % of all annual accounts deposits, nearly all accountants use our software, + presence in banking Opleidingen: participants, 800 lecturers 4

5 Our customers Legal professionals Lawyers Notaries Financial professionals Tax advisors Accountants Financial institutions Insurance companies Public authorities National and local administrations Healthcare Education Nonprofit Unions Companies General management Finance HR S&E Sales and marketing Company lawyers 5

6 Solutions based on needs and value chain of our clients! Customer needs and value chain Solutions Inspiration Deepen knowledge Stay updated Events, community interaction Books, seminars, training Magazines, newsletters, Have daily info at hand Run my job / my business Online databases, information services Software, workflow, marketing Get and stay qualified Training, certification, 6

7 Example : the accountant; we cover the endtoend needs of the accountant, his client and his partners: winwin Collaboration Tools Cloud/web solutions Collaboration portals Graphical reporting Accounting Tax Kluwer Account (Expert M Plus, topaccount, Vero ), EVA ACCON Plus Fiscalc, Superfisc Audit Audit Automation SME Clients ERP CRM HRM Tax Advisors Accounting Tax Payroll Audit Practice Mgmt. Research Partners Authorities Experts Suppliers Practice Mgmt. Research ERP CRM HRM Kluwer Office, Winpris Invoice scanning monkey.be Kluwer Admin (Briljant, Enterprise, VEROadmin) Sector offerings Kluwer Office Collab. Tools Kluwer EasyWeb Kluwer office 7

8 Agenda Presentation of Wolters Kluwer Presentation of Wolters Kluwer Belgium BU & LSS Finance Management performance at Wolter Kluwer Belgium The importance of Finance for the Business Unit in this Conclusions 8

9 Wolters Kluwer: positioning of divisions & units Next slide Per country: Local Shared Services Next slide 9

10 Wolters Kluwer Local Shared Services Finance & Accounting Services 2013 Henri Van Engelen RMD Tax & Accounting Europe Hans Suijkerbuijk CEO Wolters Kluwer Belgium Iris Struelens Management Assistant Willy Horseele Chief Financial officer Katleen Bogaerts HRBP Bianca Mattheus T&A Controller Tineke Heylen Controller Mireille Punt Finance Manager Martine Mathys Reporting Manager Guy Muylaert Accounting & Reporting Mgr Tine Monbaliu Royalties Administr. Manager An Verschooten Lieve De Taeye Leentje Wouters Legal Advice & Support Alain Mousset Internal Auditor Denise Heylen Order Intake & Fulfillment Mgr Michel Van Emmerick Accounting Manager/Purchasing Claudine Dedonder Subscription Mgt & Account Adm. Manager Magda Carpentier Johan Diedens Administrateurs Claudio Graziano Account Receivables Mgr 10

11 Wolters Kluwer Tax & Accounting BU Tax & Accounting 2013 Hans Suijkerbuijk CEO Wolters Kluwer Belgium Henri Van Engelen RMD Tax & Accounting Europe Lars Van Sweevelt Etnia Program Manager Mark Caelen Software Solutions Manager Anne Tosseyn Heidi Thijs Management Assistant Paul Simons (ex.) Software Development Manager Christine Moons BU Dir Tax & Accounting Miguel Lahousse Services Manager Rik Dreesen Back Office Manager Veronique Alias Publishing Manager Hilde Troosters Publisher Tax & Accounting Folio Nicole Vandevijvere Publisher Tax & Accounting Online Vannessa Giannoccari Publisher Insurance & Banking Anne Tosseyn Heidi Thijs Management Assistant Kristian Vanderwaeren BU Director Sales & Marketing Michiel Van den Keybus Sales Manager Publishing Koen Everaet Sales Manager Software Veronique Alias Marketing Manager 11

12 What is should not be. It are "The Others"! 12

13 What it should be It s all about the team and finance plays in the BU team and therefore should be a team player but why? 13

14 Agenda Presentation of Wolters Kluwer Presentation of Wolters Kluwer Belgium & LSS Finance Business management cycle at Wolter Kluwer Belgium The importance of Finance for the Business Unit Conclusions 14

15 The Performance Management Model Vision What we want to be Strategy Our game plan Strategic Focus Area Measures (KPI s) Targets M T M T M T M T What we need to do Responsibilities R R R R Strategic initiatives Quaterly & Monthly business reviews Operational plans, budgets and resources allocation Team and individual performance measures and targets 15

16 The Management Control Process Strategy Review Programming Evaluation & rewarding managers Budget Preparation & approval Reporting Execution & Measurement 16

17 Strategy & management cycle 3 years time horizon BDP Current state Financial implications Our markets Our performance Challenges & opportunities Vision & Strategy Topline Costs Investments Bottom line Bu dget Forecasting reporting Results Topline Costs Investments Bott om line Reviews (BRM, LE) Actions Vision = what we want to become Strategy = how to get there 1st year = Budget 17

18 The timeline Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec the BDP BDP Process BDP Process the Budget Budget Process Budget Process the LE's LE0 LE1 LE2 LE3 the BRM's brm01 brm02 brm03 brm04 brm05 brm06 brm07 brm08 brm09 brm10 brm11 brm12 Yearly > BDP: provides clarity on a 3years strategic direction BDP = 3 years plan based on LE1 assumptions Yearly > Budget: set clear objectives for the next Budget = 1 year plan based on LE3 assumptions Quarterly > Latest Estimate to headquarters Monthly > business reviews in the country Monthly > MidMonth forecast to headquarters year 18

19 Some advantages of model 19

20 Business Development Plan: provides clarity on the mid term (3 years) strategic direction and a financial basis for next year s budget 3 years time horizon Current state Financial implications Our markets Our performance Challenges & opportunities Vision & Strategy Topline Costs Investments Bottom line 20

21 Mental framework of BDP: which are the business objectives and how to achieve them? Products Segment dynamics Costs Segments COS NonCOS growth Which productmarket combinations generate maximum revenue and growth? profit Which cost structure generates maximum profitability? 21

22 Mental frameworkfor the BDP Which are the business objectives and how to achieve them? Sources of growth: Reach (more customers/users) Value (more revenu per customer) Segment attractiveness Size & Growth (# / ) (un)fulfilled needs Competitive dynamics Competitive advantages Products Segment dynamics Costs Segments Actions for growth: Product development (NPD, improvements) GTM (channels, sales, marketing) Loyalty, churn prevention, Pricing and business models (for reach / value) COS NonCOS growth Actions for profitability: Headcount and peco management COS management Operational excellence / productivity programs profit 22

23 Components of the BDP The current state of the business Market view Current state Our markets Our performance Challenges & opportunities Vision & Strategy Financial implications Topline Costs Investments Bottom line Where are we winning, where are we losing and why? What is the growth of the different (micro)segments in your market? Which exhibit attractive dynamics? Which ones are under pressure? What are the most important customer trends and how do these trends impact us? Which are the competitive dynamics? What is our market position visàvis competitors within these segments? How is that changing? How are cyclical businesses impacted by economic situation? How are technology developments affecting our market? What new players are participating in our space? 23

24 Components of the BDP The current state of the business Our performance Current state Financial implications Our markets Our performance Challenges & opportunities Vision & Strategy Topline Costs Investments Bottom line What has been the current performance of your of revenue and profit margin? business both in terms How have you executed against your top 3 to 5 prioryear priorities? What has changed? What are the key market dynamics affecting your business? How are these dynamics changing with respect to the previous BDP? How has the economic context affected your different businesses? What businesses seem to be more insulated and which ones more affected by the downturn in the economy? What would be required to win against our most important competitors? 24

25 Components of the BDP Challenges and opportunities Current state Financial implications Our markets Our performance Challenges & opportunities Vision & Strategy Topline Costs Investments Bottom line What are the key risks to our current and future business? What are the challenges that keep you/or will keep you awake at night? What market segments appear to offer more attractive opportunities? With which type of offering? Where are there opportunities to enhance your cost structure? 25

26 Components of the BDP Vision and strategy Current state Financial implications Our markets Our performance Challenges & opportunities Vision & Strategy Topline Costs Investments Bottom line What will your business look like in three years and beyond? What is the path that you are charting for your business? What are your top 3 to 5 priorities for your business? What granular segments should we enter and which ones should we consider to exit? How will you leverage our global presence? How are your products going to change to increase the value you deliver at the point of use? What organizational adjustments need to be made? What are the key changes you will make stemming from the new strategy and organization? What are some of the portfolio adjustments you will make to support your vision? (Investment in growth segments, Harvesting of parts of the portfolio, Acquisitions, Divestments) 26

27 Components of the BDP Financial implications Current state Our markets Our performance Challenges & opportunities Vision & Strategy Financial implications Topline Costs Investments Bottom line What will be the evolution of the What will be the evolution of the Which are the changes compared revenues? ebita? to previous BDP? Why do they occur Which are the key assumptions behind the BDP related to churn, sales intake, price increases and peco costs? What will be the evolution in the portfolio / media mix? Which are the main investments? What is the impact of cost saving programs? How do FTE s, and peco evolve? Which are the skills we need to develop and which HR initiatives will take care of that?? 27

28 How is this presented in the boardroom? Examples from BDP presentation 28

29 The Budget proces at Wolters Kluwer From BDP to Budget BDP provides clarity on a 3years strategic direction BDP is the financial basis of the budget Updated LE3 assumptions are the base for the budget LE1 assumptions 6 months later LE3 assumptions BDP : 3 years plan Budget : 1 year plan BDP = Mid Long Term approach Mission & Vision Budget = Short Term approach Objectives KPI s Targets 29

30 The Budget proces at Wolters Kluwer Business Unit Budget Plan Proces BU Strategy GTM Plan TOP 100 customers NPD Plan Budget Targets Top Line Production Plan Resources FTE s Costs Cost of Sales Project Budget Bottom Line 30

31 The Budget proces at Wolters Kluwer The Budget proces at Wolters Kluwer WK Corporate L & R Global Operating Divisions T & A WK Belgium Businesss Units 31

32 Budget Components P & L components P&L Business unit Mio Year Revenue 40,3 Royalties External costs Timewriting M&S 1,4 1. Marketing and promotion costs 2. Sales costs / commissions 1,3 0,1 Primary 26,6 4. Professional third party services 5. Office expenses 6. Computer services 7. Services provided 8. Personnel costs 9. Indirect external personnel cost 10. Depreciation fixed assets 12. Miscellaneous expenditures 1,2 3,9 11,4 Cost Of Sales 16,5 Margin 23,9 Margin % 59,2% 1,1 2,9 0,9 0,2 19,1 1,7 0,8 0,2 13. Capitalized costs 0,2 14. Internal Direct Labor costs 11,0 EBITA 7,1 EBITA % 17,6% TOPLine BOTTOMLine Revenue Budget on product level Cost Budget Cost Center FTE s Cost of sales 32

33 Budget Components Example : Revenue Drivers for Publishing Wolters Kluwer Belgium: Revenue Key Figure Drivers Revenue Revenue Type Invoice Type Product Type Subscriptions Price Pages Publication schedule Timebased Subscription Product # Subscriptions Subscription Price Module # Licences Licence Price REVENUE Subscription Delivery Based Subscription Product # Subscriptions Page Price Pages to be invoiced Unit Price Module # Licences Licence Price publication date Nonsubscription Advertising Product Issue Product Issue # loose order items Page Price Pages to be invoiced Unit Price Portfolio drivers: churn sales intake migrations pruning start portfolio price TMC renewals 33

34 Budget Components Level of detail used: Publishing B DP Budget: Data used PC Legal BDP MF MF LE2010 price Volu other price Volu other BRM03 CV+ CrossS CV Churn% M+/ BDP11 CV+ CrossS CV Churn% M+/ RR GTM RR GTM egm egm BDP12 JuranNew Online Online ,50% ,30% JuranNew OldFormats Online #DIV/0! #DIV/0! JuranNew OldFormats CDRom #DIV/0! #DIV/0! JuranNew OldFormats Info Pack ,00% ,00% 137 JuranNew OldFormats Loose Leafs #DIV/0! #DIV/0! JuranNew OldFormats ,68% ,11% 137 JuranNew Classics journnewsl #DIV/0! #DIV/0! JuranNew Classics Books #DIV/0! #DIV/0! JuranNew Classics #DIV/0! #DIV/0! ,64% ,08% PC Legal BDP MF MF LE2010 price Volu other price Volu other BRM03 CV+ CrossS CV Churn% M+/ BDP11 CV+ CrossS CV Churn% M+/ RR GTM RR GTM egm egm BDP12 JuranOld Maintain Online Online #DIV/0! #DIV/0! JuranOld Maintain OldFormats Online #DIV/0! #DIV/0! JuranOld Maintain OldFormats CDRom #DIV/0! #DIV/0! JuranOld Maintain OldFormats Info Pack ,42% ,87% JuranOld Maintain OldFormats Loose Leafs ,60% ,60% JuranOld Maintain OldFormats ,75% ,83% JuranOld Maintain Classics journnewsl ,73% ,73% JuranOld Maintain Classics Books ,99% ,99% 966 JuranOld Maintain Classics ,61% ,57% ,17% ,19% ,5% PC Legal BDP MF MF LE2010 price Volu other price Volu other BRM03 CV+ CrossS CV Churn% M+/ BDP11 CV+ CrossS CV Churn% M+/ RR GTM RR GTM egm egm BDP12 JuranOld Migratie Online Online #DIV/0! #DIV/0! JuranOld Migratie OldFormats Online ,77% 0,00% JuranOld Migratie OldFormats CDRom 319 0,00% 319 0,00% JuranOld Migratie OldFormats Info Pack #DIV/0! #DIV/0! JuranOld Migratie OldFormats Loose Leafs ,00% ,50% JuranOld Migratie OldFormats ,23% ,50% JuranOld Migratie Classics journnewsl #DIV/0! #DIV/0! JuranOld Migratie Classics Books ,39% ,39% 54 JuranOld Migratie Classics ,39% ,39% ,24% ,49% BDP is made on media format level: Based on LE1 and business drivers Sales intake Churn Migrations Price Volume NPD Per publishing unit / per cluster / per type (OL classics old formats) 34

35 Budget Components Level of detail used: Publishing Budget: Data used Budget 2010 Type of Revenue Publishing Revenue Budget: Revenue calculation by Publishing Center Product Business Unit Month per Type of revenue Based on following drivers subscription starting position sales intake churn migration plans BU average price & price increase production planning / volume of pages Fully BottomUp Budget The quality of the budget will drive the quality of the forecasting 35

36 Budget Components Budget Product templates Budget: Data used BP/SWBLL Productgegevens Volgnummer Editie/pg Verkoopprijs abo Prijsverhoging Abogegevens WKB Verkoopprijs ex TMC CV lor Beginstand 2009 Abo+ Abo+ migratie Abo Abo migratie Abo Transfer Evo Eindstand 2009 Losse verkoop (aantallen) Omzetberekening WKB Gemiddelde korting Aboomzet Losse omzet TMC omzet Advertentieomzet Totale omzet excl adv Totale omzet incl adv Totalen CV ex TMC Beginstand 2009 CV+ CV migratie+ CV Churn CV migratie CV Transfer Evo Eindstand 2009 Evo Editie Totaal pg SI/S D IR/ID D O TI (=av) Tota al # # SI9108 # # IR9001/SI9109 # # SI9110 # # SI Productinfo 0,74 0,74 0,74 0,74 0,74 0,74 0,74 0,74 0,74 0,78 755,66 0,78 755,66 0,78 755,66 755,66 755,66 755,66 755,66 755,66 755,66 782,11 782,11 782,11 3,50 CV Actual CV Actual (ter (ter vgl of vgl vr of m vr modular) subs evolution ex 12,38 12,38 12,38 12,38 12,38 12,38 12,38 12,38 12,38 12,38 12,38 12,38 TMC % % % % % % % % % % % % Revenue Calculation CV Portfolio Evolution Initial s md l 8,35% 36

37 Budget Components Result = Revenue KPI Budget Reports REVENUE One Off ESV Serv orders Tenders new Tenders 07 Jurisoft DB TB Advertising Import Copyrights Totaal Budget: Data used B Sales Intake: direct indirect per type of intake Sales Intake Year DIRECT Year DIRECT Year One Off One Off One Off ESV ESV ESV Tenders Jurisoft CV+ CV M+ Advertising Import Tenders Tenders Jurisoft Jurisoft CV CV CV M CV M Advertising Advertising Import Import TMC Renewal TMC Renewal TMC Renewal Totaal Totaal Totaal Portfolio Evolution Start Year CV Status CV Evolution CV+ CV CV M+ CV M B ,1% 37

38 Components Portfolio drivers Budget: Data used CHURN 11,5% 12,0% 12,5% 13,0% 13,5% 14,0% 14,5% 14,0% y ear 13,5% 12,6% 2009 LE32010 Budget 2011 Runrate LE3 vs 2009 B2011 vs LE2010 Q1 Q2 Q3 Q4 year 2% 16% 45% 32% 11% 31% 46% 44% 22% 33% Portfolio Intake Intake Runrates 60% 40% 31% 20% 46% 45% 44% 32% 22% 11% 33% 0% 2%Q1 20% 16% Q 2 Q3 Q4 year 38

39 Components Cost Budget drivers P&L Business unit Mio Year Revenue 40,3 Royalties 1,2 External costs 3,9 Timewriting 11,4 Cost Of Sales 16,5 Margin 23,9 Margin % 59,2% M&S 1,4 1. Marketing and promotion costs 1,3 2. Sales costs / commissions 0,1 Primary 26,6 4. Professional third party services 1,1 5. Office expenses 6. Computer services 7. Services provided 8. Personnel costs 9. Indirect external personnel cost 10. Depreciation fixed assets 2,9 0,9 0,2 19,1 1,7 0,8 12. Miscellaneous expenditures 0,2 13. Capitalized costs 0,2 14. Internal Direct Labor costs 11,0 EBITA 7,1 EBITA % 17,6% 3,6% 11,8% 34,2% 4,3% 3,3% 8,7% 2,6% 0,7% 57,6% 5,2% 2,6% 0,6% 0,7% 33,1% N 1 cost driver = FTE s N 2 cost driver = COS Ext + Roy N 3 cost driver = Office expenses N 4 cost driver = Promo costs Total Cost 33,2 39

40 After the Budget A Typical Planning & Control process : 40

41 After the Budget WK Belgium Forecasting Process The Forecasting Process Monthly Business Review Meetings per Business Unit (BRM) Monthly MDM presentations per Divisions to Division management Quarterly Latest Estimates to Headquarters BRM 3 week of month Participants: BU MT controlling included CEO Division, CEO Country, CFO, Manager Budget & Control Objectives: review last month performance vs forecast: explained by drivers discuss & challenge update assumptions: sales pipeline, marketing planning migration plans, volume & planning, NPD status stimulate initiatives 41

42 After the Budget WKB Revenue Forecasting Process Process Budget BRM 01 LE 0 BRM 02 BRM 03 LE I BRM 04 BRM 05 BRM = Business Review Meeting BRM 04: = based on actuals month 03 > forecast month 04 > 12 BRM 06 LE II... 42

43 After the Budget Monthly forecasts in BRM Updated forecast vs previous forecast Forecasting: Data used Klop Budget Q Q Q Q4 Year Open IC Elearn WKB Totaal BRM Q Q Q Q4 Year Open IC Elearn WKB Totaal delta BRM Q Q Q Q4 Year Q1 Q2 Q3 Q4 Year Q1 Q2 Q3 Q4 Year Year Open % 4% 1% 13% 0% 20 IC % 1% 1% 42% 16% 540 Elearn % 40% 20 WKB % 16% 108% 87% 19% 40 Totaal % 2% 2% 19% 5% 500 vs BRM Q Q Q Q4 Year Open IC Elearn WKB Totaal Example: Challenged by forecasting model > Training OPEN Month: Totaal 6+ m Totaal 12 m COMMITTED REVENUE % TO BE REALIS ED NOW Best case Worst case FORECASTED GAP Best case Worst case FORECASTED REV Best case Worst case Budget BRM 6 100% 56% 37% 36% 106% 71% 37% 40% % 17% 29% 21% Not yet committed % 0% 0% 0% 0% 0% 38% 61% 63% 68% 74%

44 Cfr Churn forecast Forecasting: Data used Churn forecast based on FLM last year and received churn this year CHURN Q Q Q Q4 Budg BRM et BRM Delt a Yea r Q Q2 Q3 Q Yea r Q delt Q a Q Q Yea r 751 Actuals DD Status rapport 10/05/2010 Status data 9/05/2010 Status data 10/04/2009 Portfolio Churn Sum: PC HR PC S&E PC Fox PC FXI Comp Sum: Portfolio Churn Sum: PC HR PC S&E PC Fox PC FXI Comp total delta tov 2009 Status data /04/2009 Freezed Freezed Freezed Freezed Sum: %0910 PC HR ,1% PC S&E PC Fox PC FXI Comp total % ,5% 78,8% 82,7% 75,1% 88,9% 95,3% 30,0% 83,4% 120,6% 128,8% 76,0% 64,0% 82,7% This year committed churn vs same period last year = FLM 79,7% 76,2% 80,3% 44

45 Centralised Business Reporting & Forecasting Monthly BU & WKB dashboards Revenue Sales Intake Portfolio FTE s Costs Sales Intake Reports Information Flow BRM Monthly meetings Review + Forecasting of all BU KPI s (revenue, sales intake, churn, FTE s, cocts,...) Weekly portfolio reports & graphs Churn Sales Intake Migrations Evolution Monthly followup DB products Sales Intake Forecasts LE Revenue forecasting Sheets Forecasts Improvement 45

46 Continuous feedback to Business Monthly feedback at WKB MT on consolidated BRM figures and WKB outlook and issues on results vs forecast (revenue + drivers) Process Business reviews Actuals 46

47 Agenda Presentation of Wolters Kluwer Presentation of Wolters Kluwer Belgium Finance Management performance at Wolter Kluwer Belgium Finance being crucial for the Business Unit Conclusions 47

48 Finance being crucial Data > Information > decision: top controlling Data > information Analysis > data > information Results > management decisions 48

49 Finance being crucial It s all about the team and the matrix Controlling WITHIN the business unit Reporting to CFO Result: coinfo decision & info model: Sales rebates approval Business cases M&A Forecasting angel 49

50 Conclusion: only an integration of Finance in BU management makes us successfull 50

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