Increase Margins and Revenues

"We see our customers as guests at a party, where we are the hosts. It's our job every day to make every important aspect of the customer experience a little better." - Jeff Bezos

Revenue Matrix Management aims to identify opportunities to improve commercial strategies, customer experience, process productivity and agility, and team efficiency in order to better serve customers, increasing sales volumes and the profitability of the product and service portfolio.

Matrix management proposes that there are two people responsible for each account: the revenue package manager and the market sector manager.

This happens through 3 steps:

1 - Assembling the Revenue Matrix:

Revenues are structured in a matrix way, through the markets of operation and revenue packages.

2 - Parameterisation of Revenues:

To allow comparison and analysis between product and market revenue performance, the indicators that will be broken down to the last level of the organisation must be defined.

3 - Elaboration of Actions and Follow-up:

For each identified opportunity, Action Plans are drawn up to achieve the goals. Furthermore, monitoring rituals are structured to guarantee results.

All this to improve the Contribution Margin of Organisations.

"Cost is like a nail, you always have to cut it" - Carlos Alberto Sicupira

Matrix Expense Management (GMD) is a management methodology used for the analysis and optimization of operational expenses, also called SG&A.

In a traditional budget management model, it is up to the area manager to manage the expenditure under his/her responsibility.In a traditional budget management model, the manager of the area is responsible for managing the expenses under his responsibility. The GMD proposes budget management as follows:

Cross control of expenses, where two managers manage the same account from different perspectives: the package manager, who manages an account across the organisation (throughout its structure), and the area manager himself, thus promoting a gain of scale;

The expenses are parameterized by their "generator fact" of expenditure, establishing the performance indicators in order to identify opportunities for improvement and best practices, assisting in the process of negotiating the company's goals;

For each negotiated target, action plans are drawn up. In addition, governance rituals are structured to control and capture results.

The ultimate goal of GMD is to help the company improve its operating results, promoting competitiveness and sustainable growth.

"Control your costs better than your competitors. That's where you can always find the competitive advantage" - Sam Walton

The application of the Zero-Based Budgeting methodology helps companies to answer 4 fundamental questions:

• Are there wastes of resources that can be eliminated without compromising revenue growth in order to ensure its survival?
• Is the current structure adequate to support the growth strategy efficiently in the face of current challenges?
• Are there productivity gaps, even considering the growth of the company?
• Where should we allocate resources to maximise return?

The answer to each of the points will be built by implementing a proactive culture of constant questioning aimed at optimising expenditure, eliminating waste from processes and raising the overall efficiency of the company.

We help the company understand the cost and return of each of its deliverables across all areas and ensure only what adds value to the organisation is delivered.

The implementation journey involves a review of the budget process, questioning of paradigms and mapping of gaps based on best internal and market practices. The OBZ seeks to build a culture of continuous improvement with the use of performance indicators for all accounts and areas of the company.