Posted by David Rhoads on Mon, Mar 29, 2010 @ 04:22 PM
Out of the 1000’s of lease applications we
review, the number one thing our customers can do to improve their credit
profile is update their Dun & Bradstreet Report. Blue Street’s team of
credit professionals will guide you through the simple reviewing and updating
process.
As you may know, D&B is a publicly
traded company that provides information on businesses and corporations. Often
referred to as just "D&B" the company is best known for its
"D-U-N-S Number" identifier that is assigned to over 100 million
companies worldwide.
It is critical that before you begin the process of leasing or financing
equipment that you are confident you have a positive D&B profile on record.
The first thing a bank checks when reviewing applications is your company’s
D&B profile. Your profile gives the lender a snapshot of both your business
and credit history.
How do I know if my D&B profile is up to date and accurate?
Call us. Blue Street Capital will pull your D&B (while you are on the
phone) and explain to you how your report looks from a lender's perspective,
describing all of the positive and negative aspects of the report and what you
can do to remedy any potential problems. We do this free of charge. Unlike
a credit report, looking at your D&B report has no affect on your business
or personal credit.
Call us at (714) 316-1180 and ask to speak with an
account representative.
What if my D&B contains mistakes?
If there are any "negatives" regarding your credit history, don't
worry - remember that Blue Street Capital has options for all types of
credit. Even the most responsible businesses have credit blemishes that we can
work around.
If D&B reflects something negative about your business that you know to be
inaccurate, we will explain to you how it can be fixed. Again, Blue Street
Capital provides this service free of charge.
What if I don't have a D-U-N-S number?
If you do not have a D&B profile, it's not a show-stopper. But having a
favorable credit history listed in D&B will go a long way for you in
getting the lowest rates on your equipment leasing or financing. If you are new
to D&B we can help you understand how to setup a profile and why this is an
important tool for your business.
Contact us today for your FREE D&B Consultation!
Posted by David Rhoads on Mon, Mar 08, 2010 @ 04:47 PM
Is your sales process structured in a way that ensures that you retain and gain large clients? If not, you should consider developing a sales account plan to focus your sales team on profitable clients, products and services. Developing and executing a sales account plan can bring significant revenue rewards. To develop your process, follow these nine steps:
Identify your sales channels, divisions, and types: Review your past two years of sales, sorting by areas and distinct sales group. Distinct sales groups could include:
- Product line or product category
- Geographic sales area or sales region or country
- Customer type such as commercial, government, retail, etc.
- Divisions such as manufactured goods, distributed goods, etc.
Identify the top 20 to 25 percent of your current clients for each channel: Sort each distinct sales groups by total sales and identify your top clients in terms of profit margin and revenue.
Create a sales account plan for each large client: Create a unique sales account plan for each of your top clients, based on their sales history. A basic plan should:
- Identify the sales team responsible for your client.
- Show historical sales information for that client.
- Estimate next year’s revenues for that client.
- Identify business development opportunities within the client.
- Create strategies to preserve current sales and generate new revenue from the client.
- Detail the steps and timing of your plan to realize the revenue goals for that client.
Identify target clients that you want to win in the current year: Every business needs to add new clients to thrive. Create a profile for your ideal client. Identify target clients for each sales area that you want to win in the current year.
Create sales account plans for each target client: After you identify target clients, create a sales account plan for each of them. A new business sales account plan should:
- Identify the sales team responsible for the targeted client.
- Estimate historical purchasing the target client makes from your competitors.
- Call the client’s purchasing department.
- Find out how they make buying decisions.
- Find out who makes the buying decisions and who influences the buying decisions.
- Create a “buying decision” organization chart of the target client.
Identify any sales opportunities by asking the target client if you can do it cheaper, better or faster, etc. Detail the steps and timing of your planned actions. Coordinate your sales efforts with your marketing department and website team to maximize your presentation.
Calculate your sales goals: One of the final tests of your sales plan is to add up all of the revenues from your current client and target client sales account plans. Do the collective sales account plan goals meet your sales goals? If yes, then you can execute the plans. If not, then review the plans again and make revisions to your strategies to get more sales or revise the sales goals to match the account plans.
Execute the sales account plans: Review your plan weekly and confirm that your team is completing the action items on a timely basis and getting the expected results.
Revise your compensation programs to match your sales account plans: Many companies start a sales account planning process to correct antiquated incentive compensation systems. Think about resetting your incentive, bonus or commission programs to coincide with team and/or individual achievements.
Mitigate the single point of failure in your plan: A good sales account plan is a well thought out strategy that is client-focused and creative. Some of the most successful sales account plans involve discussions and planning sessions with the client and also brainstorming with your staff by presenting questions such as “What would you do to steal your client if they belonged to your competitor?”
Sales account planning requires time, dedication and focus. But the rewards are increased market share, revenue and profits.
Barry MacKechnie, Founder and Owner of MacKechnie Consulting, Inc and has been advising CEOs and providing executive level services to clients and organizations for over 40 years. To see a sample account plan template, click here. You can contact Barry at barry@ceo-services.com
Posted by David Rhoads on Fri, Jan 29, 2010 @ 05:42 PM
The economy in the U.S. expanded at the fastest pace in six years as factories cranked up assemble lines and companies increased investment in equipment and software, Bloomberg reports.
The 5.7% increase in GDP, which exceeded the median forecast of economists polled by Bloomberg News, marked the best performance since the third quarter of 2003, figures from the Commerce Department showed today.
"The economy is still healing and improving," said John Silva, chief economist at Well Fargo Securities, who projected a 5.6% gain in GDP. "I think this is a sustainable recovery."
Click here to read this story in its entirety at Bloomberg.com.
Posted by David Rhoads on Tue, Nov 10, 2009 @ 06:09 PM
CEOs Moving From Recession to Recovery
SAN DIEGO--(Business Wire)--
There is a new surge of optimism among Main Street CEOs, according to the
Vistage CEO Confidence Index. The Q3 Index recorded the highest quarterly gain
in economic confidence since 2003. The quarterly CEO Confidence Index rose to
84.9, up from 69.0 in the 2nd quarter of this year and 48.7 percent in the last
quarter of 2008.
"Half of the CEOs in our survey believe the economic recovery has begun," says
Rafael Pastor, Chairman of the Board and CEO of Vistage International. "More
than 80 percent see their company revenues and profits increasing in the next 12
months. While Main Street CEOs do not expect the recovery to be easy, they are
adopting new strategies for the new economic landscape."
CEOs cited targeting new types of customers and developing new lines of products
and services, as well as using social media and online marketing more, as their
top three strategies to adapt to the new economic landscape. Also, 43 percent of
the CEOs are currently doing or plan to do business internationally in the next
12 months, with Europe and China being the principal places to expand.
Despite the renewed optimism, economic uncertainty and financial issues were
cited as the top two concerns of the Vistage CEOs. Only 11 percent find it
easier today than six months ago to obtain credit; 46 percent find it no easier;
and the rest don`t require credit.
Health Care Hot Topic Among CEOs
The Vistage CEOs are essentially split on whether there should be federal
legislation to change the healthcare system, with 45 percent saying it`s
necessary and 49 percent saying it`s not. However, when asked about the
healthcare legislation currently being proposed, only 10 percent of the CEOs
said it would be good for their business, while 66 percent said it would be bad.
Employment Plans Remain Cautious
Although 39 percent of firms expect to expand their workforce in the next twelve
months, the most common expectation is that firms will keep employment at its
current level during the year ahead. Even among those firms that anticipate
hiring, most of the new jobs are expected to be filled after the start of 2010.
Inflation Not Likely
Only 20 percent of the CEOs expect to increase prices during the next twelve
months; 63 percent expect to keep prices the same; and 16 percent expect prices
to decrease. This may be an indication that fears of inflation in the coming
year should be tempered.
Confidence Varies By Industry
Among the industries surveyed, CEOs in the real estate and construction
industries have the lowest overall confidence in the current economy, with CEOs
in the services industry having the most positive outlook. CEOs in the wholesale
trade and manufacturing industries expect their firms` profitability to be, on
average, seven percent higher than the national average. Similarly, CEOs in the
services industry expect their sales to be seven percent higher than the
national average.
The Q3 2009 Vistage CEO Confidence Index is a compilation of responses from
1,789 CEOs of small- to mid-sized companies in the United States, surveyed
between September 14-24, 2009, with a margin of error of 1.8 percentage points.
The quarterly Vistage CEO Confidence Index, established in 2003, is the nation`s
largest and only comprehensive report of their opinions and projections.
about Vistage International
Vistage is a CEO peer organization in 16 countries with nearly 14,500 members.
Collectively, Vistage members run companies with an estimated $300 billion in
revenues and employ two million people. In addition to their peer groups,
Vistage CEO members have access to expert resources speakers and receive monthly
one-to-one coaching from a mentor called a Vistage Chair. The sharing of
information in a Vistage group is completely confidential, allowing for the open
exchange of issues, ideas and solutions. For more information, please visit
www.vistage.com.
Posted by David Rhoads on Wed, Oct 28, 2009 @ 03:11 PM
The Equipment Leasing and Finance Association's (ELFA) Monthly Leasing
and Finance Index (MLFI-25), which reports economic activity for the
$650 billion equipment finance sector, showed overall new business
volume for September declined by 30.9 percent when compared to the same
period in 2008. For 2009, the MLFI-25 reported month-to-month new
business volume increased 27.0 percent from August to September, from
$3.7 billion to $4.7 billion.
The MLFI-25 is the only index that reflects capex, or the volume of
commercial equipment financed in the U.S. The MLFI-25 is a financial
indicator that complements other relevant economic indices, including
the monthly durable goods report prepared by the U.S. Department of
Commerce, which reflects new orders for manufactured durable goods, and
the Institute for Supply Management Index, which reports economic
activity in the manufacturing sector. Together with the MLFI-25 these
reports provide a complete picture of the status of productive assets
in the U.S. economy: equipment produced, acquired and financed.
The MLFI-25 reported receivables over 30 days increased to 5.6
percent as compared to 5.0 percent in August. On a year-over-year
basis, receivables over 30 days increased by 60 percent. Charge-offs
increased sharply to 3.0 percent from 2.1 percent in the prior month
and rose by 157.3 percent compared to September 2008. This dramatic
increase is attributable in part to a significant deterioration in
credit quality reported by two responding organizations. Sixty-three
percent of participant companies reported that fewer transactions were
submitted for approval during the month, due to tightening underwriting
standards and lower demand, according to supplemental data. Credit
approvals remained stable at 67.9 percent when compared to the previous
month; however they declined from 72.7 percent in September 2008. Total
headcount for equipment finance companies decreased 1.9 percent in the
August-September period.
"We find encouraging the fact that the decrease in new business
volume slowed in September after several months of steady decline,"
said Equipment Leasing and Finance Association Interim President, Ralph
Petta. "However, this sliver of good news contrasts with the sharp
deterioration in portfolio quality illustrated by the September
receivables data," said Petta.
A related index, the Equipment Leasing & Finance Foundation's
Monthly Confidence Index, for October showed a slight increase to 54.3
compared with 53.8 in September. The majority of survey respondents
believe business conditions will continue to stabilize over the next
four months. For more detailed information on the Monthly Confidence
Index visit www.LeaseFoundation.org
About the ELFA's MLFI-25
The MLFI-25 index is released globally at 9:00 a.m. Eastern time from
Washington, D.C. each month, on the day before the U.S. Department of
Commerce releases the durable goods report. The latest Monthly Leasing
and Finance Index, including methodology and participants is available
below and also at http://www.elfaonline.org/ind/research/MLFI/
MLFI-25 Methodology
The ELFA produces the MLFI-25 survey to help member organizations
achieve competitive advantage by providing them with leading-edge
research and benchmarking information to support strategic business
decision making.
The MLFI-25 is a barometer of the trends in U.S. capital equipment
investment. Five components are included in the survey: new business
volume (originations), aging of receivables, charge-offs, credit
approval ratios, (approved vs. submitted) and headcount for the
equipment finance business.
The MLFI-25 measures monthly commercial equipment lease and loan
activity as reported by participating ELFA member equipment finance
companies representing a cross section of the equipment finance sector,
including small ticket, middle-market, large ticket, bank, captive and
independent leasing and finance companies. Based on hard survey data,
the responses mirror the economic activity of the broader equipment
finance sector and current business conditions nationally.
The results of each MLFI-25 are posted on the ELFA website. ELFA is the
premier source for statistics and analyses concerning the equipment
finance sector. Please visit http://www.elfaonline.org/ind/research/ for additional information.
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Participants in the ELFA MLFI-25:
- ADP Credit Corporation
- Bank of America
- Bank of the West
- Canon Financial Services
- Caterpillar Financial Services Corporation
- CIT
- De Lage Landen Financial Services
- Dell Financial Services
- Fifth Third Bank
- First American Equipment Finance
- GreatAmerica
- Hitachi Credit America
- HP Financial Services
- John Deere Credit Corporation
- Key Equipment Finance
- Marlin Leasing Corporation
- National City Commercial Corp.
- RBS Asset Finance
- Regions Equipment Finance
- Siemens Financial Services
- Susquehanna Commercial Finance, Inc.
- US Bancorp
- Tygris Vendor Finance
- Verizon Capital Corp
- Volvo Financial Services
- Wells Fargo Equipment Finance
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MLFI-25 New Business Volume
(Year Over Year Comparison)
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Aging of Receivables:
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Average Losses (Charge-offs) as a % of net receivables
(Year Over Year Comparison)
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Credit Approval Ratios As % of all Decisions Submitted
(Year Over Year Comparison)
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Total Number of Employees
(Year Over Year Comparison)
