The Problem With Benchmarking and What to Do Instead
Jan 1, 2025
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The discussion highlights the pitfalls of benchmarking in agency performance, revealing how reliance on external metrics can mislead. Marcel emphasizes the inadequacies of comparing rates, particularly with the shift towards value-based pricing. He introduces the average billable rate as a more insightful metric, advocating for a deep understanding of one’s own agency model. The need for agencies to focus on internal metrics rather than external validation is stressed, establishing a path toward enhanced profitability and operational efficiency.
Focusing on an agency's internal performance metrics is essential, as relying on external benchmarks can lead to misleading conclusions about profitability.
Understanding team contributions and operational models allows agencies to optimize efficiency and accurately assess financial health and growth potential.
Deep dives
The Importance of Understanding Your Agency's Model
Understanding an agency's operational model is crucial for assessing its performance and setting achievable targets. It involves comprehensively analyzing the roles and contributions of each team member, including their salaries, hours worked, and the distribution of their time across tasks like client delivery and administration. This analysis helps determine the agency’s capacity and utilization rates, which are essential for gauging efficiency. By clearly defining these elements, agency owners can establish whether their structure supports desired profitability and growth.
The Limitations of Benchmarking Metrics
Using external benchmarking data to evaluate agency performance can be misleading and often counterproductive. Metrics such as rate benchmarking may not accurately reflect pricing strategies and profitability, especially as billing practices evolve beyond hourly rates. Comparisons based on absolute numbers, like revenue per full-time equivalent (FTE), lack context unless factors like regional salary differences are accounted for. Thus, focusing on relative benchmarks that address the internal relationships between metrics is more beneficial for understanding an agency's financial health.
Revenue and Overhead: Key Financial Indicators
An agency's revenue should be examined relative to its direct costs and overhead to ascertain financial viability. It is essential to monitor delivery margins, ensuring that expenses associated with service delivery do not consume more than 50% of agency gross income. Keeping overhead under 30% is also critical to maintain profitability, as excessive overhead can indicate inefficient resource management. By understanding these relationships, agencies can effectively manage their expenses and maximize their operating profit margins.
Final Thoughts on Performance Assessment
When evaluating agency performance, it is vital to first examine internal models before drawing comparisons to industry benchmarks. Identifying whether execution failures contribute to unmet goals or if the foundational model is flawed enables clearer problem-solving. Ensuring that metrics, such as average billable rates and delivery margins, align with goals forms the basis for sustainable growth. A robust internal understanding reduces reliance on potentially misleading external comparisons and enhances strategic decision-making.
00:00 – 00:47 – Intro and Gratitude: Marcel thanks listeners and sets up the episode's focus on benchmarking traps and performance evaluation.
00:47 – 01:33 – The Benchmarking Trap: Marcel introduces the risks of relying on external benchmarks instead of understanding your agency’s internal performance model.
01:33 – 02:53 – Rate Benchmarking Limitations: Marcel explains why comparing rates fails to provide meaningful insights, especially with modern pricing models.
02:53 – 05:00 – Flat Fees and Efficiency: He discusses the rise of value-based and project pricing, and how efficiency affects realized rates.
05:00 – 06:08 – Realized Rates vs. Rate Cards: Marcel highlights that listed rates (rate cards) rarely reflect the actual rates agencies earn.
06:08 – 07:29 – The Power of Average Billable Rate: Marcel introduces average billable rate as a more meaningful metric, blending efficiency and pricing insights.
07:29 – 09:30 – Challenges in Measurement: Marcel explains why few firms measure key metrics like average billable rate and the inconsistencies in benchmarking them.
09:30 – 12:26 – Revenue per FTE Caution: He critiques absolute revenue-per-FTE benchmarks, emphasizing cost structure and geography's role in profitability.
12:26 – 14:00 – Look Inward First: Marcel urges agencies to focus inward on their business models instead of seeking external validation.
14:00 – 17:33 – Understanding Your Agency Model: Marcel explains how to map team structure, capacity, and time allocation to determine delivery and utilization ceilings.
17:33 – 19:48 – Budgets and Cost Breakdown: He emphasizes categorizing hard costs into delivery, sales, admin, and facilities to build a clear financial model.
19:48 – 22:44 – Revenue Potential Example: Marcel demonstrates how capacity, utilization rate, and average billable rate determine an agency's revenue potential.
22:44 – 25:00 – Delivery Margin and Overhead Benchmarks: He shares benchmarks for delivery margin (50–60%) and overhead costs (20–30% of AGI) to evaluate profitability.
25:00 – 28:47 – Operating Profit Targets: Marcel outlines healthy operating profit margins (20–30%) and explains how utilization and billable rates interact within a model.
28:47 – 31:00 – Beta Tool for Agencies: Marcel announces Parakeeto’s beta software for modeling agency performance, offering free access for listeners to analyze and improve their businesses.