Peerview Data Insights

Most companies know they need to benchmark their performance if they want to stay competitive but they don’t have the means to do it themselves.  

Even those with dedicated CFOs, COOs, CPOs and CMOs find that the process of aggregating and analyzing all that industry, trend and competitive data is not only time consuming and difficult, but expensive.

Our online tool does it for them.

Performance is relative — in sports, in business, in life. If you want to compete, you have to know how you compare. 

Competitive analytics:

If you want to optimize your company's performance, you need to understand your financial metrics and business data.

Are you a bank? Or a credit card company?

For too many small businesses, the answer is a lot closer to “yes” than “no.” Why? Accounts Receivable — the longer you finance your clients or customers, the worse it is for your business. This quote neatly sums up the problem:

“…profitability and cash flow are two very different things. I was, and remain, amazed at how many profitable companies are strangled by negative cash flow.”

What’s “normal” for Accounts Receivable?

From Inc.:

If you knew with absolute certainty that you could put one dollar into investment and get two in return, what would you do? Chances are, you would pour as much money as you could into that investment as quickly as possible and smile all the way to the bank. This simple scenario is an example of an arbitrage opportunity, in which you can buy something at a low price and sell it again at a higher price with minimal risk.

Arbitrage opportunities are essentially precursors to growth, especially in a startup. They signal when and where you should spend your money in order to produce the largest return on an investment. The challenge is knowing definitively that every product you sell and dollar you spend is going to contribute to a positive bottom line.

How do you decide where to put your money?

Oakland A’s GM Billy Beane changed the way MLB teams analyzed players by replacing traditional metrics with metrics that – in his view — more accurately evaluated and ranked players. The result was an improved record and a best-selling novel.

According to this article in Inc., however, he may be abandoning the principles:

Like Iggy Azalea’s “Fancy?”

Hate it?

Forget rocket fuel, what it really takes to send something into orbit is money — lots of money. Yet SpaceX is doing it. How?

As this Harvard Business Review article points out, the secret to it’s success is due in part to the way the company has applied innovation to something that’s usually overlooked: cost reduction.