Fast 50 – A better methodology

The Fast 50 competition run by Deloitte is a great idea. You basically figure out who the 50 fastest growing technology companies in the UK are and you honor them for their achievements.

However, the current competition (in the UK) has some methodological problems. As a consequence, fast growing companies are sometimes missed, thus the list is incomplete, pundits start criticizing the whole approach and the end result is diminished from what it could be. That is a shame.

I personally have made some very half-baked comments on Twitter about this and thought I would put some more effort into suggesting some minor changes to the methodology that would make the competition more inclusive, more interesting, and more just. Here it goes.

The current approach

The Fast 50 are calculated by taking the revenues of a company, comparing it with the revenues five years later, calculating the increase in revenue, express that as a percentage increase and then rank companies according to percentage increase. Sounds great. And actually, it is not a bad approach. However, it has two problems associated with it:

1. Shooting stars are ignored. You found a company. Three years later it could have £100m revenue. You are nowhere to be seen in the Fast 50. That feels somewhat wrong to me.

2. There is a minimum amount of revenue in the first year of Euros 50k. If you have £10k in the first year, you have to wait another year. This might be despite that fact that in four years, you have grown faster than anybody else, but because your first year value was so small, you are basically ignored. Even worse, you are then forced to take your second year value, which might be £1m and as a result, you are placed far lower in the ranking than you ought to be. Again, this strikes me as wrong.

I think with some subtle changes to the methodology, both problems could be avoided.

Suggested changes

I would introduce the following subtle changes to the methodology as follows:

1) Abolish the five year period. Replace it with a flexible period of a minimum of one, and a maximum of five years. With the last year being the most recent accounting period. This allows for the accommodation of shooting stars, but will still keep long term solid growers in the race and high up in the rankings. Because you take a combined percentage amount for the rankings (not an annualised one) this should have no adverse effects on long term strong performers.

2) Abolish the Euros 50k minimum requirement. Replace it with a levelling approach. For all companies with revenues smaller than Euros 50k in the first year, replace it with a Euros 50k value. This means you always have a base to compare against and companies with £0 in the first year are not discriminated against.

A few hypothetical scenarios, let’s see what the effect would be

Scenario 1:

a) Company A posts £50k in the first year and has consistent growth of 100% year-on-year for five years. They post £1.6m in year 5.

b) Company B posts £50k in the first year, as well as the second, third and fourth year. In year five, revenue jumps to £1.6m. The company submits years 4 and 5 for consideration.

According to the current Fast 50 methodology, both companies are equal. Under the new methodology, this still holds true. Consistent growers are not squeezed out by companies with a short term boost, even when such companies use two years as the time period for consideration. However, under the suggested changes, one could state the time period and as a consequence, the achievement of Company B looks a bit more impressive, but both companies would still have the same score.

Scenario 2:

a) Company A posts £50k in the first year and £5m five years later.

b) Company B posts no revenue in year one and £5m in the second year.

Under the current rules, Company B is ignored twice. First because they don’t have Euros 50k in the first year and second because they don’t have a five year accounting period. Under the suggested rules, both companies would get the same score, as Company B’s first year revenue would be set to £50k. Again, Company B would look more impressive, as it should.

Scenario 3:

a) Company A posts £1m revenue in the first year and £25m five years later, a 25x increase.

b) Company B posts Euros 25k in its first year and Euros 5m in its second year of operations, a 100x increase (assuming a Euros 50k base for calculation purposes in the first year).

Under the current methodology, Company B is ignored. Under the new rules, Company B outranks Company A. It think this is actually the correct way of doing it. If companies get to Euros 5m so quickly, then I really want to hear about them!

Conclusion

I think there good reasons why the current Fast 50 methodology makes a lot of sense. It is objective, it is quantitative, it is revenue based. But is has some limitations. By tweaking it slightly, you stand to lose very little, but you allow for a wider pool of fast growing companies to enter, and you make it a more interesting and a more just competition. Sounds good to me.

2010 in review

The stats helper monkeys at WordPress.com mulled over how this blog did in 2010, and here’s a high level summary of its overall blog health:

Healthy blog!

The Blog-Health-o-Meter™ reads Fresher than ever.

Crunchy numbers
This blog was viewed about 33,000 times in 2010. If it were the Taj Mahal, it would take about 4 days for that many people to see it.

In 2010, there were 3 new posts, growing the total archive of this blog to 80 posts. There were 3 pictures uploaded, taking up a total of 434kb.

The busiest day of the year was March 17th with 204 views. The most popular post that day was Online Marketing Example with a Halo.

Where did they come from?
The top referring sites in 2010 were coheda.typepad.com, crane.hr, thebln.com, ttpventures.com, and avc.com.

Attractions in 2010

These are the posts and pages that got the most views in 2010.

1

Online Marketing Example with a Halo September 2007
5 comments

2

Evolution and Marketing August 2007
1 comment

3

VC Fund Raising Manual – 2 Documentation June 2008
6 comments

4

Monopoly Game Discount by Tesco December 2008
1 comment

5

The Role of Internet Marketing September 2007
5 comments

It’s the conversation

Last weekend, I spent some time with my wife Iris, discussing the right Facebook strategy for her program Apps for Good that teaches young people how to create apps that change their lives.

Iris wanted the ability for her organization to talk directly to their target audience. In order for this to happen, you need to be in the news feed of the relevant people on Facebook which is where these kids spend most of their time. Facebook allows organizations to communicate directly with individuals, but you cannot initiate a request. Individuals have to become a fan of you site and once they are, then you can communicate with them directly. This is obviously there to minimize spam. Nonetheless, this makes is tricky to approach the right people that you care to contact. Facebook is all about conversation. Why is there not some ‘networking’ ability to start talking to people whom y0u don’t know, yet?

At the same time, I had to think of a blog entry by Bruce Cleveland of InterWest Partners on the Mythical VP Sales & Marketing. The rationale of the article was that there are very few great VPs of Sales & Marketing in the world, because these two disciplines demand very different skills. To summarize it briefly:

“Sales is a 1:1 game”

“Marketing is a 1:many game”

I have now come to see the conversations on Facebook or Twitter as essentially a new category of interaction between a company and a potential customer. Let’s call it:

1:some

Companies actually want to talk to the people that they care about. Not in the sense of selling them something, or in the sense of marketing something to them. But rather in the sense of conversing with them, befriending them to their course. This is a different skill set from both sales and marketing. If sales is the realm of the “oral communicator” and marketing is the realm of the “verbal/written communicator” (Bruce Cleveland’s words), then social networking is something of a personality/chatting communicator. I think this is very different from the others.

Why can’t Facebook and Twitter set up accounts that enable this kind of communication to happen? Give free accounts to individuals and paid accounts to companies. Simple. People who spam get shut down. This would enable companies to have meaningful conversations with people. People obviously have to opt into these discussions. If they stop liking them, they can opt out again. This prevents spam from the start.

Doing a rough back of the envelope calculation, I think this market is easily in excess of $10bn per year.

For me personally, I now class company / customer interaction into three categories:

Sales – 1:1

Social networking – 1:some

Marketing – 1:many

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