In my experience, here are some of the area that can bring growth based on P&L Data: Rate / Volume Analysis: It is great measure to see rate / volume analysis to understand how revenue is being generated. If these are any scope to work on margins to bring in more business. Expense Analysis: Expense are cost to company and it is important there is no redundant cost being incurred and add additional cost to company, it is important we review expenses regularly and optimise as / when requires. For instance, Professional Service, Third Party Vendor cost etc Product Mix: Product mix review is effective to understand the best / worst selling products/ services as we can bring in efficiency by working on their margin, target audience etc.

Understanding revenue drivers is usually a fairly simple exercise. Ask yourself "What really makes my company money" and then dig a little deeper into the answer. As a simple example, let's imagine we have a retail company. Sure, it's customers who buy products from our stores, but if you dig a little deeper, you'll realise that it's actually the store (or retail space) where customers can buy groceries. And that brings us to the next factor - the grocery items themselves (or SKUs, as they're also known). So as you dig deeper into the details, you get a deeper understanding of what actually drives revenue. If you're feeling lost, you can also check publicly traded comparable companies - they usually publish results on revenue drivers.

The business model determines revenue drivers.B2B: 1. Customer Segmentation: customer needs, industry, purchasing behavior&appetite to offerings. 2. GTM: Value proposition, sales structure&relationship style. 3. Customer Retention Net Ratio: Insights on strategy effectiveness and prevent resource depletion. 5. Commission structures: Align them with goals, product focus, and desired sales behavior while remaining competitive. 6. Sales funnel and conversion period (lagging vs leading factors) B2C: 1. Customer Penetration and Coverage:Internal &market-related changes. 2.Seasonality&Product/Service Run Rate 3.Digital Marketing: well-targeted advertising, engagement, organically generated content, and brand credibility. 4. Data-driven marketing.

In my experience, Check which products/services bring in the most revenue, trim unnecessary costs, focus on high-margin items, compare with industry benchmarks, and keep a keen eye on cash flow. This should give us a solid start in spotting growth opportunities.

I’d like to add to this specific paragraph that while it’s important to understand your revenue drivers, it’s just as important to understanding your true costs & profitability. This is due to the fact that you can find unneeded processes, & unneeded customer acquisition costs to name a few. Couple the newly learned data with the existing data you have a much better perspective of if the specific product/service is adequately profitable, see if the product/service is performing at desired metrics, and will allow you to find opportunities of improvement to further increase your margins.

Concuerdo contigo en mis años de experiencia,muchas veces en los gastos tenemos llaves abiertas que no podemos identificar de forma clara hasta darle un seguimiento correspondiente

Sobre todo identificar gastos superfluos o con retorno nulo, todo gasto debe ser una inversión. Cuidado con los gastos por goteo, o gastos hormiga, que sin saber, pueden representar un costo muy importante a futuro.

Things to consider in managing expenses: 1.Develop cost rationale: assessing it from a strategic priorities standpoint and its alignment with a business objective, short or long-term. 3. Evaluate capitalized vs fully expensed (following the capital expense policy that the company adhered to) 4.Cost-benefit analysis (e.g. ROI&cost structure). 5.Fair cost in terms of amount spent, compared with market price, right vendor selection, payment terms, and financing options. 6.Total cost assessment, incorporating all related associated costs (e.g. tax). 7.Nature of cost,recurring vs one time cost to ensure proper forecast. 8.Cost recording, making sure cost is recognized correctly in books and adheres to the applicable Accounting standard.

Benchmarking can certainly be used as one of the hundreds of tools that exist for cost management. If your company is large enough and has publicly traded comparable companies, check their P&L. Calculate the % of revenue for each cost item and compare it to yours. This will help you better understand what you should be trying to manage in your costs and expenses.

Otro punto importante a considerar es la variabilidad de los gastos a fin de que en temporadas donde los ingresos bajen también lo hagan los gastos tal que los gastos fijos no inestabilicen la rentabilidad de la compañía en dichas épocas

Esta es la parte más important porque te permiten tener una visión de los recursos en efectivo en el corto y largo plazo y de esa forma poder cumplir con el pago de tus obligaciones contraídas a corto, mediano o largo plazo

El dato de perdida o ganancia puede también establecer o proyectar el éxito futuro de una empresa. Es el indicador básico para poder calcular el fretorm¿ de una inversión. Que no te espanten las "pérdidas" iniciales, representan inversión.

This is the most helpful action to identify growth mode or decline from a PNL based on actual vs previous periods, granted the same parameters and treatments are implemented.

Aquí es justamente cuando podemos establecer el éxito futuro de una inversión. Existen diversas técnicas para conocerlo, la más usada es el ROI (Return on Investment) o IRR Tasa Interna de Retorno. Es importante realizar tres escenarios.

Amazon's P&L mgmt offers a unique growth perspective. Instead of focusing on immediate profits, Amazon reinvested in capital expenditures during its growth phase. This was key to expanding into new markets and technologies (AWS + others), achieving long-term success. This approach shows that P&L is not just about profits or losses but a tool for strategic investment. Capital expenditures, though temporarily impacting profits, are crucial for future growth. Analyzing P&L for investment patterns helps businesses identify growth opportunities. Amazon's story illustrates that disciplined reinvestment, as shown in P&L data, can lead to significant market expansion. Businesses can apply this insight to evaluate and pursue their growth potential.

Aquí debes mezclar tu benchmark con los escenarios de crecimiento, para apuntar a la dirección correcta con la mayor rentabilidad. Por eso se recomienda realizar escenarios conservadores, probables y optimistas

CFOs must facilitate a shift from rigid monthly and quarterly reporting to a dynamic, continuous flow of insights to guide informed decisions affecting everything from working capital to profit and loss, almost instantaneously. This transformation isn't just a tech overhaul; it's a cultural shift, moving from the 'what' to the 'what if,' by turning data into actionable insights that can pivot a business towards success or away from failure. For CFOs, this means cultivating a culture where change is not only accepted but expected and where manual processes are replaced with automated, trusted systems.

Analisar painéis financeiros voltados a resultado é um grande desafio, uma vez que é necessário trazer os KPIs certos para o público certo, de uma forma que os visuais e o design possam levar à ação. O mais importante é ter precisão, ter visuais fortes e filtros que possam fazer com que o usuário explore profundamente as informações, crie insights e depois volte à superfície para planejar as ações.

As ações deverão se basear na estrutura de endividamento da companhia, e em consonância com os resultados médios de outros Players do setor. Por si só, a análise do P&L isoladamente, sem compreender a estrutura de capital e como o mercado se comporta, acaba sendo insuficiente para planejamento e gestão, até porque o futuro é baseado em variáveis exógenas que influenciam a trajetória de resultados da empresa (mantendo ou mudando o comportamento histórico).

La mejor forma de ir revisando el crecimiento o corrigiendo desviaciones, es comparar el estado de perdidas y ganancias continuamente. Es decir, al acumular cada mes nuestros estados de P&l estamos construyendo un flujo de efectivo.

To find growth areas using P&L data, we look at where money comes in, where it goes out, and how much we keep as profit. Imagine a company sells a product that makes good money but isn't selling much. By putting more into advertising or making more of this product, they can earn more. Also, if they see they're spending too much in some areas, they can find ways to spend less. Looking at past and present numbers helps see what's working well or not. In short, P&L tells us what parts of the business are doing great and which need help, guiding us on where to invest more for growth.

Combining the P&L and Balance Sheet can give an even better idea of how healthy your company is and if there is anything that needs to be improved. Check financial ratios such as liquidity ratios, turnover ratios, working capital ratios, marginality, etc. They were all invented precisely to help to "read" a company's performance.

personalmente recomiento que cada ejercicio de P&l lo acumulemos y construyamos un flujo de efectivo. Esto nos permite proyectar. Es la diferencia entre ver una fotografías (que es importante) y posteriormente ver la película completa. Comparar proyecciones VS resultados, es garantía de corrección de problemas.