By no means should moon force you to adopt a pre-formatted way of working. You have crafted your strategy and supporting organization.
These building blocks are the specificities of your firm and are defined in moon accordingly.
moon is entirely adaptable to mirror your management approach. It is, however, important that you have thought about your 'go-to-business' model first.
Most essential are the chosen performance cells and reporting lines:
- What are the main building blocks of your organization and how do you want to track performance?
- Do you opt for a practice-driven cut or, alternatively, for a geographical or even a legal structure?
- Or maybe for a combination?
moon is able to accommodate all your choices.
moon can handle as many geographical offices - or legal entities - in the world as you wish, together with all their currency implications.
People are linked to offices, as much as clients and products. Hence, all reminders are attached to the right person.
Similarly, one can define any practice or internal division you may wish.
These can be used as a basis for linking people, clients, and products.
Reporting of sales and costs are then adapted accordingly.
moon also takes into consideration analytical accounting choices, using specific cost centers to isolate and track particular items (e.g., R&D costs, both wages and expenses).
These costs centers are the building blocks of the company dashboard and the P&L. They should be reflected in the accounting systems and interfaced with moon.