Profit Archives

Cashflow – sit down, have a cup of tea and let’s mend your business

It matters less what happens to sales, so long as profits are increasing and the objective is to earn good gross profits from the best-selling products.

I got a tap on the shoulder recently when I was walking to the office; it was the MD of a local retail business I know. We got chatting and it emerged she has a number of business problems caused by recent losses and faltering cashflow.

We were next to a cafe, so I said let’s have a cup of tea and see if we can’t fix your business.

1. Is each shop making money?

Look at the margin being made from the sales, can you have a conversation with the landlord about a rent-free period, can you only open for a few days a week?

If you can’t make a shop make money then if it’s cheaper to close it, close it.

2. Put your cashflow model front and centre in your business

Amazingly, they weren’t using a cashflow model. I bet they are now!

Once the cashflow model is in place, go to the bank and have a grown-up discussion.

3. Review the prices of your best-selling lines

Even when times are hard, customers who will spend, say, £1,000 on a particular item will probably spend £1,100 on it rather than drop down to a much lower price / quality point.

The MD has many product lines and can test very easily whether raising prices increases profits or reducing prices loses profits. It matters less what happens to sales, so long as profits are increasing and the objective is to earn good gross profits from the best-selling products.

Test, test, learn, change, test……….you’d be surprised the effect a change in margins has on a change in profits.

4. Cut your costs of sale and overheads

In her market many competitors have gone to the wall, so she is relatively successful and you can bet her suppliers will want her to succeed. So ask for price reductions and share the pain down through the supply chain.

The main suppliers should be happy to make 90 – 95% of what they used to make instead of 0%!. Again, think of the effect of gross profit margin on the bottom line.

Will the staff share a 5 or 10% pay cut or swap some part of fixed salary for a sales-based commission? Put pressure on your landlord (them again).

5. Use your own time sensibly

I was surprised she said that she was dragged down by all the stuff that comes across the desk every day. Focus on the important things. In this case:

cashflow
reducing costs of sale and overheads
viability of shops
testing sales and margins

Give the rest of the work to other people, do it later, ignore it altogether but DON’T let it get in the way of the important stuff.

And don’t forget the therapeutic effect of a nice cup of tea!

Michael

Related links:

Cashflow

Clients – are they profitable and will I be paid in good time?

The 3 Cs of pricing

The loneliness of the small-business price increase

When you focus on the 3 Cs – Costs, Competitors and Confidence – you create a pricing strategy that supports long-term growth.

Running a small business – is there anything that causes more anxiety than increasing your prices?

What will customers and clients think?

How will I communicate the changes?

How will I deal with complaints?

But on the positive side:

How much more profit will I make?

How much better will my cashflow be?

How will it feel to be paid what I’m worth?

Don’t let anxiety get in the way of taking action. Focus on the 3 Cs.

1. Costs – The Foundation of Pricing

A profitable pricing strategy starts with understanding your true costs. This includes:

Direct costs such as materials, sub-contractors, production or delivery.
Indirect costs such as rent, software, insurance and admin.

You’ll need good financial information to get a clear picture of your costs and if you don’t fully understand what it costs to deliver your product or service, your prices may be too low to support your business.

Pro tip – Calculate the cost of delivering one unit of your product or one billable hour of your service, then add a profit margin that reflects your growth goals.

2. Competitors – Benchmark, Don’t Copy

The next step in any small business pricing strategy is to research the market. Look at what your competitors are charging for similar products or services.

But here’s the key: don’t just copy them. Instead, consider your unique value. If you provide faster delivery, more personal service or higher quality, you can justify charging more.

Use competitor prices as a guide, not a ceiling. Position your pricing where it reflects both market expectations and the value you deliver.

3. Confidence – Value What You Do

Many small business owners know their costs and competitors, but still struggle with confidence.

Fear of losing customers leads them to undercharge — which hurts profitability and sustainability.

Remember: if your costs are covered and your offer is competitive, the final piece is confidence in your value. Customers will often pay more when you stand behind your price with clarity and conviction.

If you’re nervous about raising prices, test small increases with new customers or specific services. Often, you’ll be surprised at how little resistance there is.

The only thing to fear is fear itself.

Building a Profitable Pricing Strategy

When you focus on the 3 Cs – Costs, Competitors and Confidence – you create a pricing strategy that supports long-term growth.

Review your prices regularly to make sure they keep pace with rising costs, market changes, and the increasing value of your work.

Finally, be clear about what you’re actually selling. Set out what’s included in your product or service and what might be the add-ons.

You don’t want to find your hard work on pricing is eroded by over-servicing
You might find there are some profitable add-ons that people are happy to pay for

At Blue Dot Consulting, we help small businesses improve profitability through smarter financial decisions. If you’d like expert advice on setting the right prices for your business – call Michael Austin on 020 7125 0270 or email info@bluedotconsulting.co.uk

Michael

Related links:

Profitability and cashflow

Profit Margins: Make more money with every sale

I can’t have the business I want…….because of the business I’ve got!

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Chartered Accountants – Bedford House, Fulham Green, London, SW6 3JW

Profit Margins: Make more money with every sale

It’s taken some time to bed this approach into the business but it’s now working and the success of the change is being felt all the way to the bottom line and on into the bank!

If you want to make more money then look at the profit margins your business makes – and change them upwards.

Your margin is the gross profit you make on every sale.

Every teapot you sell now makes you £10 instead of £7 so with every sale you make more money.

Which is a massive part of why you’re in business.

Profit Margins – a case study

These are the year-on-year results of a business I work with. As you can see, sales are down but their gross profit is up – they have made more money from fewer sales!

	This year £’000	Last year £’000	Change £’000
Sales	935	1,070	(135)
Cost of sales	375	545	170
Gross profit	560	525	35

Profit margin %	60%	49%

They have tasked their sales team not just with making sales but with making sales at higher gross profit margins.

This is reflected in the commission plan for each of the sales team – they earn substantially more commission on every sale they make above a hurdle level of gross profit.

It’s taken some time to bed this approach into the business but it’s now working and the success of the change is being felt all the way to the bottom line and on into the bank!

If they repeat last year’s sales at this year’s margin then their gross profit will increase from £525k to £642k – an increase in excess of £100k!

How can I increase my profit margin?

As with the teapot example, there are only two variables – sales and costs of sales. You need to look at both and not be afraid to change either.

You don’t need to make wholesale changes – why not increase prices in a selection of products or services and see what happens. Once you have tested some increased prices and have a good idea of what works and what doesn’t then roll out what works across your business.

It doesn’t matter if you lose some revenue provided the increased gross profit more than compensates.

As the example above demonstrates – less can be more!

On the supply side, it’s a competitive world.

Are you getting the best price from your suppliers and do you know who else you could buy from if you’re not? Review what you’re buying and how much you’re paying and keep your suppliers on their toes.

Finally, you need to measure gross profit accurately and keep your eye on it.

One way of doing this is to make it someone’s job to be the Gross profit officer.

Increasing your profit margin – the amount of money your business makes on each sale – results in higher profits and improved cashflow. It’s so beneficial and simple to put in to practice – why not start making your changes today?

At Blue Dot Consulting we do a lot of work with businesses to help them improve profitability.

Can we help you?

Let’s have a free-of-charge chat about your business – call Michael Austin on 020 7125 0270 or email info@bluedotconsulting.co.uk

Michael

Related links:

Profitability

Profitable pricing – goes right to the heart of your business

Fine margins

Improve profitability – in five simple steps

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Chartered Accountants – Bedford House, Fulham Green, London, SW6 3JW

Profitable pricing – goes right to the heart of your business

There is no point in “buying” sales with low prices that you can’t make money from.

Profitable pricing is a virtuous circle if you get it right and a vicious circle if you get it wrong.

So, how do you get it right and price profitably?

How profitable is your pricing at the moment?

Astonishingly, too many businesses simply don’t know how profitable their products and services are because their management accounting processes are not up to the task.

It’s not just the costs and revenues that need to be measured.

If yours is a service business then time is literally money and logging time spent on each client, at least in a way that’s “roughly right” and not “precisely wrong”, will provide invaluable information about how profitably you’re performing client work.

So step one is to make sure you have the management information you need to measure profitability accurately.

Step two is to act on it.

Be competitive but profitable

There is no doubting that the business climate is tough.

But competitive doesn’t have to mean cheap and you don’t have to abandon profitable pricing. There’s only room for one lowest-cost firm in your market and if that is not you then compete on other aspects of your product or service such as:

quality
delivery times
customer service
experience
understanding of your client’s business

Look at your competitors and see what fronts they’re fighting on (or not) and look beyond your own market for ideas about how to position your business so that it stands out from the crowd.

Have the confidence to walk away

Sometimes when you make a pitch that embraces profitable pricing the client or prospect will say you are too expensive.

It’s important to negotiate but one of the options here is to walk away – you just need to be polite and have the confidence to do it. There is no point in “buying” sales with low prices that you can’t make money from.

You might be nicely surprised at the reaction when you walk away – the buyer might really quite like you and be prepared to pay what you want simply because you’re a great fit for their business!

Also, think about the lifetime value of a client. Establishing a good working relationship now at lower prices than you’d ideally like might be the foot in the door for a long-term relationship in which you can increase prices or lower the costs of doing the work in the future and make the profits you want.

If you adopt this approach then make sure you’re clear that prices will go up so there are no surprises.

Offer an introductory discount, fix the price for six months only, think how landlords offer rent-free periods, there are lots of examples of how to do this so you do not end up with permanently low prices and a contract you can’t make money out of.

The virtuous circle of profitable pricing

Profitable pricing falls straight to your bottom line.

This translates into more money in the bank, provided you deliver what you promise and are on top of credit control, and the value of your business increases.

But it’s more than just a financial thing. Everyone feels better in a business that’s performing well. Some of the profit can be reinvested in training, in new products, new markets and rewarding everyone involved.

And, of course, pretty much the opposite happens when you don’t get it right.

Good luck with your next pitch!

Michael

3 actions to increase profitable sales

Knowing your costs and your gross profit is essential but many businesses destroy value simply by selling in to the wrong market, or by positioning their products / services in the wrong place.

Adopting a very positive approach to sales is vital to keeping your head above water and generating growth but selling alone isn’t enough – the key is to make sure you’re selling at the profit margin you want.

Here are three actions that will help you to increase profitable sales.

What are your selling prices at the moment?

Every business needs to have a price list for the products and services it sells and this should be reviewed against competitors’ prices where possible.

Market intelligence on prices is a lot easier to gather where you can see prices on competitors’ websites or in shops, but it’s a lot more difficult for service businesses. Nevertheless, try to find out what you can.

But your price list isn’t enough. The question is: what are your real prices once discounts, promotional deals and other adjustments have been applied?

And remember that selling prices aren’t just the tariff you might present to the next prospect. If you’re selling services then you might have most of your current client base paying prices agreed some time ago.

Key action 1 – review your actual prices, understand why the prices you actually charge might differ from your standard tariff and see what you can change for the better.

Do you know the costs of the sales you’re making?

Pure costs of sale can be thought of as costs that would not be incurred if the sale was not made.

So, if you’re selling sofas then the sale of the next sofa requires you to buy the sofa from the manufacturer, pay for delivery to the customer, pay the sales assistant a commission etc. But do you take account of all of these costs when setting your prices?

If not, profit will suffer.

In service businesses where you’re essentially selling hours and expertise you need to be running a timesheet system in order to understand how much time is being committed to each client and compare that against fees charged.

Not doing timesheets? Start NOW!

Sales revenue less the costs of sale is your gross profit – an absolutely vital performance indicator and one that you should always be trying to nudge upwards and not let slip.

Key action 2 – ensure you’re measuring your cost of sales accurately and that your gross profit is at the level you need it to be.

Also, see our blog on Proof of Profit.

Are you targeting prospects who will buy what you want them to?

Knowing your costs and your gross profit is essential but many businesses destroy value simply by selling in to the wrong market, or by positioning their products / services in the wrong place.

Taking a premium product to a budget audience will get you nowhere because customers, if they buy at all, will only be prepared to pay a low price that you won’t make a decent profit on.

A useful way to address this is to have a range of products / services which increase in quality and price as you move up the range.

Key action 3 – Segment what you offer based on price and quality and then point your products / services at the right audience.

There’s so much to consider when you aim to increase profitable sales and we’re only skimming the surface here.

Can Blue Dot Consulting help your business with its pricing for profit?

We do a lot of work with business to look at profit margins and can almost certainly help you.

If you’re interested, please give me a ring on 020 7125 0270 or email info@bluedotconsulting.co.uk.

Michael

Related links:

Profitability

Gross Profit Officer – appoint one today!

The loneliness of the small-business price increase

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Proof of Profit

Take care of the “proof of profit” cycle and you will consistently make the profits you think you should.

Companies repeat money-making activities every day but do they make the profit they think they’re making every time?

How can your business prove its profit?

Because if you can prove your profit then you can improve your profit!

By thinking about “Proof of Profit” not only can you make sure your core transactions are making the profit you think they should, you can increase that profit as well.

Five simple steps to proof of profit

1. Set your prices. Estimate the costs of the product or service, add on a profit margin and you have the price (which must be competitive). You also now know the profit you expect to make from the sale.

2. Perform the service or deliver the product. You want this to run like clockwork and mostly it will but from time to time you’ll face and have to overcome problems, which will add to your costs.

3. Measure the costs of the sale. Ensure you can gather together all the costs of making the sale and allocate them to the sale in question. Make sure your accounting system is robust enough to do this.

If you sold a chair, how much did the chair cost? What about delivery?

If you sold a haircut, how much did the hairdresser cost, how long did it take them, what were the other costs incurred?

Now you can ask: Did I actually make the profit I expected?

4. Whatever the answer, improve upon it if you can. Think about ways in which you can edge your price upwards and your costs down. In particular, with transactions that are repeated hundreds or thousands of times a year, see what tasks you can automate or turn into systems and procedures and delegate down your organisation so that they are carried out as cost-effectively as possible.

Also, revisit any problems you had with execution and iron them out so they don’t repeat themselves and eat into your profits. Or price them in to what you charge.

5 Repeat! Do the whole thing all over again and again and again. But each time try to do it more profitably.

If you take care of the “Proof of Profit” cycle then you will consistently make the profits you expect.

You’ll also be delivering to a consistent standard to satisfied customers and this should help your marketing and sales efforts so you can sell more and make more money.

You create a virtuous circle that always makes money for you.

It’s all about the data

In some businesses it’s easy to see what the costs and revenues from a sale are, in others proof of profit can be a little more difficult.

For instance, if you’re a consultancy selling time then make sure you accurately record the time spent on each job and begin to think of your service delivery people as variable costs of sale rather than as fixed overheads.

If your business is project-based and you buy in labour and materials for each job then make sure you can allocate each supplier’s invoice to the correct job.

Without the correct data you can’t do proof of profit accurately, so start to capture the data you need as soon as you can.

Proof of profit in different businesses

Gross profit officer

The Gross Profit Officer concept was born when we helped a marketing company that ran hundreds of individual projects each year, some worth thousands of pounds and some much smaller.

By looking at the actual profit achieved on a sample of projects each month the client was able to see which projects were making the profit they should have and which were not. They could also see the underlying reasons.

By addressing the causes of lower than expected profit on particular jobs they were immediately more profitable and good practice on project management was shared across the business.

Daily, weekly, monthly

This client takes two sales per day and drills down into them to measure the profit on each sale.

Which means they’re looking at ten sales a week.

Which means they’re looking at 500 sales each year.

Which means they’re spotting problems, fixing them and learning from them all the time.

All of which means they’re making more more money from each sale!

The more you do it, the easier it gets

Although they had all the data necessary to look at proof of profit, this consultancy struggled at first to turn it in to digestible, actionable information.

They measure proof of profit across their business for the last twelve months and the first time they tried it, it took a week!

Fast forward to today and using exactly the same data they can now produce their reports in under an hour.

Practice makes perfect!

Can we help your business with Proof of Profit?

“Proof of Profit” is a simple technique for helping you make more money. Can we help you?

Call Michael Austin on 020 7125 0270 or email info@bluedotconsulting.co.uk and let’s arrange a free, confidential meeting to discuss your business and the steps you could take to improve profitability.

Michael Austin

Client profitability analysis – make more money from every sale you make

Profitability

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Chartered Accountants – Bedford House, Fulham Green, London, SW6 3JW

Client profitability analysis – make more money from every sale you make

Profitable sales are more important than sales per se.

Running a client profitability analysis, at least every quarter, will highlight which of your client contracts are making the profit they should be.

And which are not!

Many businesses will focus on sales as the key driver for success, but anyone can make a sale if the price is low enough. Profitable sales are more important than any sales.

It sounds weird and it’s a brave thing to do, but if some of your clients are costing you money and you can not renegotiate the deal, you might be better off without them. I bet you’ve thought of a couple already!

Client profitability analysis

1. Find the poor performers

Firstly you need to know which clients are the loss-makers. Do you have the information to make an informed decision?

Gut-feel is not good enough. Your management information systems need to tell you the answer in an objective way. Which probably means some manner of time recording if you’re selling services.

But don’t forget to add in softer measurements such as the number of new business referrals you get from the client. Lower margins from a regular referrer could be a price worth paying and a way of saying thank you.

2. Take action

Once you know the loss-makers, ask yourself whether you can change the price you charge or the service you deliver in order to make them sufficiently profitable. Your client profitability analysis has more than paid for itself if you can achieve this.

Having identified the loss-making clients, you need to contact them and give them the news. Nicely! Agree a notice period and perhaps try to offer them an alternative supplier in their area.

You’ll now have spare resources to be deployed on more profitable business.

3. Use what you learnt in your next fee proposal

Client profitability varies over a period of time so conduct this review quarterly or half-yearly rather than culling a potentially profitable relationship because of one bad month.

Finally, take what you learn about profitability and margins and bake it in to your pitches and proposals for new work, otherwise you create a conveyor belt of low profit clients simply washing through your business!

What are you waiting for – go lose some clients today!!

Do you have the financial information necessary to carry out a client profitability analysis?

Many businesses we work with lack important information through a combination of poor bookkeeping and not using their accounting software to produce the right financial reports.

If this sounds a bit like your business then call Michael Austin on 020 7125 0270 or email info@bluedotconsulting.co.uk and let’s have a free-of-charge chat to see if we can help.

Michael

How do you fill the gap between the books and the board?

You can create bad practices that embed themselves like fossils at the heart of the business and continue to be corrosive for a long time to come.

In many businesses there is a gap between the day-to-day bookkeeping and the information the management team needs to understand, measure and improve performance.

The gap might be created for good reasons but the bigger the company gets and the faster it grows – the more this gap will act as a drag on profits.

A familiar accounting problem

Firstly, as a business gets going the cost of accounting may be something to be minimised. Often a part-time bookkeeper or the MD or a family member will do the work, hopefully using a recognised accounting package.

This is fine – if it’s done right.

When it’s not done right, when processes are set up that are not very efficient, you can create bad practices that embed themselves like fossils at the heart of the business and continue to be corrosive for a long time to come.

No-one questions how things are being done because that’s how they’ve always been done!

Fast forward a couple of years and the business needs to know how it’s performing in a more sophisticated way – monthly management accounts, profit centres, job costing, budgets and cashflow forecasting, for example.

Who knows how to do these things, let alone that they may need to be done at all?

If the gap is not closed at this point then profits will be hit, often despite strong sales growth, and it will cost more to rectify the situation later on.

A sensible solution

Our solution is based around the idea that very few companies need a full-time finance director.

What they need is an occasional dose of experienced financial management to keep them on track as they grow.

To begin with, this might require an intensive period of hands-on help:

improving and streamlining processes
improving (or even introducing) the right level of management accounts
minimising risks through better credit control and cashflow management
training current staff to do a more accomplished job

Phase two is when the accounting is being done on automatic pilot. This is much more of an advisory phase

reviewing performance
contributing to one-off issues – annual budget, overseas subsidiary etc.
working with the management team to ensure targets are hit and sustainable growth is achieved

The business continues to evolve successfully, confident that it has strong financial management and that the board is getting the financial information that it needs to run the business.

But it controls its costs because it doesn’t create a full-time role for a part-time job.

Michael

Part time finance director

Profits, cashflow and getting paid – the more things change, the more they stay the same!

Chartered Accountants – Bedford House, Fulham Green, London, SW6 3JW

Profits, cashflow and getting paid – the more things change, the more they stay the same!

Business basics don’t change, we simply become more or less complacent about them. Now is not the time to be complacent.

Elections, inflation, disruptive technology such as AI – uncertainty increases but what can you do?

The simple answer is to get the basics right and there’s a great chance you’ll be fine. There are three things to concentrate on.

Profits, cashflow and getting paid.

Increase profits

Up to you how you do it, but the options include:

increase sales and margins
cut costs
be more competitive

But keep a very careful eye on your margins. Try not to “buy” sales with low margins but do think about saying goodbye to unprofitable clients or services. Discarding the deadwood can allow you to reduce overheads, spend more time on marketing and improve profits.

Cash is king

Heard it before? Of course you have and the reason is that it’s universally true.

There are two types of business:

Those that are well-funded and consistently profitable. They can get by without a cashflow model. Not wise, but probably not harmful.
The rest. That’s most businesses. If it’s you and you don’t have a cashflow model – start one today.

Get paid in good time

“A sale is a gift until it’s paid for”. This is no time to be too polite about getting paid and here are seven quick steps to better credit control:

Credit vet your prospects and current clients – a monitoring service that tells you about CCJs would be helpful.
Have a good set of terms & conditions that you get clients to sign.
Invoice clearly, in good time and for the correct amount. Don’t let an incorrect invoice become an excuse for it not to be paid.
Send invoices by email so they can’t be “lost in the post”.
Be very active at chasing for payment. Calling is better than writing, certainly for the bigger debts.
Employ a “pincer movement” where you chase the person who bought from you as well as chasing the accounts payable department.
If it comes to it – sue for your money (got to give those CCJ monitoring services something to monitor!).

Profit, cashflow and getting paid – Back to business basics

This blog could have been written at any time in the history of commerce. If Gutenberg had published it he may not have been made bankrupt!

Business basics don’t change, we simply become more or less complacent about them. Now is not the time to be complacent.

Michael

And if you need some help with the business basics then there are a number of our blogs that can give you some practical hints and tips, or perhaps give us a ring on 020 7125 0270.

Related links:

Profit improvement

Cashflow

She’s a bulldozer when it comes to credit control and getting paid

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From paper bag to paper-free – switch to paperless accounting

Go from paper bag to paper-free and save time, space, money and stress.

It’s the old accounting nightmare – the client brings in their records in a carrier bag or shoe box, dumps it on the desk and says “Here you go – can you get my accounts / tax return done by the end of the month, please?”

We don’t see it happen very often but it happened recently with a new client.

One carrier bag containing a lever-arch file of purchase invoices and a box file full of bank statements and cash receipts. The previous accountant is no longer in business but there are accounts from two years ago we can take as our starting point.

Paperless accounting – the tools you need

The two pillars of paperless accounting are a document management app, such as AutoEntry or Dext, and cloud accounting software such as Xero or QuickBooks.

Document management apps

These apps read the data in documents, such as invoices, bank statements and receipts, and convert them into a format that can be sent straight to your accounting software – along with the PDF of the document.

With one client, we had to scan the 35 pages of bank statements for the financial year and upload them as PDFs to AutoEntry.

The next day AutoEntry had crunched the bank statement data into one file which we downloaded as a QuickBooks compatible CSV file and 950 receipts and payments were ready to be imported into QuickBooks.

Cloud accounting software

Essential for paperless accounting is cloud accounting software.

Choose your software and connect it to your business bank accounts so that all your bank transactions automatically appear in the software to be accounted for.

Set rules so that when a particular customer or supplier name or reference appears on the bank statement the correct accounting entry is automatically made for that transaction
Even without rules, your accounting software will start to remember transactions and suggest the accounting entries for recurring customers and suppliers

There are other apps that you can connect to your accounting software, but be careful – they’re not all as helpful as they seem.

Paperless accounting workflows

Workflows change in the paper-free world.

Transactions land in your accounting software every day and should be accounted for as often as possible.

There is little point in doing the historical accounting without keeping the books up to date going forwards.

And there’s little point in keeping the accounting up to date without producing and sharing financial information and reports across the business – and acting on them!

This blog is mainly for people running their own business. New technology is sweeping across the accounting profession like never before and the question for you is whether your business is benefiting from the best and most appropriate tech available.

If so then you will have at your fingertips the financial information you need to grow your business and improve profitability and cashflow.

Can we help you go paperless? Give me a call on 020 7125 0270 or email me at info@bluedotconsulting.co.uk

Michael

Related links:

Bookkeeping for business

Xero training

QuickBooks training

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