Industrial Professional Services
During an economy that prevented revenue growth, the owner looked for ways to boost profit within his offering suite of 20 different services. $18M revenue & $1.2M profit
profit growth within ONE month. With two changes
The Findings
Only two of the service offerings generated more than a third of net profit.
One sales representative
generated substantially more net profit than his peers because he had developed his own pricing structure.
Actions Taken
The firm made the two profitable services mandatory for clients, leaving the other services as addons.
They cross-trained the rest of the sales staff on the top salesperson’s process.
“GAAP accounting didn’t show us the real cost drivers, so I was trying to grow revenue in the dark.”
Guide the Process and Solve Problems
A weekly, executive-level decision mechanism to guide the process and solve problems as they arise.
