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President Award
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May, 2009
Profit Primer

Tools for building strong companies!

Vicki Suiter
Welcome to the May issue of "Profit Primer".  As you can imagine, these past several months have been filled with the question "how do we maintain profits when revenues are dropping?"  On average, revenues for the majority of my clients are down by 25% in 2009 (budgeted) from 2008.  Given there are only two ways to impact the bottom line - increase revenue or decrease expenses, the answer lies in looking at BOTH revenue and expenses.  

Even though people are buying less, people are still buying. How do you make sure you're the one they buy from? How do you keep yourself "front of mind" when they are ready to buy? How do you cut costs and still maintain a structure that will support the rebound when things start to turn around? How do you retain the employees you value and don't want to lose? Where can you cut costs by getting rid of unnecessary expenses??
 
For this newsletter, I decided to ask my most successful clients directly what their "top 3 strategies for increasing revenues and decreasing expenses" are.  Below is the results of that survey.  Hopefully you will find at least ONE or TWO things here you can do now to start impacting your company's profits!
 
If you would like to talk further about YOUR business and maybe get some ideas on how to impact your bottom line, call me for a FREE one hour consultation!
 
Wishing you much success.
 
Warm regards,
 
Vicki

Top Strategies for Increasing / Maintaining Revenues
                                                                  
1. Going to our previous clients and asking for referrals.  Word of mouth is the best advertising.
2. Keeping a positive proactive mental attitude; and MARKET-MARKET- MARKET! - so we have more jobs to bid.
3. Bid, bid, bid, bid........ keeping track of our close rate; bidding and closing enough to meet our revenue goals. 
4. Network with people we plan to do continuous business with - being genuine and authentic in our communication.
5. Make our employees part of the solution for getting more work - increase their negotiating skills; send them out marketing and networking; give them precise feedback on what it actually cost to do the job so they can bid better.
6. Before cutting our prices, we found  out EXACTLY how much we can cut before we start losing money!  Knowing our break-even point. (See Vicki's article "Beyond Breakeven" on Suiter Financial website.
7. Personal contact is the only way to go.  We go to silent/live auctions and lots of other fund raisers where there is a large concentration of the people we want to work for.
8. We've created a better value proposition.  we're looking at adding products and services that our top competitors don't have.  We have also given discounts for quick pay.  That results in cash being available sooner.
9. Investing in face-to-face time (lunches, coffee, etc) with people who bring in the most work. Architects, realtors, designers.  "Pressing the Flesh"
10. Talking with our top clients and asking where we can do a better job in the future.  Some of them have asked us to come back and look at other work they want done.
11. We've "refined" our pricing and explained to our vendors that they need to do the same.  We've been very surprised at the pricing we receive when asking them to share in the need to reduce our prices.
12. Broaden our focus to include other areas of work that we were not considering 2 years ago.
13. Started getting multiple bids for each trade.  We're questioning suppliers about markups that have been increased over the past 5-7 years.
14. Looking hard for opportunities of work that may have been subsidized by the new administration. Science, Technology, Education, Public Works are a few.
 

Top Strategies for Cutting Costs
 
1. Spending more quality time on the job sites to head off some of the costly mistakes we didn't have time to catch when we were super busy. This is educating our guys as well.
2. Talking to our people - they know more than I do on what costs can be cut and where there are opportunities for efficiencies.
3. Using the 10% rule and assuming we can slash overhead on all lines by at least that amount.
4. Rigorously reviewing expenses such as Insurance (GL, Health, WC), reprographics, Computers, outside consultants (legal, IT, accounting, software), office perks, utilities, lease,  401K matching and negotiating better pricing or reduced plans.
5. Made an operating budget and sticking to it - and not being afraid to say no
6. Increased our costs ONLY when there is work (and therefore increased revenue) to support those costs, and do it in ways where we have the ability and option to decrease (or eliminate) the costs when work slows down.  Examples of this would be the addition of field superintendents, project managers, and office admin help when we're busy, and cutting back when we get slower. 
7. Not taking on the expense of a big fancy office, primarily so that we don't have the pressure to bring in enough money to pay for it in slower times. 
8. Getting rid of overpaid, un-productive employees.  We're making sure all employees/managers are a right fit for the job they have, and letting them go if there is no fit for them.  Quit worrying about it and, just let them go.
9. Balanced crew work loads to avoid overstaffing projects.
10. We took a page from the state; we're "closing down" two Fridays a month. This roughly equals the cost of one journeyman, so rather than laying off one employee we're spreading the pain across the whole team - including the owners.
11. We have two of our low level apprentices participating in the state job sharing program. Each employee works 20 hours per week and draws SUI for the other 20 hours. This allows them to continue building their skills and receive their heath insurance benefits
12. Taking a hard look at benefits and getting back to reality.  We've showed the employee what we are doing to keep their jobs intact  and found they are more than wiling to share the sacrifice.
13. Reviewing efficiencies to determine whether we can limit our labor costs by subcontracting rather than keeping labor force.  That would allow us to use labor only when we need it.  We've outsourced to temp labor companies on occasion.
Ask Vicki!
Got a question you'd like answered? An issue you need resolved?  Feel free to email me!
Email Vicki at:
info@suiterfinancial.com

As a business coach and consultant for over 18 years, I have helped hundreds of companies realize an appreciable increase in profits and cash flows. I've done this by developing solid strategic and financial plans, as well as feedback systems that get results.  I work with owners and managers to create alignment and generate more consistent results!
Suiter Financial Systems
250 Bel Marin Keys Blvd. C2
Novato, CA  94949
www.suiterfinancial.com
info@suiterfinancial.com
415 884 0288
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