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Posted

What expense percentage model do you try to achieve?

I'm Current trying to achieve the following:

 

Parts Cost- 30%

Labor Cost- 30%

Fixed Expense- 20% ( Currently not been able to maintain under 20%, due to loan and equipment lease)

Net Profit- 20%

 

Any inputs?

 

Thanks!

  • Like 1


Posted

I heard of someone else using this:

20% cost of goods sold

20% production labour cost

40% operating expense - includes non production labour

20% net profit

 

I don't know if it's accurate or attainable, but just another point of view.

Posted

While preached by many, I feel 20% net is a poor goal unless one likes paying a ton of tax. I try to keep net about 4-5% max. The shop can use a new truck, another employee, and new equipment more than it can use a 35% tax bracket.

Posted

While preached by many, I feel 20% net is a poor goal unless one likes paying a ton of tax. I try to keep net about 4-5% max. The shop can use a new truck, another employee, and new equipment more than it can use a 35% tax bracket.

I think the point is to have 20% net profit "in hand," then use it at your discretion for shop improvements in the places it will benefit you the most.

Shop tools, building improvements, training, computers, inventory are all good places to look at. How about profit sharing with your employees??

 

Ps. Canada only has a 15% corporate tax rate, much nicer then 35%!

Posted

The 5% Net profit is a good way to look at it for tax purposes. Just pay yourself more to get the lower percentage of taxes owed. Than put that money in savings just in case it is needed.

Posted

While preached by many, I feel 20% net is a poor goal unless one likes paying a ton of tax. I try to keep net about 4-5% max. The shop can use a new truck, another employee, and new equipment more than it can use a 35% tax bracket.

 

What! You want less net so you don't have to pay taxes! If your personal tax rate is 35% then you still keep 65%. You are mixing up

business and personal taxes. A business that is Sub-S, LLC or a Sole Proprietor puts all profit to the owner's 1040. When you buy all the stuff you need, what do you do then. Cut your prices?

 

I must not understand your reasoning.

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      It always amazes me when I hear about a technician who quits one repair shop to go work at another shop for less money. I know you have heard of this too, and you’ve probably asked yourself, “Can this be true? And Why?” The answer rests within the culture of the company. More specifically, the boss, manager, or a toxic work environment literally pushed the technician out the door.
      While money and benefits tend to attract people to a company, it won’t keep them there. When a technician begins to look over the fence for greener grass, that is usually a sign that something is wrong within the workplace. It also means that his or her heart is probably already gone. If the issue is not resolved, no amount of money will keep that technician for the long term. The heart is always the first to leave. The last thing that leaves is the technician’s toolbox.
      Shop owners: Focus more on employee retention than acquisition. This is not to say that you should not be constantly recruiting. You should. What it does means is that once you hire someone, your job isn’t over, that’s when it begins. Get to know your technicians. Build strong relationships. Have frequent one-on-ones. Engage in meaningful conversation. Find what truly motivates your technicians. You may be surprised that while money is a motivator, it’s usually not the prime motivator.
      One last thing; the cost of technician turnover can be financially devastating. It also affects shop morale. Do all you can to create a workplace where technicians feel they are respected, recognized, and know that their work contributes to the overall success of the company. This will lead to improved morale and team spirit. Remember, when you see a technician’s toolbox rolling out of the bay on its way to another shop, the heart was most likely gone long before that.
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