Every sale has a par.
You are winning sales, you are hiring, and the month still ends thin. We follow one sale from your price to your cash, find what it really earns you, and close the gap.
Where one sale's money goes
A sample sale in a growing business: priced, won, made, delivered and paid. Every figure is a sample. Yours come from your own files.
- What the sale earns you30.000
- Discount given away2.400
- Cost to win the customer4.200
- Cost of the product or service11.400
- Cost to serve4.500
- Returns and credits0.900
- Stock held or capacity idle1.500
- Sales payroll3.900
- Waiting for the cash0.300
- What you keep0.900
Seven units, one number each
Each unit the sale passes through has one number that tells you how it is doing. A sample business, read the way we read you.
Sample
- Price
Discount given away, share of list price
YOU 8%PAR 4%
Each discount you say yes to is margin you hand over. The next customer hears about it before you do.
- Win
Cost to win one customer, share of the first sale
YOU 14%PAR 9%
You pay for the ad, the call and the demo before the customer pays you anything. Some of those customers never buy again.
- Serve
Cost to serve, share of the sale
YOU 15%PAR 10%
Support, delivery and rework land after the price is agreed. The customers who ask most are often the ones who pay least.
- Repeat
Customers who buy again
YOU 22%PAR 35%
A customer who returns costs you almost nothing to win. A customer who does not leaves you paying for the next one.
- Stock
Weeks of stock held
YOU 14PAR 8
Stock you hold is cash you cannot spend. A team or a workshop that stands idle does the same.
- Cash
Days from sale to cash
YOU 47PAR 21
You pay your team this month and your customers pay you next. Your growth is funded by your own bank balance.
- Payroll
Sales per person a month, BD
YOU 18,000PAR 26,000
Every hire adds wages before it adds sales. Your payroll grows faster than the work it is meant to carry.
Three moves, in this order
Bring last month
Your price list, invoices, ad and sales costs, payroll, stock counts and bank statements, as they are. One sitting at your table.
Get your score
One page with your numbers beside your par, unit by unit, and the places the difference goes.
Close the biggest leak
We fix the largest one first, then we score you again every month.
How we close the gap
We price every sale
You see what each product and channel earns you after discounts, costs to win and costs to serve.
We set what a customer is worth to you
You know the most you can pay to win one, and you stop buying customers who never come back.
We match stock and people to your sales
Stock and payroll follow your real demand. You stop paying for shelves and hours that wait.
We shorten the days to cash
Fewer days from sale to money in your bank. Your growth is paid from cash that has arrived.
On your desk
- One sale priced start to finish, for each product and channel.
- A profit statement, per customer and per channel.
- A figure for what a customer is worth to you.
- A cash forecast you use every week.
- Your score every month, unit by unit.
What owners ask us
- How do I know which of my sales lose me money?
- Price each one on its own. We set what a customer pays you against what it costs you to win, make and serve that sale, and you see each product's and channel's profit on one page.
- Is my cost of winning a customer too high?
- It is too high when the first sale does not cover it and the customer does not come back. We read cost to win beside repeat buying, so you see both on one page.
- Do I need a finance lead before I raise money?
- You need numbers a lender or investor can check. We build your close, your cash forecast and your sale-level profit, and our Office of the CFO work carries them month to month.
- Do you work with a small business, or only large ones?
- Both. One founder at a desk or a business with a hundred staff, we price one sale, find the largest leak and fix it first.
We come from the founder side
Our founder brought more than 20 companies across several countries onto one set of numbers at ASCS, and worked the fundraising through seed, Series A and Series B at Nexxo Pay and QPay International. We read your business the way you run it, by the sale, the customer and the day the cash lands.
Related
- Office of the CFOA chief financial officer's judgement at your side.
- Fractional CFO servicesA senior CFO at the chairman's side, accountable for capital, reporting and the board's decisions.
- Qasim AbbasFounder and Managing Partner. More than 16 years inside Gulf companies. ACCA.
Bring last month. Leave with a score.
Sit down with Qasim Abbas. One table, your numbers, and a clear read on where you stand against par.