I read Ms. Wasserman’s article titled “How to Price Your Products” this morning, and if you know anything about me by now, you know it inflamed my passions.  She very accurately describes the processes required for pricing products accurately and consistently.  I think we all know a lot of what she says to be true; however, in the sign industry, our products just don’t fit the cookie cutter model of pricing – which means every time we price a job, it’s a real challenge to pull all the variables together and get our prices out the door on time.

Why are you in business?

I mentioned a couple of months ago that I was involved in a discussion on an online forum where one of the posters essentially said that he felt he was ripping his customers off if he made a great profit on his work.  This continues to mystify me because the whole reason we are in business is to make money.  Sure, we love our work, the interactions with customers (well – most of ‘em ), and the time we spend actually creating graphic arts for sale.  At the end of the day, though, our whole reason for being in business is to take home a profit that allows us to save for retirement, put the kids through college, take vacations, and ultimately secure our lives.  Otherwise we’re in business for all the wrong reasons.

Relationships are built many ways.  Don’t build yours on price.

I’ve said it before and I’ll say it again, your price should never be the foundation of your relationship with your customer. You see, relationships are built on a foundation.  As long as that foundation – the key element that makes up the core of the relationship – remains stable, your relationship will remain solid.

This means that if you build a relationship based on delivery – getting signs done quickly and delivered on time, every time – or build a relationship based on outstanding quality – knock ‘em dead gorgeous sign work every single time – your customer will pay a premium for those services, and won’t leave you unless that changes.  On the other hand, if the relationship is based on your cheap prices, you will lose the customer when you raise them unless you do some serious salesmanship.

It never pays to be afraid of your customer’s reaction to price. If your customer thinks your price is too high, it just means you haven’t done as good a job as you should have selling them on it.  People  want to feel like they are getting value for their money – and if you provide the best price/value ratio to them emotionally, you’ll sell them higher priced work every single time.

Don’t leave money on the table.

Sign pricing is a challenge. Every time we have to quote a job, we have to think through the work carefully and try to price accurately.  I remember long before I wrote EstiMate, I’d stare up at my “calculator on the ceiling” and think along the lines of, “okay.. 4×8.. that’ll cost about $90 for the board.. should take me about an hour and a quarter to cut and apply the vinyl… painting the board will take 15 minutes… so about $125 in materials and 1 1/2 hours of work… $200.”

Then I’d remember I needed to fill the edges of the MDO and prime the sucker.  After I’d already quoted the customer the price.

Sound familiar?

The heart of solid, consistent pricing is knowing your costs and having everything together so that you can get a proper price to the customer quickly without having to worry about things like me forgetting the priming of the board.  Once you really understand your costs, you won’t be afraid to charge what you have to. I’ll say that again.  Once you really understand your costs, you won’t be afraid to charge what you have to, because you will realize that in order to make money you just can’t underprice and make it up on volume!

Try an experiment and raise your prices.

Next time you have to quote a job for a new customer, spend some time explaining all the benefits of the sign you are selling them.  Talk about successes you’ve had with similar sign jobs.  Show the customer some of the best pictures of your work.  Then, quote a higher price by 20% than you normally would have and in the same breath promise the sign quickly and back it with a warranty.

I bet you’ll have the deposit in hand within an hour, because customers like being treated that way.  They can say to their friend / business partner / significant other, “I’m getting a great sign for  my business, and that guy’s gonna do an awesome job on it.  He even says so-and-so’s business tripled after they put in a new sign he made!”

That’s the power of salesmanship.  It’s really not all about price.

What Brought This Tool About?

For many years, I’ve wanted to add this tool to the website, but one thing or another has always come up and then I forget about it again. Not this time. I wanted to give sign shops (and other small businesses that base their pricing on time and materials) a way to see in a report what I’ve always known in my head — that everything you do, every day, and most importantly even the smallest things — have a drastic impact on your profits over time.

DiamondMine is exciting because it lets you answer just a few simple questions and get immediate feedback about small corrective measures you can take in your business to increase your profits immediately. It’s really amazing to me how easy it is for all of us to let simple things slide that can really hurt us.

For example, getting quotes out late — one of the areas in DiamondMine — can make a big difference in how many jobs you get. We found through talking to thousands of sign shops over the years, as well as in our own experience, that you will lose 20% of the quotes you give out just because a competitor beat you to it. This is completely in your control to fix, just by making sure that you get your quotes out within about 30 minutes of talking to a customer. Easy!

Or how about your hourly rate? How you determine your hourly rate, and how often you update it, can make the difference between getting that new truck or not — seriously!

DiamondMine Is Free

DiamondMine is a completely free tool available to you right here on our website. Answering the questions takes about 30 seconds and you can receive a backup copy of the report by e-mail.

Use DiamondMine Quarterly

You should probably run a DiamondMine report every few months to track your progress and see how you’re doing at any given time. By focusing on the areas covered in DiamondMine, you can keep yourself as profitable as possible and make sure your business is always financially healthy.

Now – Go Check It Out!

Click here to run your own DiamondMine report and see how your business is doing today.

At a time like this, it’s absolutely critical to be working with the best tools you possibly can to squeeze every ounce of profit out of each job that comes your way. Estimate 2 offers you extremely powerful features that allow you to identify the type of work you do that’s most profitable, and focus on that in your marketing.

You see, here’s a secret: when you do less of your low profit work and more of your high profit work, you make more money effortlessly and automatically. Estimate 2 gives you the tools you need to identify this type of work and give it your full attention.

Here’s an example. Let’s say you use EstiMate 2 to price a 4′x8′ Coroplast sign with simple vinyl graphics, and the profits on the job come out to about $53 (see screen shot below).  When you add up the times you get about 1.25 hours combined for design and production time, or a profit rate of about $42.40 per hour.

Compare the above example with a job for 1000 full color inkjet printed decals, laminated, at 3″x5″ trimmed to a rectangular shape.  The total job here sounds better – it bills at $338 compared to the $146 that the coroplast job billed at – but comparatively you took a bath!  Your profits on this job are just $41 for 4 hours of work, or $10 per hour.

Remember, it’s not what you get, it’s what you keep that matters — and EstiMate 2 gives you the tools to identify profit opportunities like this one in SECONDS, not the hours it would take to figure this stuff out by hand or by using lesser or “me-too” tools.

This is just one way that EstiMate 2 can make you a fortune and save you massive amounts of time. Stay tuned for more examples!

In a recession, you need to make smart money decisions.

Dropping prices is one of the worst choices you can make.

It’s so, so tempting in this economy to price low in order to get what little work is going around.  It’s also the fast track to bankruptcy.

First of all, let me say that I remain convinced that this economy will rebound quickly as soon as we all get over the shock of how fast it imploded.  I predict that even if we are not back to the levels we were a year and a half ago, by summer this year we should be back to a place where credit is freed up and money is moving through the economy again.  Until then, what do we do?

We don’t drop our prices.

I’ll let you in on a little secret.  Here at EstiMate, sales have been slower just as they have throughout the economy.  Not hugely slower, but enough that we have been asking ourselves, “how can we bring more value to our customers, and at the same time increase sales?”

It would be tempting to slash our prices and have a quick sale.  But we never would … been there, done that, both in the sign business and in the software business.  Why not? Well, first, it would be a slap in the face to the thousands of shops that have paid full price.  Second, there are more creative solutions.  Third, it would destroy profitability.

Remember: A Linear Decrease In Price Causes An Exponential Increase In Time

“Mark, I’ve got plenty of time! I can’t seem to find much work right now, so who cares if my prices are less, I need the work!”

I hear you.

You’re heading for bankruptcy if you think that way, though, and I hope very much that by the end of this article I can help you see things my way.

Let me give you a simple example of what I mean.  Let’s say you have a sign project that you would normally bid at $750, and your profit on that job is $200 after everything is taken into consideration - overhead, taxes, materials, and the rest.

Today, you might bid that job for $650 because “you need the work.”

If you really study that, your take on that job was not the $750 — but the $200 profit.  Which has now been cut in half.

“Yeah, but Mark, it’s $100!”

I know.  But you needed the $200, which you know from looking at your monthly expenses.  And now, you’re stuck.  Here’s the kicker: it’s not the $100 difference that matters.  What matters is the fact that you now have to make two signs for $650 instead of one sign for $750 to break even.

Please, reread that.  Take a minute and let it sink in.  Actually, I’ll say it again.

What matters is the fact that you now have to make two signs for $650 instead of one sign for $750 to break even.

Assuming that job would take you 6 hours, you now have to invest 12 … not to mention that you have to find the second sign job in a work-scarce economy, and you’ve killed 6 hours of your time that could have been spent finding profitable work.

The Paradox of Time

We all have the same number of hours in the day – you, me, and Tim Ferriss.  It’s how we use those hours that counts.

I know you’ve heard that before, but think about it.  Would you rather spend that time doing cheapo project after cheapo project, or would you rather do a few choice – and highly profitable – jobs, while using the rest of the time you have to pursue other lucrative projects, take some time for yourself, and maintain your standard of living despite the economic “crisis” we’re in?

The easiest way to make sure you follow these principles and not get caught up in a spiral of fear and doubt is to take a deep breath and control your thoughts.

Economic fear leads to some very bad decisions.  Don’t let cutting prices be one of yours.

The wrong hourly rate (or “shop rate”) can be like a hidden cancer for your business.

How do I know?  Because I almost killed my sign business this way in 1995. Obviously, now that EstiMate Software is my gig, I’m not making signs anymore.  I grew up in the business, though, and ran my own shop for 8 years — so I know a thing or two about how to keep it going and what matters.

One thing I know for sure is that the wrong shop rate can kill your business.  Especially in times like these. The very worst thing you can do is work for cheap.

The obvious question here is, WHY does your hourly rate matter so damn much?  Isn’t it the cost of materials, or gas for the truck, or how little you can get away with paying your employees more important than a buck or two here or there on your shop rate? Actually… in a word… no. Your shop rate is the one thing that determines whether or not you are profitable or not, on each and every job, and in this article I’ll show you why and show you how to figure your shop rate appropriately.

Warning: this article can be scary.  You will probably find that you’re leaving money on the table you didn’t even know about – and if you haven’t done these important steps there’s a better than even chance you’ll discover that you’ve been running in the red.  One thing I’ll guarantee you right now, though, is that you’ll know, for sure, what you need to be charging your customers when you’re done reading this article and working the steps.

Stop Using Your “Calculator On The Ceiling”

Rewind to 1977.  I was eight years old, and my mother had just opened Signs Limited in our basement in Winston-Salem, NC.  For the next 14 years I watched her struggle to price her work, and manage to keep us afloat with very little cash flow.  Every time the phone would ring, and a customer would ask for a price, she would say “let me go figure that for you.”  Then she’d put the phone down, stare up at the ceiling, drum her fingers on the desk, pick the phone back up and give them a price.  I never knew where that calculator was on the ceiling, but I knew it was there because she used it every day.

Do you?

Fast forward to 1993.  I started my own shop in Asheville, NC, Ampersand Signs & Designs.  I had just come out of a job doing bookkeeping and advertising design for a local free paper, and had been making 9 bucks an hour there.  So when I started making signs, I thought “WOW! I can charge TWENTY FIVE BUCKS an hour, and make a frickin’ killing!”  I proceeded to do that and I did make a killing — of my business! Every day when I got up, I was poorer than the day before, and I didn’t know it.

That’s why this is like cancer.

We have to start really thinking like business owners, and not employees.  That’s the key to getting out of the mindset that $25 per hour is good money — it’s not.  Every minute that you run your business, whether you are actually doing work you get paid for or not, you are burning money.  And you have to recapture that in your hourly rate.

Starting to make some sense here?

One cold day in early 1996 I was reading through a whole bunch of back issues of SignCraft magazine, and I ran across a great article by Jeff Cahill called “An Accurate Hourly Rate Is The Basis For Effective Pricing.” I remember sitting up very straight as I was reading it, and when I was done I knew I had to get control of my business, or I’d lose it. This actually was the seed that started EstiMate, because once I had done this manually, I knew that quoting properly was so time consuming that I had to have a good tool to do it.  So from ’96-’99 I wrote EstiMate 1, and hopefully have contributed some value to the industry through it.  I will always tip my hat to Jeff.  Thank you, sir!

Let’s Get Down To Brass Tacks

Figuring your own shop rate is actually very straightforward.  Basically you need to gather up your overhead figures, determine how many hours you can bill in a day (this figure is way different from the number of hours you are open), set an amount of profit you’d like to achieve, and take your taxes into account.

Let’s walk through the steps.

Overhead

Your overhead is everything you spend to run your business, not including materials for your jobs.  The reason materials are not included is because they are paid for through marking up the cost on your materials when reselling to the customer, and you don’t need to recapture this money through your shop rate.  Some very good examples of overhead are:

• Employees & Payroll (I recently read a fantastic book called How to Get Rich: One of the World’s Greatest Entrepreneurs Shares His Secrets by Felix Dennis, and in his book he says some hilarious things… one of them is “Overhead walks on two legs.” Funny man!)
• Advertising / Yellow Pages
• Shop Rent or Mortgage (if you work from home include your home mortgage, because then when you move to a shop you’re already charging as if you’re in one)
• Vehicle Payments
• Subscriptions to magazines or quoting software
• Lease payments on equipment
• Office Supplies
• Telephone, electricity, water & sewer service
• etc.

Gather up all these figures, and if you are using monthly numbers multiply by 12.  This will give you your annual overhead, also known as your “nut.”  It can be pretty eye-opening to see what it actually costs you to run your business — and at this point you should start to see why this hourly rate stuff matters so much!

Monthly Overhead Figures x 12 = Annual Overhead

I’ve provided a downloadable overhead worksheet to help you out with this: Overhead Worksheet (PDF)

Billable Hours

“I’m open 8 hours a day, so that’s my billable time.” Wroooooooooong. Your billable time is the time you spend actually working on projects for your customers, that they are paying you to do. In a one man shop like mine that meant about 4-6 hours of my 12 hour day.  The rest of the time I was running around, spec-ing jobs, doing errands, hauling posts and plywood… you get the idea. The best figure I’ve been able to come up with as a suggestion to you is to figure out:

• How many employees you have that actually do project related work
• Whether they are part or full time
• Multiply the part timers by 3 hours and the full timers by 6 hours.  That will give you your daily billable hours.

Now let’s make it annual.  Assume that you are not working for a month of the year due to vacations, holidays, you name it.  Even if you really are working (I know I was), make this assumption anyway so that you can actually take a vacation!  You probably desperately need one. That leaves you with a 48-week work year.  Take the 5 or 6 days you are open each week, multiply that figure by 48, and then multiply the result by your daily billable hours.

Work Weeks x Days You Are Open x Daily Billable Hours = Annual Billable Hours

Now that you have your annual overhead and your annual billable hours, you can do the first eye-opening bit.

This is the scary part.

Take your annual overhead, and divide it by your annual billable hours.  This is the hourly rate you have to charge just to BREAK EVEN.

Annual Overhead ÷ Annual Billable Hours = Break Even Hourly Rate

Wow.  If you’ve never done this before, it’s probably a good time to crack open a beer and stare at a wall in amazement.  Usually this figure is actually pretty close to what you are charging now.

Why?

People have an instinctual understanding of what their costs are.  What we don’t have an instinctual relationship to is profits.  So we pretty much charge what we know we have to, from instinct, but don’t build in any profits for ourselves.  That’s what we’re going to do next.

Profit

Yes, the P word.  There are a couple of approaches to this question, and a couple of ways to figure it.  The first way is as a dollar figure you want to earn.  The second way is as an overall percentage.

I like the first way, because I know that any time I need to make more money I can just up the figure and watch the dollars roll in.  An average shop will have about 16 billable hours in the day, or 3,840 billable hours in the year.  So adding just ONE BUCK to my shop rate will put $3,840 more in my pocket in one year, or $320 in one month.  Got a surprise expense? Raise your rate a buck.  These are hard numbers, folks, not “fuzzy math.”  Your hourly rate is your number one tool in your business arsenal.

Here’s how to do it the first way, as a dollar figure you want to earn: this is easy.  Take the figure you want to earn each week as pure profit, multiply it by 52 (you want to profit every week, even if you’re working only 48 weeks).  That’s your annual profit target.

To do this the second way, as a percentage of profit:

Take the percentage amount you want to see as profit and do the following math (i’ll use 35% as an example):

• Subtract the percentage from 100 (this gives you your margin, or 65 in my example).
• Divide the result by 100 (this gives you your profit factor, or .65 in my example).
• Divide your annual overhead by your profit factor and you will get the annual profit target you are looking for.

“But Mark, if I want 35% of $100,000 overhead, I just use $135,000, right?”  Nope.  The reason is that you’re looking for a percentage of your total billing, not a percentage of your overhead.

$35,000 is 35% of $100,000, sure.  However.. once you add the $35,000 to your overhead, your total billing is $135,000 — and $35,000 is just 25.9% of that figure.  You’d be missing your target.

With the method above, you come out with $100,000 ÷ .65 = $153,846 … and $53,846 is 35% of that total.  If that doesn’t make sense, read it again.. or just follow the steps.  They work.

Now you see why I like the first method better.

Taxes

Shiver.  Yeah, they suck.  There is a way to make sure you pay them ahead of time, though, and not lose your shirt — you can build them into your hourly rate.

First, remember that you only pay taxes on your profits — the government is friendly enough to let you deduct your overhead expenses from your taxes.  Otherwise we’d all be seriously screwed.

Basically, you do the same thing as the percentage method for profit I outlined above, but only to your profit figures.  When you do this, remember federal, state and local taxes — and add ‘em up!  It can be a mighty big number.  I’ll use a figure of 40% as an example, and yes, it really can get that high.

Here’s the math:

• Subtract your tax rate from 100 (100 – 40 = 60, your margin figure)
• Divide the result by 100 (60÷100 = .6, your tax factor)
• Divide your Annual Profit Target by your tax factor to get your Annual Tax Burden.

Annual Profit Target ÷ Tax Factor = Annual Tax Burden

Now For The Fun Part (Drumroll Please)…

Now you’re ready to figure your hourly rate! Do it this way:

Add up your Annual Overhead Figure, your Annual Profit Target, and your Annual Tax Burden.  This figure is commonly referred to in business as your “Nut.”  Make of that what you will.

Divide this figure by your Annual Billable Hours and you will have the hourly rate you must charge to make the money you want to make.

It sure isn’t twenty five dollars an hour, is it?

Your “Nut” ÷ Annual Billable Hours = Required Hourly Rate

Some Tools To Help You Do This

I hope by now you’ve been convinced that your hourly rate is the core of all your business principles, and can’t be chosen lightly.  I’ve attached an overhead worksheet to this document that you can download here, to assist you in doing all of this.

• Overhead Worksheet (PDF)

ProfitWatch

Another way to do this is with our ProfitWatch software, which I’d be remiss if I didn’t mention it here.  Keep in mind it works for any business, not just sign companies. It does all the math for you and provides a way to easily maintain your hourly rate through a wizard-like interface.  While you can do this yourself with this article and the worksheets, ProfitWatch is definitely a faster and easier way.

Order ProfitWatch here if you like.  It’s a whopping $29.

All of this functionality is also built into EstiMate’s Hourly Rate Wizard, which is the heartbeat of how EstiMate keeps you profitable.  If you’re not already using EstiMate, you should be.  Of course, I’m biased.

Update 1-22-10:

RateMate for OS X is now available – it is a port of ProfitWatch to OS X.

RateMate is also available for the iPhone.

Thanks for reading.  Go figure your hourly rate!