Capability 02

Business Performance

Know where profit is created, lost and hidden.

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What this work is

Profitable businesses are rarely profitable everywhere. Some products carry the rest. Some customers cost more to serve than they pay. Some branches have looked fine for years because their losses are buried in a company-wide total. Management usually senses this without being able to prove it.

Business performance work makes those differences visible. We build costing that reflects how the business actually operates, split profitability by product, customer, branch or segment, and identify where margin is being made and where it is quietly being given away.

The point is not the analysis. The point is the decision that follows it — repricing, renegotiating, restructuring a process, or discontinuing something that never earned its place.

You probably need this if

  • Overall margin is falling and no one can say which part of the business caused it.

  • You price by adding a percentage to cost, and the cost figure is a guess.

  • Some customers demand heavy service and you have never measured what they cost.

  • A product line has been kept for years on the assumption that it contributes.

  • Two locations with similar revenue produce very different results and nobody knows why.

What this covers

  • Profitability analysis
  • Product costing
  • Customer profitability
  • Branch profitability
  • Pricing analysis
  • Cost optimisation
  • KPI development
  • Management dashboards
  • MIS design
  • Budget versus actual analysis

What you get

  • Costing model

    Direct and indirect costs allocated on a basis that reflects real activity, not an arbitrary percentage.

  • Profitability segmentation

    Contribution and net margin by product, customer, channel, branch or segment, ranked.

  • Margin bridge

    A quantified explanation of why margin moved between two periods — volume, price, mix, cost.

  • Action list

    Specific, costed interventions with expected impact and the order to do them in.

Common questions

What data do you need to start?
Sales by line item, a cost breakdown and payroll. Anything else we identify as we go. If a data set does not exist, we say what it would take to build it.
Will this disrupt our team?
We need a few hours from the people who know how the operation runs. Beyond that the work is done on our side.
What if the analysis shows something uncomfortable?
It usually does. We report what the numbers show, including when the answer is that a favoured product or a long-standing customer is losing money.

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