<p>If you want to be a profitable service company, you need a proven mathematical estimating system that helps you to “sell your price.” Too many service companies believe they can be successful and stay in business by “pricing to sell.” J. Paul Lamarche has been teaching this mathematical pricing system to trade associations, service companies, equipment dealers and industry suppliers throughout North America for over twenty-five years. The JPL System allows you to: 1. Calculate your personal break-even point per employee-hour, per equipment-hour and per job. 2. Determine which jobs are lucrative and which ones lose money. 3. Incorporate “return on investment” into your quotation, so that funds are available for replacement vehicles and equipment.</p>

What the Market will "Bare": a mathematical pricing system for all service companies (JPL Books Edition)

Business & Money

Lamarche, J. Paul

Finance

Jpl Books

It is a common misconception that growth alone can solve a company's shortcomings. In fact, many people believe that growth, expansion, rising sales and increased profitability are synonymous, but uncontrolled growth can be deadly. Did you know that the number one cause of bankruptcy is uncontrolled growth? This book examines the following: ~How growth affects productivity ~The contradiction between increased sales vs. increased labour/overhead percentage ~Volume companies vs. service companies ~How adding equipment or vehicles without corresponding benchmark work reduces productivity ~Understanding the numbers: Productivity vs. sales per person, per job, and per vehicle Increasing both sales and profit is a delicate process and I have learned that sometimes it is necessary to take two steps back to gain control of unchecked growth.

Price, $ell, Produce!: Can you dig it?

Management & Leadership

CHALLENGES FACING THE INDEPENDENT RETAILER It happened to your corner family store. You know, the establishment that provided personal credit, delivered the groceries right to your door, and gave you better value for your dollar.  These stores had better selection and always seemed to know what you were looking for. Those were the days when owners, employees and customers had time and opportunity to build personal relationships along with business relationships. Everyone knew each other by name. Not long ago, "the family hardware store" and the "Mom and Pop diner" suffered irrevocable changes that led to their demise and today the family store faces similar challenges.  Good service, good value and friendliness will not save them.  Perhaps future generations will lament the decline of family business in America.  In any case, many children of these "Mom and Pop" outfits did not want anything to do with the "Mom and Pop lifestyle." Who really wants to work sixteen hours a day, for seven days a week? Besides, the land where the family business was situated became very valuable, so they sold that valuable land, bought a lovely home in the suburbs and lived happily ever after. But that's another story.

$eeds for Change: The Retail Pricing Survival Guide

Accounting

Common $ense Tools: for IGC Managers

Marketing & Sales

You can't manage by standing around

Front Line Training: Skills for the Retail Environment

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