{{ videoLabel }}

Workbook

CLEAR RESPONSES

Workbook

{{ savedLabel }}

{{ yeInsightNote }}

Workbook

{{ savedLabel }}

A tip from Zebulon

Don't chase every $40 subscription. Your top handful of vendors is usually 90% of the spend, so get those three answers right and the rest is rounding.

A Tale of Two COAs:

{{ savedLabel }}

Workbook

{{ savedLabel }}

A NOTE FROM ZEBULON:

Most owners set their pay by whatever's left over. That makes your household the last creditor the business pays, and hides the real cost of running a business. Your personal budget is a business number: it sets the floor for your pay, which sets the minimum profit needed, which sets ballpark revenue. Pay yourself first, and the business has a target it can be held to. Skip yourself like always, and find out what your life really costs, one surprise at a time.

{{ opInsightNote }}

A tip from Zebulon

Fill this out with whoever shares the bank account with you. The number you come up with alone is almost always low, and the gap shows up in the business, not the household.

Workbook

{{ savedLabel }}

A NOTE FROM ZEBULON:

Gross profit is the money left after the cost of delivering the activity or thing you sold. It pays for everything else: your staff, your building, your pay, your growth. You cannot see it at the company level alone. Two activities can post the same revenue while one funds the season and the other eats away at it. Build the trip first, then add up the year.

{{ gpInsightNote }}

A tip from Zebulon

Run the cost lines on your busiest trip first. It sets the pattern for the rest, and it is the one where a $12 change per trip is worth real money by October.

Workbook

{{ savedLabel }}

A NOTE FROM ZEBULON:

Bonuses, food, training, uniforms, and the taxes that ride along with payroll are not willy-nilly spend during and after season. They are an investment, and the business can manage its investment before the season starts. Gross profit less overhead, less the profit you need to keep, that has nothing to do with people, it is what you have to work with. Invest it wisely.

{{ f4eInsightNote }}

Workbook

{{ savedLabel }}

A NOTE FROM ZEBULON:

A profitable season can still run out of money. Profit is earned over a year; but cash is spent on a Tuesday. This module helps you anticipate the thin months before you're standing in one.

{{ cfInsightNote }}

Workbook

{{ savedLabel }}

A NOTE FROM ZEBULON:

Eight modules of work land here. This one puts the season you said you wanted next to the season you just built, and tells you where the two disagree. Where a line no longer serves the target, the module that set it is one click away.

{{ ftInsightNote }}

Workbook

{{ savedLabel }}

A NOTE FROM ZEBULON:

Needs-based pricing looks past the profit and loss to what your employees, your family, and your business actually need, and charges for it. Most people get sticker shock before they adopt what prices we recommend, then thank us later when their profitability substantially increases.

{{ npInsightNote }}

Workbook

{{ savedLabel }}

A NOTE FROM ZEBULON:

Your employees are your internal customers. And you can decipher how you're doing as an employer if you ask employees the right questions.

Workbook

{{ savedLabel }}

A NOTE FROM ZEBULON:

Module 11 (Employee Engagement Surveys) gave you data on your performance as management. This module gives you data on individual employee performance, in areas a tactical-heavy industry rarely thinks to measure. Pinpoint your high performers, and separate the wheat from the chaff.

Workbook

{{ savedLabel }}

A NOTE FROM ZEBULON ON TIMING:

Do this one while the season is still fresh. Yes, your brain may be fried from the season, but the longer you wait, the more you'll forget.