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Hendy's avatar

Thanks for a great post. Hugely enjoyed it. I’d suggest the best use of this data would be tracking the change over time. A great way to catch early inflection points.

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Damien Parker's avatar

Top notch article and I am going to go through the lists very carefully for the gems hidden by a solid clod of dirt. Rev per staff member is a good metric for many professional businesses, indeed any biz which charges for time.

But, a caveat. The staff member has no control over revenue (read pricing of the tech

/service sold). That’s managements job and they can get it horribly wrong by incorrectly positioning it in the market. A very personal example: many years ago I wrote a set of business manuals for small/medium businesses. Started selling them at $169. Did all right. Then a marketing guy said to me ‘too cheap’, the perception is they cannot be any good. Increase the price to $489, he said. Absolutely heresy to my left Bain accounting background, but I did. They sold better than at $169. Go again he said. Try $695 but throw in an annual monthly newsletter, he said. I did, and they sold more and quicker than at $489. When I sold the biz in 2007, a much enlarged set of manuals sold for $3,000. Not possible today because the internet has made information pretty well useless.

My point is management is responsible for building the perception which dictates the price which determines the revenue. I would nominate Wayne Hooper of Laserbond as being one who is underselling his tech because he hasn’t built the perception of the value of what he offers the market.

Met a yank called Harry Schulz many, many years ago. His claim to fame was that he charges $3,000 an hour for his advice. And many flocked to him. I later discovered that his guarantee was this ‘and if I don’t deliver value, I will give you an additional 10 hours absolutely free. Harry’s probably still counting his loot in heaven.

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