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David Brown: Narrow Focus, Big Returns

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David Brown: Narrow Focus, Big Returns

David Brown: Narrow Focus, Big Returns

Use the 80-20 rule to control your overhead. 

BY DAVID BROWN

David Brown: Narrow Focus, Big Returns

Published in the May 2012 issue

One of my favorite rules of thumb is the Pareto Principle — the relationship between cause and effect that has such a profound effect on how a business operates.

The Pareto Principle, or its better known name, the 80-20 rule, was based on the studies of an Italian, Vilfredo Pareto, during the 19th century. Pareto discovered that 80 percent of the wealth in his study group was concentrated in the hands of only 20 percent of the members. He then noticed that the principle applied to other areas of society — 80 percent of the crime was committed by 20 percent of the population, 80 percent of the population lived in 20 percent of the country, and so on … 

So what does this have to do with retailing?

Very simple. By applying the 80-20 principle to your business you can concentrate more effort on the 20 percent of activities and time that give you the majority of your results. For example:

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  • 20 percent of staff will give you 80 percent of your sales
  • 20 percent of inventory will give you 80 percent of the units sold
  • 20 percent of vendors will provide 80 percent of your inventory
  • 20 percent of your expenses will incur 80 percent of your costs As our focus is on financial data, let’s talk about expenses.

If you’re looking to control overhead it would seem easy to look at all expenses equally, but that is time consuming. You can effectively review 80 percent of your costs by concentrating on the main areas that consume overhead:

  • Wages
  • Rent
  • Marketing

Given that rent is largely a set cost, you can review a large percentage of your expenses by going through only two departments.

Alternatively, depending on your expense system you can focus solely on those transactions that are over a certain value, or are expenses that repeat on a regular basis. Again you’ll probably find that a small number of line items will account for the large majority of your costs during a year. You won’t make a significant difference itemizing the photocopy paper purchased during the year, but the travel expenses, or a newspaper advertising bill may be easier to identify and have a much greater effect on your overhead.

Let’s look back at what you spent last year and ask, “Did this expense provide me with the return I needed?” This simple exercise takes little time and could save you thousands of dollars.

About the Author: David Brown is President of the Edge Retail Academy, an organization devoted to the ongoing measurement and growth of jewelry store performance and profitability. For further information about the Academy’s management mentoring and industry benchmarking reports contact Carol Druan at [email protected] or Phone toll free (877) 5698657 Edge Retail Academy, 1983 Oliver Springs Street Henderson NV 89052-8502, USA


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Wilkerson Testimonials

If It’s Time to Consolidate, It’s Time to Call Wilkerson

When Tom Moses decided to close one of the two Moses Jewelers stores in western Pennsylvania, it was time to call in the experts. After reviewing two candidates, Moses, a co-owner of the 72 year-old business, decided to go with Wilkerson. The sale went better than expected. Concerned about running it during the pandemic, Moses says it might have helped the sale. “People wanted to get out, so there was pent-up demand,” he says. “Folks were not traveling so there was disposable income, and we don’t recall a single client commenting to us, feeling uncomfortable. It was busy in here!” And perhaps most importantly, Wilkerson was easy to deal with, he says, and Susan, their personal Wilkerson consultant, was knowledgeable, organized and “really good.” Now, the company can focus on their remaining location — without the hassle of carrying over merchandise that either wouldn’t fit or hadn’t sold. “The decision to hire Wilkerson was a good one,” says Moses.

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David Brown

David Brown: Narrow Focus, Big Returns

Published

on

David Brown: Narrow Focus, Big Returns

David Brown: Narrow Focus, Big Returns

Use the 80-20 rule to control your overhead. 

BY DAVID BROWN

David Brown: Narrow Focus, Big Returns

Published in the May 2012 issue

One of my favorite rules of thumb is the Pareto Principle — the relationship between cause and effect that has such a profound effect on how a business operates.

The Pareto Principle, or its better known name, the 80-20 rule, was based on the studies of an Italian, Vilfredo Pareto, during the 19th century. Pareto discovered that 80 percent of the wealth in his study group was concentrated in the hands of only 20 percent of the members. He then noticed that the principle applied to other areas of society — 80 percent of the crime was committed by 20 percent of the population, 80 percent of the population lived in 20 percent of the country, and so on … 

So what does this have to do with retailing?

Advertisement

Very simple. By applying the 80-20 principle to your business you can concentrate more effort on the 20 percent of activities and time that give you the majority of your results. For example:

  • 20 percent of staff will give you 80 percent of your sales
  • 20 percent of inventory will give you 80 percent of the units sold
  • 20 percent of vendors will provide 80 percent of your inventory
  • 20 percent of your expenses will incur 80 percent of your costs As our focus is on financial data, let’s talk about expenses.

If you’re looking to control overhead it would seem easy to look at all expenses equally, but that is time consuming. You can effectively review 80 percent of your costs by concentrating on the main areas that consume overhead:

  • Wages
  • Rent
  • Marketing

Given that rent is largely a set cost, you can review a large percentage of your expenses by going through only two departments.

Alternatively, depending on your expense system you can focus solely on those transactions that are over a certain value, or are expenses that repeat on a regular basis. Again you’ll probably find that a small number of line items will account for the large majority of your costs during a year. You won’t make a significant difference itemizing the photocopy paper purchased during the year, but the travel expenses, or a newspaper advertising bill may be easier to identify and have a much greater effect on your overhead.

Let’s look back at what you spent last year and ask, “Did this expense provide me with the return I needed?” This simple exercise takes little time and could save you thousands of dollars.

About the Author: David Brown is President of the Edge Retail Academy, an organization devoted to the ongoing measurement and growth of jewelry store performance and profitability. For further information about the Academy’s management mentoring and industry benchmarking reports contact Carol Druan at [email protected] or Phone toll free (877) 5698657 Edge Retail Academy, 1983 Oliver Springs Street Henderson NV 89052-8502, USA

Advertisement

{JFBCLike}

{JFBCComments}

Advertisement

SPONSORED VIDEO

Wilkerson Testimonials

If It’s Time to Consolidate, It’s Time to Call Wilkerson

When Tom Moses decided to close one of the two Moses Jewelers stores in western Pennsylvania, it was time to call in the experts. After reviewing two candidates, Moses, a co-owner of the 72 year-old business, decided to go with Wilkerson. The sale went better than expected. Concerned about running it during the pandemic, Moses says it might have helped the sale. “People wanted to get out, so there was pent-up demand,” he says. “Folks were not traveling so there was disposable income, and we don’t recall a single client commenting to us, feeling uncomfortable. It was busy in here!” And perhaps most importantly, Wilkerson was easy to deal with, he says, and Susan, their personal Wilkerson consultant, was knowledgeable, organized and “really good.” Now, the company can focus on their remaining location — without the hassle of carrying over merchandise that either wouldn’t fit or hadn’t sold. “The decision to hire Wilkerson was a good one,” says Moses.

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Most Popular