CASE STUDY – MANUFACTURING COMPANY 1
A $10 million manufacturing company losing almost $1 million a month, 84 employees, 30k sq. ft building (15% was utilized) at 40% of output capacity. He was known in his space as offering “cheap” products.
Banks were about ready to call in the loans. An ex-partner had a lawsuit against him, he had a 2nd mortgage on his house, and no one in his company even listened to him.
CASE STUDY – MANUFACTURING COMPANY 2
A custom furniture company that has been around for 2 years, the owner has no business experience. Just making furniture. Makes small items and sells them on Etsy to keep money coming in fast. Most of the furniture he makes takes about 3 months to produce, and he only has corporate clients, which then takes 3 more months to pay him. He was purchasing all the raw materials on his credit cards. No CRM or bookkeeping software. He did not know if all his invoices were even paid. Had a one-page website and no social media presence. No marketing at all.
How a mastermind group helped him double his revenue.
Keith was part of a private elite mastermind group. His manufacturing business was doing around $8.5 million a year in revenue, healthy profit margin, 35 employees. They owned their building and most of the equipment. They print bills, flyers, ballots, and then mail them out for medium and large companies as well as local governments. They have 2 smaller companies; one is a design firm and the other creates comic books. Both smaller companies are profitable and feed business into the main printing business.
How a mastermind group helped him share his knowledge.
Bob was a member of my private elite mastermind group. He owned 2 auto dealerships that were continually growing, grossing around $33 million a year in revenue, and were very profitable. The main reason he decided to join the mastermind group was that he was always on the lookout for new marketing strategies to use. The auto dealership industry is highly competitive, and he needs to stand apart from his competition, since they are all within a mile radius.
Massive Turnaround for a boutique
Retail business doing $250k a year, breaking even, the owner has not taken a penny out of the business for herself. No funds in reserves. Paid all bills. 90 days out-suppliers were always calling her. Behind on her lease. More people are shopping online and not coming into her store.
Family-Owned Outdated Business
Family-owned, window décor business for 6 years, a single-page website that was outdated and contained incorrect information. Just lost a sub-contractor that handled 85% of their installations.
FroFrffFromFrom breaking even to Making Profits
Service business in the legal industry doing $56k in their first year, breaking even, which included the owner paying herself. No funds in reserves. Only getting clients through referrals. Not working a full week, and would like to grow. She has no systems or marketing strategy in her business. Expecting to do $75k in her second year, all due to referrals.
Loss to Profit
A graphic art and design/marketing company with 1 employee (who did not respect the owner) was grossing $250,000 a year, with $600,000 in accounts receivable, 30 micro clients causing them nothing but problems and taking all their time up, and no clarity or systems in the business. The owner was supplementing the business with their retirement savings, and the business was not supporting itself. Accounts payable were around $500,000. Behind at least 4 weeks on all projects.
From the Business Running YOU, to YOU running the business
An HVAC business that has been open for 1 ½ years. The owner did everything and had phone service to answer any incoming calls. Has over 10 years’ experience in the industry and only wanted to take care of servicing HVAC, not selling or installing. He was spending $2,000 on social media ads and was getting 1-2 leads a week from them. The website was static and said the same thing as every other HVAC business. Did not know any of his financial numbers. Stated that he provides a bid for a project and never hears back from anyone. If they do call back, it’s 4 months later, and they want to negotiate his fee. Uses an Excel spreadsheet for his CRM.
From no Staff, to Fully Staffed
An HVAC business that has been open for 12 years. They had 3 employees, each with their company truck. His spouse took care of the phones and the office. He was spending $2,000 on a lead service per month and getting 10-20 leads a month. Also, spending $500/m on social media ads, and maybe was getting 1-2 leads a week from them. Stated he received over 2,000 service calls a year. Did not have a maintenance program in place. The biggest problem was finding quality staff. Wanted to stop being in one of the trucks all day so he could go and get corporate business versus residential business.
