The NKBA Annual Design Competition induces comparisons, invites
the sharing of ideas and inspires others to excel. These things are
as important as the resulting publicity it garners for the winners,
NKBA and the industry.
Indeed, it is exactly that kind of stimulation that is needed if
kitchen and bath firm owners are going to sharpen their business
acumen and improve their bottom lines. Lack of business know-how is
conceded by many to be the primary reason why dealers in this
industry fail to reach their profit potential. In my view, major
strides in growth and profitability can be achieved when small
groups of dealers compare financial statements and work together to
improve their respective firms’ performances.
understandably keep their bottom-line results a secret because
that’s “privileged information” known only to them, their
accountant, their spouse and the IRS. But, the underlying reason
may be that they are unsure if the results are really any
At best, dealers may share sales volumes and gross profit margins.
Out of pride, these numbers are often inflated and hardly the best
yardsticks of success.
But, what if dealers could get beyond any immediate
embarrassments and compare their financial results to similar
operations in other parts of the country? The following represents
the tremendous gains that could be achieved.
- Understand Financial Statements. Too many dealers impulsively
make important business decisions based upon their checking account
balance. And, too many dealers use a cash method of accounting that
seriously overstates the firm’s financial position. To reach their
full potential, dealers need to balance their design expertise with
business smarts. That process begins with knowing how to read,
analyze and use financial statements to make sound business
- Secure Better Advice. Accountants typically have an arms-length
relationship with kitchen dealers. By being more financially savvy,
dealers will ask better questions of their accountants and
advisors. As a result, they will receive more pinpoint advice,
better service and greater value from these professionals.
- Discover Better Business Models. Most dealers think the fastest
way to increasing their net profit is by adding more salespeople.
Frequently, in such growth scenarios, gross profit margins plunge
and owners find themselves in a sales manager’s role that they may
neither enjoy nor be effective at. One major benefit of comparing
financial statements with other dealers is the discovery of more
profitable business models that also may be more suited to an
owner’s goals, skills and resources.
- Validate Higher Gross Profit Margins. The perception that “it
is impossible to earn a 40% gross margin in my market” will change
immediately upon seeing that one or more similar-sized operations
in a roundtable group exceeded this number in markets less affluent
than their own. Indeed, it will trigger the motivation to learn how
these margins were earned.
- Learn More Effective Marketing Strategies. Ever wonder why
customers will continue to buy projects from the highest-priced
firm in town? Business experts agree on two answers: (1) because
there is a “perceived value” and (2) the firm is a more effective
marketer than area competition. Most dealers don’t allot enough
dollars and time to developing what may be largely inexpensive, but
highly effective marketing vehicles to convey the value of doing
business with their firms. Discovering these techniques is a
natural byproduct of financial comparisons conducted in intimate
- Gain Greater Staff Productivity. How is it that one or more
dealers in a roundtable group can earn 50% more gross profit
dollars per staff person? Any of the following could be important
factors: (a) better quality salespeople can sell at higher margins,
(b) staff is organized more efficiently, (c) subcontractors are
used instead of payroll installers, (d) excellent management
systems plug profit leaks, (e) incentive systems are based on gross
profit, (f) monthly in-house training classes are conducted for all
staff, or (g) all of the above. Imagine the impact that
successfully transferring a few of these ideas could have on
another dealer’s business.
- Streamline Overhead Expenses. Financial comparisons will yield
where the most successful owners invest their overhead dollars.
These expense comparisons can be very helpful in focusing where a
dealer can make substantial improvements in his or her own
- Increase Owner’s Return. Just how much in the way of a
market-rate salary, perks and net profit can a dealer make in this
industry? Most owners probably would like to know, and that,
ultimately, may be the single, most important benefit of a dealer
financial comparison. By not knowing, dealers lack a clear vision
of financial success and a concrete plan to achieve it. Intimate
financial comparisons with other dealers in the industry empower
owners to establish compelling new goals, prioritize the means to
achieve them and serve as inspiration to stay the course.
Like with design contest entry comparisons, financial
comparisons will uncover information and ideas that can fire up the
competitive spirit so dealers reach new heights of performance. In
the final analysis, the need for greater business knowledge and
improved financial performance should outweigh any dealer’s fear of
embarrassment to participate in such programs. The opportunity for
advancement is just too great.