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April 3, 2022 • 32 mins

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How do you price a cleaning proposal, and why is it so important?

In this episode, I dive into how our company, Universal Janitorial Services, prices our recurring clients.

People don't buy based on price; they buy based on perceived value. I give the example of the Chevy Spark vs. the Ford F-150. The Spark is the least expensive new car sold in 2021. The Ford-150 series starts at double the price and sold the most. If people buy based on price, they would have purchased the Spark and not the Ford F-150. They bought the Ford based on perceived value, based on whatever that is for them (utility, leg room, safety, etc.).

There are different ways to price: $$$/sqft, $$$/hour, by the job, and by a monthly or annual rate. Pricing on square feet or hourly can be problematic.

Our pricing strategy is to lose 80% of our bids due to price. We don't want to win them all. Why? If we win them all, it means our price is too low. If we only win 2 out of every 10, then it means that those two are very profitable.

There is no RIGHT or WRONG way to price, except that it's wrong to price and lose money on a consistent basis. You always want to make money.

Our price has 4 components: labor, supplies, overhead, & profit.

Labor is simply the calculation of the gross wage (rate paid per hour x hours per day x days per week x weeks per year). Then we add in our labor tax rate. Some people add in insurance rates, uniforms, etc. We don't do that, but it's not a bad thing if you do. We add this into our overhead.

Supplies, for us, are based on the Scope of Work (SOW). We estimate supplies based on that SOW.

Overhead is EVERYTHING that is not labor or supplies. So, for Universal Janitorial Services, this includes insurances, payroll processing, postage and delivery, marketing, legal, accounting, my salary (we are a C-Corp), rent, utilities, telecom, SaaS, office supplies, and more. I create a multiplier. ALL of our clients pay this multiplier. This is based on (= Overhead /(Labor + Supplies)).

Profit is whatever you make of it. Our goal is around 10%. Again, we are a C-Corp and Uncle Sam takes 35% or so of that. If you're a pass-through entity like a LLC or Sole-Prop, then you definitely need that percentage to be higher to cover your pay.

I add up all 4 components to come up with an annual rate, and I divide that by 12 for a monthly recurring rate.

Finally, we create an overall company P&L and create individual P&Ls for each client. That way we can track which clients make us more money than the others.

Resources mentioned:

Copy.ai

Video Walkthrough On Our Pricing (Important to note: I rewatched this video I made last year and caught a mistake in the profit calculation. The enclosed Spreadsheet in the line item below actually has the correct calcs - Mark).
Sample Pricing Spreadsheet from Video above

Apogee Mastermind application. Napoleon Hill defined the mastermind principle as "two or more minds working actively together in perfect harmony toward a common definite object." At Apogee, we meet in small groups each week to act as a peer group or a board of advisors to help both you and your business grow. We pool together resources and help each other through challenges, pitfalls, and wins. We're also planning on a live meetup

Mark as Played
Transcript

Episode Transcript

Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Unknown (00:01):
How do you price a cleaning proposal? And why is
this so important?
Hey,I'm Mark Lineberry with beyond
the mop. And in today's episode,I'm going to talk about exactly
what we do to come up withpricing for our commercial
clients. Buckle up. This is canbe intense. But first, with each
episode, I offer a pro tip, aresource, a full cup, something

(00:25):
that helps your business growoutside of just the podcast
content. And today, I'm going totalk about copy dot A I O, what
is that you may ask? Well, areyou the type of person who hates
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(00:47):
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(01:08):
that actually make sense. Youcan then use these in your
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social media content, and so somuch more. For example, I just
typed this sentence, follow meon this, I typed why hiring a
commercial cleaning company willimprove your business. That's

(01:30):
all I typed. copy.ai gave me 12Different examples I can use in
my business. Here's one example.
Hi, name, we're glad you're withus. Your business is unique to
you. And we want to make surethat you're cleaning it as well.
That's why we're giving you afree consultation to see how we

(01:51):
can help you achieve your goalsand design a customized cleaning
plan that works for yourbusiness. How cool is that? I
typed in one simple sentence.
And it gave me all that as anidea. Here's another example
from that same sentence that Ityped again, that sentence was
why hiring a cleaning companywill improve your business. It
also gave me you'll never belate for that big meeting again.

(02:14):
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means you're more productive,right. That's why we're excited
to introduce you the bestcommercial cleaning company in
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(02:38):
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(02:59):
started diving a little deeperwith that. But I've been having
fun just typing sample sensesjust to see what we come up
with. It's an incredible tool.
I'm surprised people aren'ttalking about more. There's
other services out there like itbut coffee die is the first one
that came to mind. Definitely gocheck them out. Now I know you
join on this podcast to hearabout pricing. So let's dive in.

(03:20):
First off, know that when whatI'm going to share to you is my
example. It's why I should saynot my examples are example from
our commercial cleaning company.
You know there's there'sdifferent ways to price now I'm
going to talk about a lot.
There's different methods,there's different techniques,

(03:41):
I'm going to share with you whatwe do as a company. It's not the
only way. It's not the perfectway. It's not the right way, but
as far as I could tell it's thebest way for us in terms of our
pricing as worked every singletime. I haven't over bid. I
haven't underbid unless I goofup on the hours. I've always
been right on the dot. But todive in pricing is super

(04:05):
important. See if you're toohigh, you could price yourself
out of contention, right? Younever want to do that. How many
times have you had a customercome to you and say rally your
prices like double the next guy?
Well, the next guy's probablypaying minimum wage Right? Or
here's another example. Yourprice is too low and well

(04:26):
frankly you could lose your mopright? How many times have we
been on project and we after webid we get like halfway into and
you go up I just blew thethrough the whole budget I'm
broke now.
scary feeling horrible feelingright? I've been there done
that. And then you always wantprice it within your prospects
vision. And that can lead tomore opportunities. In other

(04:51):
words, if you're pricing it andthe customer expects that price,
third guy except that price andthen they want to go Ford on
other projects with you, and I'mgoing to talk about that. But
first money is not everythingknow that money is not
everything. Money's noteverything repeat after me money
isn't everything. People don'tbuy based on price they buy

(05:15):
based on perceived value inrelation to that price. And I
could prove this to you a greatexample. And I've used this tons
of time, and you've heard italready. You're gonna hear it
again. In 2021, the leastexpensive brand new car was the
Chevy Spark. Well, how manyChevy sparks have you seen on
the road today? How many Chevysparks do your drivers or your

(05:38):
neighbors drive? How many Chevysparks have you seen on the
road? Have you passed up? Ihaven't seen any today, but it's
the cheapest brand new car outthere. Why aren't people buying
it? Well, let's flip over to thenumber one sold new vehicle and
2021. Do you know what that is?
It's the Ford F 150. series, itsells for double the price as a

(05:59):
spark as a base model. Money'snot the only reason why Ford F
150s. Out short sold the sparks.
In fact, Chevrolet iseliminating this spark because
nobody's buying it. Ford F 150sold more because of the
perceived value is far greaterthan what the Chevy Spark could

(06:22):
provide. And these perceivedvalues might include safety. For
some people, it might beutility, and might be options
and so on versus Chevy Spark,you're in there kind of like a
can of sardines or somethinglike that. But when a prospect
perceived value raises to theprice, they'll buy it always

(06:43):
increased your perceived value.
And I'm going to share differentideas to do that.
The next section I want to talkabout there's different ways to
price. You've heard it allright, you could price by price
per square foot or rate persquare foot, you could do a rate
per hour, you could do based onthe job, you could charge a

(07:05):
monthly rate or even annualrate. At Universal, we typically
calculate a monthly rate if theservice is recurring. If it's
one time, then we're discountoffer a one time price. We never
ever, ever, ever provide a rateper square foot unless the RFP
or the client demands that wenever ever, ever provide a rate

(07:28):
per hour unless the clientdemands it. And here's why. With
a rate per square foot, there'sa number of things that could go
wrong. Number one, they couldlie to you. Right and give you
intentionally give you some badinformation on the square
footage. Or maybe they don'tknow or maybe they just guess,
right and now you're bidding onyour own rate times that square

(07:52):
footage, and you're providingthem an incorrect price because
of some mis information. Not toolong ago, we bid on a location
in DC is about three or fourstorey building, I can't
remember. But they told us thesquare footage was 12,000 square
feet. I knew in my heart when Ipulled up to that building that

(08:13):
rate or that total squarefootage was incorrect. I just
knew and they had us do to walkthrough and it's like, well,
maybe there's sections theydon't want us to do. But they
showed us everything. Theywanted us to clean everything.
Why went online, and I found thearchitect to that building is a
newer building. I found thearchitect and the architect
within their website, they usethat building as part of their

(08:35):
profile. They said the buildingwas 18,000 square feet. So they
were off by a third. So imaginebidding on project because you
have some incorrect square footand now you're losing money
because of some misinformation.
Here's another reason I hatedoing it by square footage.
Years and years ago. This is atrue story our oldest client had

(08:57):
provided us building afterbuilding after building one his
buildings they provided to us.
They gave us a stacking plan. Astacking plan shows exactly the
floors and who occupies thosesuites within the floor is a
leased building. Right and theyhad multiple tenants. And so we

(09:18):
were in charge of cleaning thosetenants as an office building.
Well, they gave us the squarefootage of every single suite
everything added up the mathadded up. Always check on the
stacking plan, make sure theydidn't give a misinformation or
years and years went by and webuild based on that stacking
plan. One day we received aletter from them. They said

(09:39):
Mark, we regret to inform youthat but we gave an incorrect
square footage to you. We arerequesting from you a $10,000
refund because the squarefootage we provided a many years
ago was incorrect. They wanted a10,000 Dollar refund for

(10:01):
misinformation. So now we'rehaving to come out and negotiate
a deal to pay them back that$10,000. Yeah, we could have
said legally, hey, you providedthis information. This is what
you did detrimental reliance.
Hey, sorry, sorry, you're out.
But they provided us buildingafter building after building
year after year after year. Andso by doing so, which meant

(10:25):
losing a huge chunk of ourbusiness, so we didn't do that,
we gave them back their $10,000and moved on. We hate bidding on
a rate per square foot. Nowthere's problems with a rate per
hour two, here's the biggest oneI can think of, if you were to
go into a building and say, Hey,I will charge you $35 an hour to

(10:46):
clean your property. What's thefirst thing that goes through
that customer's mind? They go,Oh, this cleaning company is
just gonna lollygag take theirtime, take a law breaks, and now
I'm paying for all that. Thanks.
But no, thanks. I'll go with acompany who really knows her
stuff. So never charge a rateper hour unless it's required by
that client. Every now and thenyou'll have one that will ask

(11:09):
for that. Now diving into ourpricing strategy? Well, our
pricing strategy is this. It'sour goal to lose more contracts
than we win. Let me say thatagain. It's our goal to lose
more contracts than we win. Infact, it's our goal, to lose

(11:29):
eight out of 10 contracts andonly win two out of 10. We only
want to win 20% of the time.
You think what, what? What? No,yeah, yes,
we want to lose that. And wewant to lose eight out of 10
times because they told us ourprice is too high. Here's why we

(11:53):
do that. And follow this logic.
If you want to win 100% of them,and you're winning 100% of them.
Well, either one, you'reincredible salesman,
congratulations. But number two,and means your price is probably
too low. And because your priceis too low, they're buying it
just because they go wow, you'reoffering or proposing more value

(12:14):
than price. So therefore I'mgonna buy from me, all right?
Well, you don't want to be inthat situation. You want to be
losing money off contracts, justbecause you're getting them and
say yes, before we took overuniversal in 2010 2011. Here's
what happened, the previousowners pricing strategy was to
win 100% of them. And he wouldbid it even at a loss. And his

(12:36):
goal was, hey, we'll bid at allcosts, we can always increase
the price next year. But here'swhat happens when you're
increasing the price by3% 5% 10%. All loss, you're
still losing money. So is ourgoal to be bullish on our price
to only win a select few, wedon't want to win all them. And

(12:59):
once we do when our highlyprofitable to us, and our profit
margins are high? Well, that'swhat we want to do. That's our
goal. I'm not saying it has tobe your goal. But this is what
we want to do as an organizationwhen better contracts. Ever hear
of the term. If you'd be moreselective, you'll be more

(13:19):
effective. We want to beselective on who we do business
with. We don't want to dobusiness with everyone out
there. Well, what's in a price?
Everyone listening to this, ifyou ever price anything, you
know that there's four maincomponents that goes into your
pricing, number one, labor,number two, supplies, number

(13:42):
three, overhead. And number fourprofit, we think about there's
nothing else out there, right?
It's just labor supplies,overhead and profit. And so I'm
talking here are a 15 or 30,000foot level, we just have these
four components. Now I'm onbreak down exactly what
universal does step by step onthese four components to come up

(14:05):
with pricing? The first one'slabor, this should be easy for
all of you to calculate. Here'swhat we do with labor. We do a
rate per hour times. Or let meback up we do a rate times hours
per visit times days per week,times weeks per year. So if
we're paying $10 an hour iseight hours of visit that's

(14:28):
eight out 80 hours a day. Ifit's five days a week, then
that's $400 a week, right? Andthen 400 times 52 weeks, that's
a gross annual wage of over$20,000 In that example. So
multiply that total that grossannual wage by our labor tax
rate. What's the labor tax ratefor us and it can be different

(14:51):
for every company out there. Forus we have FICA FUTA suit And
really that's it. So let's divein each component FICA, we all
have FICA taxes to pay, right?
If you have employees, you mustpay a Social Security tax. And

(15:14):
you must pay a Medicare tax.
Right? So Social Security tax is6.2% of your gross pay.
Medicare's 1.45% of that grosspay. So 6.2 plus 1.45. Is 7.65%.
Just for FICA taxes, and thenfood or Federal Unemployment
Tax? Well, that's simple. It'spoint 6%. On anything not paid

(15:38):
to the state. So if you're notpaying your state unemployment
taxes, well, your food attacksis a lot higher than that. But
point 6%. So point 6%, that's,you could do the math. So for
every $100, it's six bucks, no,no 60 cents, right? Is that how

(16:01):
this Yeah, 60 cents, 100 bucks.
So sorry, I need more coffeehere. So we just add in
FICA plus FUTA. And now stateunemployment Sui, that's your
own individual rate. Everysingle company has their own

(16:23):
individual assign tax rate, it'sdifferent for every company out
there. So when you're on theseFacebook groups, when you say,
hey, multiply your labor by suchand such percent, well, it's
different for everyone. Okay, inone state, I have half of 1%.
Another state I have about 1%.
And then up in freakin Maryland,I have 10%. I know you're

(16:44):
saying, Wow, 10% is a lot ofmoney. It's different for
everyone. And it's based onpayment history is based on
experience is based onunemployment filings, which we
had quite a few up there. It'sbased on so many different
things and just piles on, andyour rate can change every

(17:04):
single quarter. So a new quarterjust started, what couple days
ago, here we are April of 2022,we should be getting a new rate,
or at least receive notice ofit, everything we get, we just
send to our payroll company. Andthey need to adjust that every
single quarter. So you need toknow what your state
unemployment rate is veryimportant to know, super

(17:29):
important. So roughly 7.65 pluspoint six, so that's 8.25,
right. And then I add the stateunemployment rate to that, let's
say it's 6.75%. Let's round itup to 15% Total in this example.
So if you have a gross annualwage of let's say, $100,000 a

(17:50):
year just to keep my mathsimple, you're talking $1,500.
And or $15,000, I should say inlabor taxes, just for that one
employee. Now I know with theunemployment rates is capped off
at you know, 7000 for somestates, 8000. For others federal
I think is a, so varies bystate, definitely check, check

(18:14):
your rules on that it's not anabsolute, but whatever's
leftover, we just use forprofit. On the flip side, if we
have employee turnover withinthat position, then that rate
resets. And that cap has to bemet once again, before you start
getting some credits on that. Sosomething to know. So as a
recap, labor, all I do is takethe rate that we want to pay the

(18:37):
employee times hours per visittimes days per week, times weeks
per year, times the labor taxrate of whatever that is to come
up with labor.
Well, the next component that wecover is supplies. Our supplies
are based on the scope of workfor that client. So I could be

(18:59):
in one client and maybe theyjust want simple vacuuming and
are like today I did one todaysimple vacuuming and dusting
that's it. So what do you needtheir features can do vacuuming
dusting what you need. Obviouslyyou need you know, microfiber
cloth, maybe you know spray tospritz and vacuum cleaner.
Really that is it because it'sall carpet. I don't need

(19:22):
anything else I don't need formachines, I don't need bags
because I'll need to take outthe trash because they actually
have another service that takescare of as part of the property
management. So the scope of workthere is very simple to us.
Conversely, there are schoolsthat we clean where over the
summertime, we're in therestripping and waxing, we need to

(19:43):
bring in the carpet machine weneed to do everything and it's
all included within the pricebecause that was the requirement
with the RFP. So the scope ofwork and the price increase what
the scope of work increases inthere for so does the price. So
it's can be different for everysingle location. When you do
your walkthrough, you need tofigure out what supplies will I

(20:06):
need to make this happen? I needa mop bucket. Do I need mops? Do
I need dust mops? How much am Igoing to have to need? Am I
doing bathrooms? Am I doinghallway salt, you're you're
gonna need like two differentmops right there, my donut
kitchen will add a third, right?
So you're gonna have to figureall that out and calculate that
before you submit your prize.

(20:27):
It's not a fixed percentage,guys, it isn't. Because again,
you might be doing specialty forwork as part of the proposal.
You might not be Nash this canchange everything for you. But,
uh, basically definitelywouldn't need a heavy machinery
so your cost could be low.
Conversely, if they want you tobuff each week, that's just
gonna jack up the price. Someclients also wants to provide

(20:48):
consumables, such as toiletpaper, paper towels, hand soap,
trash liners, and so forth, thatjacks up the price worse as
well. And we always pass thatprice back along to the client
in one of two different ways.
Number one, we bake it into theprice. Or two, we'll add in as a
separate add on to our contract,hey, if you want to order a case

(21:10):
of toilet paper, this is goingto be the price for you. So two
different ways we do it.
So I just covered two of thefour ways. Again, labor, simply
just calculate gross annual wageand multiply it by your labor
tax rate. And then supplies, Ifigure out what supplies are
needed based on the scope ofwork for that project. We added
up and I create an annual pricefor that. The third thing I do

(21:34):
is come up with overhead. Nowthis Listen to me, guys, this is
so critically, criticallycritically important. Overhead,
what is overhead? overhead?
Think about think about thepricing here. You have labor
supplies, and what's leftoveroverhead, right? This is the
stuff that's not supply related,and it's not labor related. So

(21:54):
for us, this includes costs torecoup our costs for rent. Okay,
my salary, because I'm a C Corp,I need to cover our office
staff, I need to cover software,SAS, I need to cover office
supplies, printing, postage,delivery, accounting, labor,
marketing costs, cost for thispodcast, even website,

(22:18):
everything I need to cover allthese different costs. And in
order to do that, I need tocreate and figure out, well,
what can each client paincontribute to cover and recoup
these clock costs. So here'swhat we did. We take all of our
non labor and all of our nonsupply costs example I just

(22:40):
gave, and I created amultiplier. And here's how we
did that. I'd look in our p&l.
Each and every one you listen tous, if you have a cleaning
business, you need to have aprofit and loss statement going.
Okay, and I'm gonna dive intothat here in a second. But a
profit and loss statement, youwill look in there, what's not

(23:01):
labor related, what's not supplyrelated and add up all those
costs. Now take that added upall the income that your
customers brought in for thatsame period to cover those extra
costs. And you could create apercentage out of that. It's
that easy, guys, it's not hard.
So basically, I create amultiplier, also known as a

(23:25):
percentage out of it. And Iapply it as a percentage of
labor plus supplies. You coulddo it based on income, overall
income by do it based on laborand supply. So I add up all the
labor and supplies for all ofour clients, add up all those
overhead costs and divide thattotal for total overhead divided
into the sum of labor andsupplies for all of our

(23:50):
locations. And that gives me apercentage. I know that all of
our contracts must be X percentmore based on labor and
supplies. So again, thisincludes rent marketing, legal,
like I covered accounting,travel, conferences, training,
insurances, payroll, processing,interest charges, depreciation,
so many more.

(24:12):
So I know you're headspin atthis point, if if you're not a
numbers guy, Hey, I'm sorry. Youneed to know your numbers, or at
least have someone look at thisobjectively in figured us out
because if you don't know yournumbers, he can't come up with a
price. It's impossible to comeup with a price. Without knowing
your numbers. You need to knowyour numbers. And the best way

(24:34):
to find your numbers is to lookat your p&l. p&l again. It's
requirement you have to do ityou can easily look at Schedule
C if you're if you're, you knowsingle member LLC, or pass
through on our maybe a soleprop. If you're a corporation,
you're filing 1120 s or 1120.
You by law, you have to do a p&leach and every time and you

(24:55):
could pull that information veryeasily off of that from your
account, and then compile thenumber or even ask the
accountant to help you out onthis. And if you got any
questions definitely reach outto me, I'd help you out. On a
low level. Again, I'll know yournumbers fully. So I can't give
accurate numbers or anythinglike that. And the last

(25:16):
component, well, that's profit,what's profit? What's different
for everyone? Okay, there's noright or wrong ways to calculate
profits, whatever you want tobe, quite frankly, for example,
I'm a C Corp. And as a C Corp, Ihave to pay myself a salary
through payroll, I'm not allowedto do an owner straw. So for us,

(25:38):
I include that in overhead, I'llinclude that in profit. Okay, so
when I pay myself, my businesspartners, not out of the profits
of the company. Okay, Uncle Samcomes along, and they look at
the profit total for us as a CCorp. And they tax us a freakin
large percentage, like 35 pluspercent, based on that total

(25:59):
profit. And they call that acorporate tax. So it's our goal
to get our profit as low aspossible. And the best way by
doing NAS turnaround, I givemyself a raise, give my business
partner raise, buy moresupplies, by car, whatever, just
to bring down that number sothat we don't have to pay any
taxes on that. So again, I haveto pay myself a salary through

(26:23):
payroll that's overhead, it'snot pass through entity like an
LLC. So it's not like if you'rea single member LLC, you could
do an owner straw as a passthrough is little different. So
if, if you're doing 10%, as a CCorp, hey, I think 10% is really
high number, quite frankly. Butif you're doing 10%, as an LLC,

(26:46):
you're going broke, because youcan't live off 10% of the income
unless you got a super huge, youknow, billion dollar business or
something like that.
So I just told you how tocalculate labor supplies,
overhead and profit, just thosefour things. So now I calculate
an annual rate by adding uplabor supplies overhead and

(27:09):
profit, I add that come up withan annual total, I could divide
it by 12. To come up with amonthly rate, I can now divide
that annual total by the totalhours that we're going to do in
a given year to come up with anhourly rate, if I wanted to do
that. Or I can take the annualrate and divided by square
footage to come up with a rateper square foot on an annualized

(27:32):
basis. A lot of our commercialclients, they always want to
analyze basis, not monthly basisor per visit, because they want
to compare the their lease ratesto other expenses in that same
category under lease rates arealways based, annualized. So
that's how we come up withpricing. There's nothing there's
no secret sauce, there's nosecrets here, I shared

(27:53):
everything and very quick,hopefully succinct way, I tried
to do this little faster on acouple takes, but I just
couldn't do it, this is the bestI could do. And then after we
win a new client, with theseprices that we propose will
continuously update our profitand loss for our company. And

(28:14):
then we'll track a p&l for eachand every client. So I'll have a
spreadsheet that shows anoverall p&l. So I know overall
company wide. This is how we'redoing also do an individualized
p&l within Excel for everysingle client. Sorry, got the
labor are you got the suppliesare you got the overhead, right?

(28:36):
Because you have to calculatethat for everyone already know
the profit percentage, and Ilook in there and so as our
pricing changes, right, becausepricing doesn't change, but
circumstances change within agiven client, you know, maybe
they maybe the cost of suppliesgo up but you're locked into
contracting, you can pass thaton, okay, or maybe you decide to

(28:57):
give one your employees a raise,and that impacts the price or
maybe your employee quits hehire someone new Allah right now
you have more profit. So I do anindividual p&l For every single
client so that way I can tellyou beyond any certainty or any
uncertainty that any givenclient is making us this much

(29:20):
money and I could tell you,which of our clients are more
profitable versus other clients.
And that's how we do it. iThere's nothing else there's no
other secrets in there. I hopethis made sense to you. But
here's what I like to do. Irecorded a companion video of
exactly this. i It's it's hardto talk and describe this

(29:42):
through a podcast withoutshowing numbers right your your
head is already dizzy andspinning right now is he
listening to this? So if you gointo the show notes, you'll see
within the show notes of thispodcast, a companion video and
you can get access to that soyou can see step by step and
also a companion Excelspreadsheet. So that way you can

(30:05):
see how we price step by step bystep and how that companion
video ties up with that examplepricing so you can see step by
step exactly what we do to comeup with a price. Now I hope this
made sense, I hope is reallyuseful to you. If I could do
anything for you certainly reachout to market my clean pivot

(30:30):
calm but for more informationabout this show and resources
mentioned, definitely check outbeyond the mob show.com Again,
that informations can be in theshow notes if he felt the show
was worth five stars or even areview or rating. And please do
so. I love it man. We're onApple podcast, Spotify, Google I
Heart Radio or wherever youlisten to podcasts that and this

(30:52):
podcast has actually beenbrought to you by Apogee
mastermind, Apogee masterminds abrand new mastermind I
facilitate for service basedprofessionals, not just cleaning
but service based so anyone inthe service based industry, and
my target audience is anyonewho's earning about a quarter
million dollars or more inannual annual revenue is

(31:14):
basically be braintrust aboardadvisors. Basically, Board of
Directors coming in to help youand your business grow. And so
we can't do this alone, right?
It'd be foolish to do it allalone. But if you're in a
mastermind situation where youhave people pouring in tea and
helping each other out, then youlearn tons from it and you'll

(31:36):
grow through it. So if I couldbe a service there again, you
got my email market my cleanpivot.com I'd be more than happy
to answer questions for you.
Websites worth coming. Take alook at the show notes. You
might see it in there one day,but it's not in there just yet.
If there's anything I can do foryou again,
I'd love to hear from you. Ifyou felt this was worth it
again. Love to have a rating andreview and thank you for your

(32:00):
time for listening. God therekonkret man price right don't
lose money. Don't lose your mop.
Man go conquer the world andmake some money.
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