Dear Smart Business Owner, this product is not for you if:

You look at your profit and loss statement and balance sheet every month and understand what they are telling you

OR

You’re making all the money you want, have a lot of money in the bank, and don’t care about your balance sheet and profit and loss statement

But,

• ▶ If you have a little nagging thought that your business is not as profitable as it could be

• ▶ You’re not making as much money as you want to be making

• ▶ You have big business dreams but you are struggling to make payroll and pay your bills

• ▶ You want a massively profitable and wealthy business so you can take care of your loved ones

... then read on.

Contractor #1

Contractor #1 started his business with a partner. They grew the business to $2 million in sales in 12 years. They thought they were doing great. They always had cash, they always took their vendor discounts, they never had a problem paying their bills…they were happy. Then at $2 million in sales, growth stopped.

They started having problems meeting payroll and taking vendor discounts.

What was wrong? The company was losing a nickel for every dollar they took in the door for 12 years…and they never knew it because they always had cash.

The Lesson: Growth hides lack of profit. You always have cash because of growth. Once growth stops the lack of profit causes cash flow problems. You have to look at and understand a P&L and Balance sheet.

Contractor #2

Contractor #2 was an extremely profitable company and had been for more than 10 years. One week, three of the company’s major clients filed bankruptcy, leaving the company with more than $1 million in uncollected receivables. The company went bankrupt too.

The Lesson: Being profitable is not enough. You have to build wealth too.

Contractor #3

Contractor #3 relied on and trusted his bookkeeper. He never worried about the financial part of his business because his bookkeeper was taking care of everything. He let her sign checks. He never looked at the bank statements or financial statements. He trusted that she was taking care of everything. When the company started having cash flow problems he discovered she had stolen thousands of dollars from him.

The Lesson: The job of a good embezzler is to become the trusted bookkeeper. You have to look at your cash and your financial statements every month.

Contractor #4

Contractor #4 thought he was a $4 million, profitable contractor. He looked at his profit and loss statement at the end of every month. He saw he had a profit or, sometimes, a loss. When he looked at his real net profit per billable hour, he was shocked to discover that he was earning $4.17 an hour.

The Lesson: Percentages don’t matter. The bottom line profit dollars do.

Contractor #5

Contractor #5 thought that he was profitable when the gross margins (GM) of his jobs were 40% or higher. He was disgusted when he discovered that one of his 40% GM jobs earned $73.34 profit an hour and another 40% GM job lost $21.37 an hour. He paid the customer to do their work.

He was frustrated even more when one of his jobs at a 64% GM earned $49.49 an hour and another one at a mere 19% GM earned $52.00 an hour…more net profit an hour than the 64% GM job.

The Lesson: Gross margins don’t matter. The bottom line profit dollars do.

If you think that none of these five contractors’ problems will happen to you…you are right if you pay attention to and understand the financial side of your business. You’ll be able to spot minor issues before they become major crises…and make great business decisions based on accurate data.

If you avoid your financial statements, these problems may not happen to you, something worse could happen!

The key to making sure you don’t experience these contractors’ problems:

A monthly review
(and understanding)
of your financial statements.

Before you come up with every objection you can think of as to why you can’t review your numbers every month – here is my, Ruth King’s, definition of Profit. (More about why I am qualified to say this later).

Profit is not a percentage. You can’t take a 10% net profit to the bank. The only thing you can take to the bank is dollars.

That’s why profit has to be measured in dollars – for every billable hour how much drops to the bottom line? This is your net profit per hour.

Unfortunately my research shows that too many contractors’ net profit per hour is less than they could earn working at a fast food restaurant. Why put yourself through all the hassles and stress when you earn less than you could make at McDonalds?

Now, onto the reasons you think you can’t do this:

▶ Reason #1: You're too busy

You have customers to take care of, employees who have issues, suppliers who want your time, and you are pulled in a thousand different directions. You don’t have time to look at a budget, profit and loss statement, and balance sheet every month.

▶ Reason #2: It's hard

Remember the first time you looked at a wiring diagram? Looked like “Greek” right?

But, you kept at it. Soon they became easy to understand and you wondered why you ever had a problem understanding them.

Financial statements are similar. The first time you look at them, they look “like Greek.” You don’t understand them. The second time is easier. Soon, with a little help, they become easy to understand.

▶ Reason #3: Your CPA does your books

Does your CPA analyze your statements or just report? Analysis is key to spotting minor issues and resolving them before they become major crises.

▶ Reason #4: You've got QuickBooks

QuickBooks can do some of the calculations for you. But, here’s the reason I never let computers do the financial analysis. You have to look at all the numbers…not just the totals like QuickBooks does. Even after 35+ years I still do the calculations by hand.

I look at the P&L. I look at the balance sheet. I look at the budgets. I can see things that are wrong that are hidden in the totals.

For example, if there is no rent in overhead, QuickBooks doesn’t factor the lack of rent into the calculations because it only looks at total overhead. I CATCH IT because I look at each overhead item.

By actually looking at the statements I find the little mistakes that can cause big problems later. Mistakes that QuickBooks doesn’t take into consideration because it only calculates results based on total amounts.

▶ Reason #5: You’ve got a bookkeeper you can trust

Remember Contractor #3 who trusted an embezzler? You can delegate the day-to-day bookkeeping functions. You cannot abdicate them. You are responsible for the overall financial analysis.

All you need is as little as 30 minutes a month…not 30 minutes a day, not 30 minutes a week, only 30 minutes a month. Can you find 30 minutes? Of course you can.

Where do you go for information you can trust? Where do you go for the simple explanations of balance sheets and profit and loss statements?

To me, Ruth King,

I’m known as the Profit & Wealth Shark. Like a shark, I can usually smell when there is something wrong with the financial side of your company.

And, I can help you fix what’s wrong.

Since 1987 I’ve given business owners like you the tools/processes to get and stay profitable and build wealth.

My most successful clients have profitably grown and sold their businesses for millions, and even tens of millions of dollars.

What makes them so successful? A monthly financial review of profit and loss, balance sheets, comparison to budget, and job cost.

I performed these financial reviews for my clients each month.

Can I help you?

I realized that there are so many contractors that want to do the reviews themselves, can’t afford, or don’t want to pay my consulting fees.

There had to be a way to get these tools in the hands of anyone who wanted them. Tools they could use to track their company’s financial performance and achieve the goals they wanted to…simply, and inexpensively.

So, I created your Financial Review System.

It’s simple to use.

• Follow the step-by-step instructions.
• Quickly graph your results following the instructions in an easy-to-understand video.
• Look at the results. Get the confidence you need that your business is going in the right direction. And, you can easily identify the problem areas if it isn’t.

If you want help reviewing the monthly financial data, we can help. One of my team of financial experts can review your data, or even do it for you.

So, what's in the Financial Review System?
Five templates:

1. Overhead Cost Per Hour Template
   Overhead cost per hour. This is a number you absolutely need to know. It is the basis for all of your pricing.
   It answers the question, for every revenue producing or billable hour, how much overhead should be applied to that hour?
2. Profit and Loss Trailing Data Template
   This graph shows you on a monthly and trailing basis (a year’s worth of data taken a month at a time), where your sales, gross profit, overhead, and net operating profit are headed.
3. Financial Ratios Template
   These graphs show you on a monthly and trailing basis (a year’s worth of data taken a month at a time), where your balance sheet ratios are headed.
4. Budget Template
   Budgets are usually created once a year and monitored monthly. This template gives you the ability to create your budget at any time of the year. And, you can monitor results monthly, or even weekly.
5. Job Cost Template
   How much did your jobs really earn?
   This template ignores percentages.
   It gives you the bottom line net profit per hour for your jobs.

That's it.

Everything you need to analyze each month to feel confident that your business is headed in the right direction.

How much does it cost?

Your introductory price is only $147 per template.

All five templates are $697 (Save $38).

After December 6, 2021, your investment increases to $197 per template.

Give me a call at 770-729-0258 if you want a review of your calculations or the templates done for you.

To get your Financial Review templates FREE:

Enroll in my two-day "Building Profit and Wealth" course.

CLICK HERE for more information and class dates.

As a thank you, you receive these bonuses:

• Bonus #1: When you invest in any template, I’ll include my report, How to Discover if your financial statements are wrong in as little as 60 seconds - FREE.
• Bonus #2: When you invest in any template, I’ll include my report “Simple Procedures to Protect Your Hard Earned Cash” – which gives you what you need to do every day and ever week to protect your cash…and my weekly cash flow report. - FREE
• Bonus #3: When you invest in all five templates, you get my award-winning books as a thank you (they come by snail mail):

Hurry - this introductory offer expires December 6, 2021.
Get started today.

Click the button below – choose the templates you want – upon approval of your credit card, they will be sent to you with your bonuses (remember to check your junk mail…sometimes the templates get caught there).
Or, call us at 770-729-8000 to invest.

There are four Operations Manuals:

• ▶ Residential Operations Manual for
  Companies Over $750,000 in Revenue

• ▶ Residential Operations Manual for
  Companies Under $750,000 in Revenue

• ▶ Commercial Operations Manual

• ▶ Plumbing Operations Manual

The details:

• ▶ Each manual comes in both paper and electronic form. You can edit the manual to customize it for your company. For example, the manuals say "ABC Heating and Air" or "ABC Plumbing." You make a global change to your company’s name.
• ▶ The electronic version has many forms and documents so you can customize your pricing, meeting agendas, sales reports, and more.
• ▶ The Career Track Manual, Keeping Score Pricing Manual, Job Descriptions Manual, Dispatcher Manual, and Service Manager Manual are all included with the Operations Manuals, with the exception of the "Residential Operations Manual for Companies Under $750,000 in Revenue."
• ▶ Each manual comes with up to one hour of telephone consulting time to help you implement the manual.

Here’s What People Have To Say:

Table of Contents Samples for:

• ▶ Residential Operations Manual: Companies Over $750,000 in Revenue

• ▶ Commercial Operations Manual

• ▶ Plumbing Operations Manual

These manuals have similar tables of contents. The content in each section is tailored to fit residential, commercial, or plumbing operations.

Each manual is $3,997 and comes in both electronic format and paper format. You can customize each manual to fit your company’s exact procedures.

Also included is the Financial Review System.

Here is the overall table of contents for these three manuals:

• Read This First!
• Overview - What this manual Is and Is Not
• How to Implement this Manual
• Operations Procedures
  • Pricing Methodology
  • Net Profit Per Hour
  • Calculate Overhead Cost Per Hour
  • How to Calculate Overhead Cost Per Hour
  • Getting Started on Overhead Cost Per Hour Calculations
  • Replacement/Project Pricing
  • Overall Procedures for All Field Personnel
  • Four Words to Eliminate from Your vocabulary
• Overview for Employees
  • Dress
  • Driving and Parking a Company Truck
  • Neatness counts!
  • Before You Leave
• Service Procedures
  • Service Technicians DO NOT Come to the Office
  • Service Call Procedure
  • Specific Service Call Procedures
  • Compressor Analyzer Form
  • Getting Parts Not on a Technician's Truck
  • Communications with the Office
  • Replacing Parts on Your Truck
  • Flat Rate Procedures
  • When and How to Get Help with Service Calls
  • Completing a Service Ticket - For Paper Tickets
  • Collecting for Service Calls
  • Educating the Customer About New, Replacement Equipment
  • Recommending Accessories
  • SPIFF Procedures
  • Time Sheets
  • Turning in Service Tickets
  • Tracking Refrigerant
  • Leak Policy Form
  • Float Switch Policy Form
  • On-Call Policy
  • Warranty Policy
  • Airflow Procedures
  • Callbacks and Warranty
  • Training
  • Tools
  • Inventory
  • Safety
• Maintenance Procedures
  • Maintenance Philosophy
  • Change Your Thoughts about Maintenance
  • No One Sells Maintenance
  • The First Maintenance Procedures
  • Maintenance Procedures for Maintenance Customers
  • Maintenance Performed as a Result of Marketing
  • Maintenance Plan Maintenance Procedure
  • Maintenance Performed in Busy Seasons
  • Maintenance Plan Form
  • Monthly Recurring Billing Form
• Replacement Procedures
  • Job Number Book
  • Job Folders
  • Warehouse Layout
  • Job Loading Area
• Installation Crew Procedures
  • Arriving at the Customer's Home
  • Start Up Procedures
• Warehouse Procedures
  • Overview
  • No Warehouse Supermarkets
  • Consumables or Inventory?
  • Job Staging Area
  • Service Technician Boxes
  • Daily Warehouse Activities
  • Seasonal Stocking Orders
  • Yearly Inventory Count
• Marketing and Sales Procedures
  • My Marketing Philosophy
  • Your Marketing Plan
  • Selling Service
  • The Maintenance Enrollment Process
  • Pricing Planned Maintenance
  • Maintenance Plan Commissions (SPIFFs)
  • Contests
  • Replacement Sales Process
  • Review of Service Tickets
  • Personal Referrals
  • Replacement Sales / Production Procedures
  • Enroll a New Maintenance Plan with Every Replacement Sale
  • Marketing Tracking
  • Sales Tracking - Weekly Sales Meeting
• Administrative Procedures
  • Getting Pictures and Bios of Field Personnel
  • Answering the Telephone
  • Receptionist - The First Point of Contact
  • Critical Factor for Everyone Answering the Telephone
  • Caller Wants to Speak with Someone Alread on the Telephone
  • Caller Wants to Speak with Someone Who Is in a Meeting, Unavailable, or Not There
  • Taking Messages - General
  • Taking Messages - Replacement
  • Estimates
  • Taking Messages - Service Calls
• Dispatch Service Procedures
  • Dispatch Definition
  • The Role of a Dispatcher
  • Customer Calls In - Scheduling a Call
  • Sending a Technician to a Call - Customer Contact
  • Sending a Technician to a Call - Technician Contact
  • Technician is Finished with the Call
  • Finding Work for the Technicians
  • Customer Calls in with a Complaing
  • Word to Avoid
  • Additional Dispatch Duties
  • Dispatcher Helpful Hints
• Handling Payroll
• Scheduling Maintenance Checks
• Renewing Maintenance for Clients Who Haven't Sent in Their Renewal Payments
• Maintenance Plan Coordinator
• Maintenence Plan Accounting
• Weekly Cash Flow Report
• Accounts Payable Procedures
• Collection Calls
• Petty Cash
• Weekly Communications Meeting
• Service Meetings
• Quarterly Company Meetings
• Bonus/Profit-Sharing Plan
• Managers Bonus Plan
• Employee Profit-Sharing Plan
• Job Costing
• Other Cash Procedures
• Monthly Financial Review
• Yearly Three-Page Business Plan
• Conclusions... and Beginnings

Appendix Section

1. Job Descriptions
2. Sample HR Policy / Employee Theft Policy
3. Sample Vehicle Policy
4. Equipment Condition Report / Refrigerant Leak Policy / Float Switch Policy
5. Sample Service Ticket
6. Compressor Analyzer Form
7. SPIFF Sheet
8. Time Sheet
9. Training and Inventory Agreements
10. Maintenance Plans
11. Monthly Recurring Billing Form
12. Customer Survey Form
13. Material Sheet
14. Startup Form
15. Consumables Form
16. Service Truck Standard Inventory and Tool Policy
17. Marketing Tracking Form
18. Marketing Postcards
19. Customer Care Procedures
20. Residential Pricing Manual
21. "I Spent Money on My Furnace" Letter
22. Sales Tracking Form
23. Estimate Request Form
24. Telephone Procedures Manual
25. Sample Letters and Scripts
26. Dispatch Form to Order Parts
27. Weekly Communications Metting Report
28. Monthly Financial Ratio Explanations
29. Job Cost Form
30. Three-Page Business Plan Format
31. Resources

The job of a service manager is to operate a profitable service department.

You must spot and take care of minor issues before they become major crises whether those issues are customer, employee, or financial. This manual helps you do just that.

And, understanding your personality style is critical. The more you understand why you do things and react in certain ways, the better you will be able to manager others.

This manual comes in a paper and an electronic format.

What's In The Manual

• PART I - CUSTOMER SERVICE

  • The Reasons for Customer Retention
  • Calculating the Cost of a New Customer
  • Calculate the Cost to Attain a New Customer
  • Retaining Customers
  • Make the Customer Feel Comfortable
  • Tools You Can Use to Help the Customer Feel Comfortable
  • Cood Customer Service
  • Customer Satisfaction Survey Form
  • Handling Irate Customers
  • Firing Customers
  • Customer Contact

• PART II - SERVICE TECHNICIAN and SERVICE DEPARTMENT OFFICE STAFF MANAGEMENT

  • Motivating Your Employees
  • The Four Values Profiles
  • Motivating Your Employees Based on Their Value System
  • Using Values Systems to Communicate with Your Employees
  • Values Issues Which Impact Learning
  • Values Issues Which Impact Evaluating Your Employees
  • The Needs Segment of Motivation
  • Managing the Different Needs Styles
  • Communicating with the Different Needs Styles
  • Hiring Service Technicians
  • A Service Technician Responds to Your Ad
  • The Interview
  • Checking References and Background Checks
  • Making the Offer
  • Ranking Service Technicians and Tracking Performance
  • Performance Appraisals
  • Disciplinary Actions and Career Readjustment Policies
  • Involve Your Technicians in Setting Goals
  • Service Technician Meeting Agenda

• PART III - SERVICE DEPARTMENT FINANCIAL STATEMENTS

  • The Service Department Profit and Loss (P&L) Statement
  • Gross Margin
  • Pricing Service Rates
  • How to Calculate Overhead Cost Per Hour - Overview
  • How to Calculate Overhead Cost Per Hour - Details
  • Service Rates
  • Parts Pricing and Other Service Rate Charges
  • Flat Rate Pricing
  • Maintenance Agreement Pricing
  • Break Even Analysis
  • Ruth's Rules for Determining Sales Prices
  • Miscellaneous Financial Issues
  • Check the Paperwork!
  • Understanding Service Department P&L Statements
  • Inventory and Company Tools
  • Callback Actual Cost
  • Unapplied Time and Sending Service Technicians Home

• PART IV - GENERAL TOPICS

  • The Need for Service Agreements
  • Enrolling Service Agreements
  • Productivity Reports
  • Tool Accounts
  • Time Management
  • Collections
  • Material Safety Data Sheets and Safety Meetings
  • Paying Technicians for Meetings and Training
  • Dealint with Your Boss
  • About the Author

Your investment is only $497

Dispatchers can make or break the profitability of your service department. Their job is to take care of customers and technicians profitably!

This manual helps you do just that. It comes in printed and electronic formats.

And, understanding your personality style is critical. The more you understand why you do things and react in certain ways, the better you will be able to work with your technicians and customers.

What's In The Manual

1. Introduction
2. How do You Define Dispatch?
3. The Role of a Dispatcher
4. Customer Calls In - Scheduling a Call
5. Sending a Technician to a Call - Customer Contact
6. Sending a Technician to a Call - Technician Contact
7. Technician Is Finished with the Call
8. Finding Work for the Technicians
9. Customer Follow-Up
10. Customer Calls in with a Complaint
11. Words to Avoid
12. Additional Dispatch Duties
13. Final Dispatcher Thoughts
14. Conclusions... Or Beginnings

Your investment is only $397

Your employees want to know what their jobs are. You want to be clear about what is expected from them. Job Descriptions are critical to making this happen.

What job descriptions are covered?

Job Description Templates - HVAC

1. CEO/Owner/President
2. Operations Manager
3. Installation Manager
4. Installation Supervisor
5. Installation Technician (Mechanic)
6. Installation Helper
7. Service Manager
8. Technical Supervisor
9. Dispatcher
10. Service Technician
11. Maintenance Technician
12. Warehouse Supervisor
13. Parts Runner
14. Sales and Marketing Manager
15. Salesperson
16. Planned Maintenance Coordinator
17. Estimator
18. Office Manager
19. Accounting/Bookkeeping
20. Receptionist
21. Customer Support

Job Description Templates - Plumbing

1. CEO/Owner/President
2. Operations Manager
3. Installation Projects Manager
4. Installation Projects Supervisor
5. Installation Technician (Mechanic)
6. Installation Helper
7. Service Manager
8. Technical Supervisor
9. Dispatcher
10. Plumbing Technician (Mechanic)
11. Plumbing Maintenance Technician
12. Plumbing Helper
13. Warehouse Supervisor
14. Parts Runner
15. Sales and Marketing Manager
16. Salesperson
17. Planned Maintenance Coordinator
18. Estimator
19. Office Manager
20. Accounting/Bookkeeping
21. Receptionist
22. Customer Support

Don't reinvent the wheel! Use these proven job descriptions. Your investment is only $197.

Running a profitable contracting company depends on your ability to hire and train the right people. Far too often installers and service technicians are hired without proper screening, only to find out days or weeks later they were unable to perform at the skill level you hired them for. Or, you lack the necessary training aids to assist your employees in their advancement and they leave you and go to another contractor who promises advancement. HVAC Career Training Manual provides you with the material to evaluate and train your field personnel from entry level apprentice to management.

The Career Track Manual comes in an electronic format.

The People Plan covers suggestions on how to implement and maintain an effective management plan, recruitment plan, employee retention, and public image.

The Career Ladder shows you step-by-step how to advance an employee up the ladder of success.

Training Agreements are outlined to give you direction on how to protect your investment.

Specific Skills by Levels shows exactly what tasks must be mastered before advancement to the next level. Skill levels are broken down by departments, i.e.: New Construction, Replacement, and Service.

Competency Tests will assist you with your evaluation process.
Installation Tests includes Level I & II New Construction Helpers, Level I & II New Construction Mechanics, Level I & II Replacement Helpers, and Level I & II Replacement Mechanics.
Service Tests includes Level I, II, II, & IV Service Technician, all with the answers included.

This manual has NOT been updated to include the new refrigerants, including 410-a.

Your investment is only $249.

Proper pricing is critical for profitability. You’ll learn why pricing using the old "divide by 1 minus the gross margin" method can be a recipe for disaster. Gross margins don’t count! Discover what does in this manual.

This manual has a plumbing version and an HVAC version. It comes in paper and electronic formats.

Work through the exercises based on your company’s numbers. Templates are provided in electronic formats to calculate your service rates, flat-rate pricing, maintenance agreement pricing, and replacement pricing based on your overhead cost per hour and net profit per hour you desire.

Here's what's in the manual:

1. Introduction
2. Net Profit Per Hour
3. Service Rates
4. Parts Pricing and Other Service Rate Charges
5. Flat Rate Pricing
6. Maintenance Agreement Pricing
7. Replacement Pricing
8. Conclusions... or Beginnings

Included are nine forms with the templates and examples of pricing.

Your investment is only $249.

The Ugly Truth About Cash

The Ugly Truth About Small Business

The Ugly Truth About Managing People

The Courage To Be Profitable

These four award winning books have helped thousands of business owners avoid many gut-wrenching mistakes others have made and shared.

The Ugly Truth about Cash and The Courage to be Profitable join Napoleon Hill, Dale Carnegie, Stephen Covey, Richard Branson, and other esteemed authors in being named 2 of the 37 books start ups should read.

These books help you put the easy-to-implement practices in place that keep the honest people honest and protect your hard earned assets.

As TJ Ratchford, a business owner in Texas said about The Courage to be Profitable:

Discover what financial statements really mean and how to get and stay profitable in less than 30 minutes a month. Written in English rather than accounting babble…

Audio versions are available if you prefer to listen rather than read.

As Anne Zuckerman,a business owner in New Jersey said,

Each print-book is $15. Each audio-book is $29.97.

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