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10. Our company builds and maintains web store fronts for small businesses. We have been in business for over 10 years. The first 6 years,
10. Our company builds and maintains web store fronts for small businesses. We have been in business for over 10 years. The first 6 years, our business was extremely profitable; the last few years have been challenging, as many of our largest clients moved their web stores to large providers (such as Shopify and OpenCart). Our revenues have decreased for three straight years; yet we have not reduced our costs: (i) we have chosen not to fire any of our experienced web designers (web designers are difficult to hire and train), and (ii) the rest of our costs are fixed. As the result, we have experienced increasing losses over the last few years, and early in 2019, we became concerned about running out of cash. In the first quarter of 2019, we retained an external consultant to help us turn around our business. The consultant's initial observation was that we had far too many clients, with far too many distinct needs. "You should focus on your core competencies," read the consultant's report, "instead of trying to serve anyone that contacts you. The huge number of clients, and client services, breeds confusion and unnecessary complexity. It is not surprising that some of your largest clients find better service and prices elsewhere. The consultant recommended that we split our client portfolio into three categories: 1. Profitable clients. Clients where client profit is greater than zero. These clients are approximately 50% of our client base. II. Clients with potential. Clients with small losses (less than 5% of each client's revenue). These clients are approximately 30% of our client base. III. Bad-news clients. Clients with losses greater than 5% of the client's revenue. These clients are approximately 20% of our client base. The consultant called this the one-two-three plan. The immediate recommendation was to drastically increase prices to Class-III clients. If the client agrees to the price increase, great; if the client leaves, fine, was the advice. We followed this suggestion and immediately increased prices by 25-50% to Class-III clients. Not surprisingly, all of these clients refused the price increases and left for other providers. Early in 2020, our top management team met with the consultant to review the progress of the one-two-three plan. The CFO noted that in 2019, our financial performance continued to worsen. The consultant suggested to continue with the one-two-three plan, continue dropping Class III clients, and to focus on moving Class- II clients into Class I. Something strange is going on," was the CFO's response, "our worst Class-II clients from 2019 have moved into Class III for 2020, and many clients have moved from Class I to Class II . Here is an example - Client D345 moved from Class II to Class III: Client D345 2019 2020 Revenue $420,000 $420,000 Web designers (direct) 185,000 185,000 Allocated indirect costs 247,900 273,800 Client profit (loss) ($12,900) ($38,800) Client profit as percent of client revenue -3% -9% Client class 11 III "Your indirect costs must have gone up; you must strive to not let them increase," was the consultants response. No, our total indirect cost estimates for 2019 and 2020 are identical, equal to $9,000,000, replied the CFO, as are total web designer expenditures, $7,900,000 for 2019 and for 2020. We use normal absorption costing system to estimate client profits; web designer costs are direct, and indirect costs are allocated to clients using web designer cost as the allocation base. The indirect-cost rate is computed at the beginning of each year; it equals estimated total indirect cost divided by the estimated cost of web designers doing work for clients.
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