pricing methods pricing chart pricing methods pricing chart pricing software

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  • Slide 1
  • Slide 2
  • Pricing Methods Pricing chart
  • Slide 3
  • Pricing Methods Pricing chart Pricing software
  • Slide 4
  • Pricing Methods Pricing chart Pricing software Visualization/pricing software
  • Slide 5
  • Guesstimates or something similar
  • Slide 6
  • Pricing Chart Cheap to buy (just a few pounds) Prone to error Can be difficult to update (unless on a spreadsheet) Can only change the total price charged and not individual elements Rather unprofessional looking!
  • Slide 7
  • Pricing Software Modest price (200 to 300) Far more professional looking Consistent pricing less errors Easily updated Can sometimes be developed further by yourself Usually a database with easy access to previous records Customers tend not to question the price it generates
  • Slide 8
  • Visualization/pricing software More expensive (1000 +) All the listed benefits of pricing software Large pictures can sometimes be a problem to photograph Compatibility problems with some computers/cameras Some customers see it as a toy to play with! Colour problems? (brightness/contrast etc) you may end up having to show chevrons to your customer
  • Slide 9
  • Its been estimated that currently approx 60% of all framers in the UK are using some form of computerized pricing programme which implies that 40% are still using pricing charts or worse still guesstimates!
  • Slide 10
  • Pricing structures
  • Slide 11
  • There simply isnt one pricing structure which is suitable for all framers A survey of 1000 framers in 2008 found that the prices charged for framing the same sized watercolour, using the same materials, bought at the same price ranged from 30 to over 100 which is why there are as many different pricing structures as there are picture framers.
  • Slide 12
  • There are lots of business books which will go into great detail about what formula you should use to work out what price to charge your customers - and to a certain extent they are quite right!
  • Slide 13
  • They will talk about such things as ..
  • Slide 14
  • Fixed and variable costs Non productive time (or downtime) Non productive days Labour/hourly rate
  • Slide 15
  • Fixed costs These are the fixed costs of running your business irrespective of whether youre busy or not (Rent, rates, electricity, water, sewage, insurance, telephone rental, car tax and MOT, National Insurance contributions, employees wages etc)
  • Slide 16
  • Variable costs These are the costs that are directly related to how busy you are the busier you are the more youll spend on such things as materials.
  • Slide 17
  • Non productive time or downtime Framers often under-estimate how much time is non productive - time when youre working but not framing. (Taking orders/talking to customers, wrapping their pictures, taking payment from customers, answering phone calls, making phone calls, talking to reps, writing invoices, placing orders with suppliers, unpacking deliveries, sweeping the workshop, stock taking, returning faulty goods, book- keeping, answering e-mails etc) These jobs although non productive still play an important part in the running of an efficient business
  • Slide 18
  • The percentage of non productive time in a week will be in the region of 25% or put another way ..
  • Slide 19
  • 10 hours per week or 1.25 days per week
  • Slide 20
  • Non productive days or Days when youre away from work! (Annual holidays, bank holidays, sickness days, going to the dentists, doctors, opticians, going to trade shows, family funerals, family weddings, going to see the bank manager or your accountant etc.)
  • Slide 21
  • Any time away from work is going to be non productive (i.e. youre not getting paid) It will vary from business to business but it could easily be from 4 to 8 weeks per year unproductive/unpaid time. (I take 15 days holiday + 8 bank holidays per year = 23 days) plus sick days/funerals/doctors etc. Which means that I only work for approx 46 weeks per year of which 11.5 weeks will be non productive time (talking to customers/phone calls to suppliers/doing invoices etc) = 34.5 weeks per year at my workbench (66%)
  • Slide 22
  • Labour charge or Hourly rate
  • Slide 23
  • Most framers tend to undervalue their time
  • Slide 24
  • You should be charging a minimum of 30 per hour
  • Slide 25
  • Most framers tend to undervalue their time You should be charging a minimum of 30 per hour (I charge 38.25 per hour)
  • Slide 26
  • Electricians, plasterers, plumbers, car mechanics all charge anything from 40 to 80 per hour
  • Slide 27
  • Dont be afraid to charge a professional price for a professional job
  • Slide 28
  • So, just how much CAN you charge?
  • Slide 29
  • This will depend on.
  • Slide 30
  • Your market position and
  • Slide 31
  • Your market position and What your market will stomach (or the going rate)
  • Slide 32
  • So, what is the going rate?
  • Slide 33
  • This will depend on .
  • Slide 34
  • LOCATION
  • Slide 35
  • Of the most expensive framers half were found to be within 60 miles of London with most coming from the well to do towns and villages in places like Surrey. The other half were situated mainly in prosperous county towns and cities such as Bath, York and Chester.
  • Slide 36
  • Of the most expensive framers half were found to be within 60 miles of London with most coming from the well to do towns and villages in places like Surrey. The other half were situated mainly in prosperous county towns and cities such as Bath, York and Chester. Not one came from the midlands!
  • Slide 37
  • Check out your competitors prices to find out the going rate
  • Slide 38
  • (But it must be a direct competitor i.e. the one that youre existing customers would go to if you werent around)
  • Slide 39
  • Two most popular types of pricing structures Cost of materials X a multiplier and (Cost of materials + mark up) + (time taken X hourly charge)
  • Slide 40
  • Cost of materials X a multiplier An across the board multiplier tends to make large frames too expensive and small frames too cheap so some framers use a sliding multiplier scale (e.g. very small frames x 10, large frames x 5) Doesnt work if theres a large labour element to the job
  • Slide 41
  • (Cost of materials + mark up) + (time taken X hourly charge) Youll be getting a return on your materials used and also on your labour which assuming youve done your calculations correctly will be sufficient to cover your fixed and variable costs as well as making an allowance for your non productive time
  • Slide 42
  • Need to increase your prices? You need to justify it in some way to your customers Become a qualified GCF (The only qualified framer in the area etc) I only use only conservation materials Improve your business logo/style of adverts I only use wood from sustainable resources I have the only drymounting press in the area Move to a better part of town ? May have to slowly increase your prices over a few years
  • Slide 43
  • A few tips Discounts from suppliers if you dont ask you wont get! Wastage allowance for your materials (33%) Ask for long lengths of moulding from your supplier Try to minimise the length of your end of stick pieces Add a surcharge for ready stretched paintings If youve got a specialism add a surcharge Only give artists discounts to individuals not a groups Always charge for even the smallest of jobs (time is money) Be more efficient in dealing with customers (time is money)
  • Slide 44
  • Any Questions?