Analysis that leads to new insights and reveals that your biggest customer has a very low contribution margin is something that most management teams should do something about. But until it is laid out for them to see, it could be lost in the overall scheme of things.

Analysis can appear to be simple, but often the gathering of the data is what takes all the time and effort, especially the initial set-up of groups, categories, and whatever else you may need to do a deep dive into.

Probably key to any business is the analysis of sales:

• • Sales Revenue by customer, by region, by product group, by sales rep, by sales channel
  • Costs of serving your customers, by region, by product group, by sales channel
  • Profits by customer, by region, by product group, by sales channel
  • Customers – New vs Existing, how are your key clients performing?
  • Products – New vs Existing, by supplier, seasonal
  • Product mix what has changed in the last quarter?

Supply chain analysis – what are the transportation and warehousing costs? Should you outsource or keep in house?

When do your existing customer contracts end? Is this information easily available for the key members of your business to see?

How do your average hire rates compare to the latest depreciation rates?

Geographic analysis:

Why are you using the Hilton when you could be using the YMCA for a saving of £1,350 per session?

Why is the Leeds collection team going to Hawes when the nearest team is in the Lake District?

Analysis can not only be used to evaluate your marketing success but also actually shape it too:

Why should you target the London to Leeds train journey when you don’t provide any service on that route? Commission is the answer at 9% per ticket.