Sales and gross margin
Conversion, average transaction value, attachment rate, discount discipline and margin by category.
Commercial and operational health check
What is holding back your shop’s performance?
A bike shop can increase revenue and still make less money. These questions help identify whether the constraint sits in the cost base, workshop, buying, market position or execution capacity.
- Is revenue growing while overhead and payroll are growing faster?
- Is the business overly exposed to one brand, category or revenue stream?
- Do you have a clear growth strategy that protects margin and controls risk?
- Is the workshop correctly staffed, scheduled and billing its available capacity?
- How much management time is absorbed by administration instead of higher-value work?
- Do buying and inventory decisions balance availability, stock turn, working capital and obsolescence risk?
- Are supply, logistics or delivery issues undermining productivity and the customer experience?
- Are you relying on price and discounting to compete with online players and larger retailers?
- Does commercial effort translate into gross margin, repeat business and customer lifetime value—or simply more workload?
- Do you have the time, ownership and priorities required to develop marketing, e-commerce and demand generation?
The whole business
Six performance levers, managed together
Management information becomes valuable when it is connected with what happens on the sales floor, in the workshop, in the stockroom and across the team.
Workshop performance
Labour utilisation, billed hours, labour rate, workflow, quality and technical upsell.
Inventory and buying
Stock turn, aged inventory, preseason commitments, open-to-buy discipline and ERP usage.
Accountability and delegation
Clear ownership, coordination and more management time directed towards high-value work.
Capability and talent
Capacity planning, KPIs, incentives, development, retention and specialist recruitment.
Useful performance reviews
Clear management information and a review rhythm matched to the size and needs of the business.
Practical example
From workshop technician to trusted service adviser
Track labour utilisation, parts attachment, service quality and customer outcomes—and connect contribution to sustainable reward.
- Billed labour hours and workshop utilisation
- Parts and service attachment
- Gross-margin protection
- Quality and warranty performance
- Variable reward linked to genuine contribution