08/01/01 Chris Tank
     By the way, an update on our route profitability. I have been able to analyze our routes for daily profitability and as a result we are selling off some of our outlying areas. More could follow, but at this point we are turning our attention to a restructure of our service department with a major project on customer retention. We think we need to stop the bleeding first before we can continue improving profitability by routes.
      We have also done some major self evaluations in conjunction with our local business consultant/guru guy, and are coming up with a plan to turn ourselves into a world class company. (i.e.. There's this Baldridge model that we used for the evaluation... we scored somewhere around 20%, which shows us where we need improvement).

These numbers are based on sales in June and therefore do not accurately represent the true picture, but it gives an idea and is a quick down and dirty look at the business... $106682.60 worth of yearly revenue had a loss of $64,646.20, so it cost us $171,328.80 to deliver to a bunch of far away customers, who had the gall to say, as we were introducing them to their new mat service company "What mats?..Oh yeah, whatever.". We sold the business for $143000... a nice influx of cash. We should have another smaller chunk of business to sell, so we are on a roll. Even our in-house mechanic and plant manager are selling junk that's been sitting around gathering dust.