Excel Consulting Services in Colonial Heights, VA

Most often it is measuring the floor, assigning an area to every category including the non-selling space, and building sales and margin per square foot from figures you already have.

After that it is stock turn per foot, treating position as a testable variable, and trialing a reallocation at small scale before committing to it.

Because it has no denominator. Every business has sales by category; almost none has it divided by the square feet that category occupies, and only the second one ranks anything.

Rent, rates, heat, light and staffing are paid on the whole floor while the return is produced unevenly across it, and sales by category cannot connect those two facts.

Margin, every time, because that is what pays the rent. The two measures frequently disagree and businesses are routinely surprised by which category comes out on top.

A high-turnover category on a thin margin can occupy prime area while contributing less per foot than something slower and better priced.

Yes. Aisles, the counter, fitting rooms and storage produce nothing directly and are carried by the selling area, so the ratio between them is a figure worth watching.

It is not waste and should not be treated as such, but a business that has never measured it sometimes finds it has grown without anybody deciding.

Almost certainly, and it can be tested rather than assumed. Position is a real variable: the same square foot by the door and at the back are different assets at identical rent.

Moving two categories while holding everything else and comparing turns the argument into an experiment with a result, which is a better basis than instinct.

Because it catches capital tied to area, which the margin figures miss. A category with fair margin per foot that turns slowly is holding space and cash simultaneously.

Read together, the two ratios distinguish what should shrink from what is simply priced wrongly, and those need completely different responses.

Scope decides it, which is why the records are examined before any figure is named and why that examination is free. An area map with both ratios is fixed-price.

In every case the deliverable and the price are agreed in writing before any building begins.

The work is delivered remotely by design rather than by limitation. Going through a floor plan and category sales on a shared screen is identical at any distance.

The measuring is yours to do, and a rough sketch with dimensions is enough to start. It also means no part of the invoice is travel.

Because the area map was overwritten rather than versioned, so every past period is now being measured against a floor plan it never had.

Dated versions of the map fix that permanently, and it is worth doing before the next change rather than after it.

An area map with sales and margin per foot is often a few days once the measuring is done. Adding turn per foot, position testing and scheduled refresh usually runs two weeks.

Whatever the size, that estimate is committed in writing before building starts rather than emerging as the work proceeds.

The workbooks, any macro source code, a written note of how the area map was built and what counts as selling space, and training for whoever will maintain it.

Nothing is locked to us and no subscription is needed to keep it running. Support afterward is available and entirely optional.

No. They describe where most of the work has come from rather than what is accepted, and what decides scope is the nature of the problem rather than the sector.

A shop aisle, a clinic room and a warehouse bay all answer to return per square foot.