Profit per Machine Hour: A Better Way to Compare Jobs That Fight for Press Time
When press time is scarce, compare jobs by the contribution they generate per constrained machine hour—not revenue or margin percentage alone.
When press time is scarce, compare jobs by the contribution they generate per constrained machine hour—not revenue or margin percentage alone.
Direct sales bring more revenue per unit, but wholesale can turn fewer transactions and larger orders into better contribution per fulfillment hour.
A print job can show a healthy material margin while consuming its value in setup, weeding, inspection and packing. This model puts a price on the hands.
A practical model for pricing design retainers around reserved capacity, realistic production time, scope boundaries and opportunity cost.
Calculate a defensible minimum order charge from pre-production labor, minimum production costs and required contribution, with examples for custom jobs and reorders.
Calculate the lowest acceptable price for a print job, then turn the gap between that floor and list price into a maximum safe discount.
A worked cost bridge for converting duplex click charges into the direct cost of a sellable printed piece, including imposition, stock, waste and finishing.
A print product should not be discontinued merely because allocated overhead makes it look unprofitable. Use contribution, avoidable costs, capacity value and customer effects to decide whether to raise the price, simplify, outsource or exit.
A calculator-led method for measuring paid, organic and referral acquisition costs, then comparing CAC with the contribution each new customer produces.
A 50% markup does not produce a 50% gross margin. Learn the formulas for moving between print-job cost, markup, margin and selling price.
Editable design files can transfer future production capability, create handoff work and change support expectations. Use this model to scope and price them properly.
A practical model for quoting rush design projects based on normal scope, schedule compression, displaced work, added coordination and external costs.