A customer’s total revenue is useful, but it does not show how much remains after the work. Review the recorded visit costs alongside revenue and paid time.
The comparison depends on consistent inputs. Include the same cost categories across customers, give each customer a unique ID, and keep missing costs visible. An empty labor-cost field should not quietly become a zero-cost visit.
Keep a simple visit record
For each completed visit, record the date, customer ID, revenue charged, paid person-hours, labor cost, supplies, other costs, allocated overhead, and payment fees. A note can explain a change in scope or an unusually long visit.
Use the amount charged consistently. This workbook does not reconcile bank deposits, unpaid invoices, refunds, or cash flow. If those items matter to a decision, review them in your accounting records as well.
Compare profit dollars and margin
Profit after entered costs equals recorded revenue minus the costs entered for the visit. Margin divides that result by revenue when revenue is greater than zero. A high-margin visit can produce fewer profit dollars than a lower-margin visit at a much higher price.
Margin = profit after entered costs ÷ revenue
In the fictional sample workbook, Demo customer B has two visits at $150 each. Their total entered costs are $286.93, leaving $13.07 after those costs. The modeled margin is about 4.4%. This is an example to illustrate the comparison, not evidence about a real cleaning customer.
A low result is a reason to inspect the records. Check labor time, scope, route, supplies, owner pay, and the original estimate before concluding that price alone is the problem.
Choose the period you are reviewing
Use a clear period start and end. In the workbook, the start date is included and the end date is excluded. To review October, use October 1 as the start and November 1 as the end. This avoids accidentally omitting visits on the last day of the month.
The customer comparison uses that same period. The workbook flags incomplete visit records before showing reliable totals. Review the flagged rows and enter 0 explicitly only when a cost category genuinely does not apply.
Model a price change without predicting retention
The customer comparison can show the annual revenue change from a proposed visit price. If the current price is $185, the proposed price is $195, and expected annual visits are 26, the modeled revenue change is $260.
This assumes the stated visits still happen and the scope stays the same. It is not a prediction of customer acceptance, retention, or net profit. More revenue can be offset by additional costs or fewer visits.
Check the visit-count tradeoff
Another comparison asks how many visits at a proposed price would match the old annual revenue. At $195, it takes 25 whole visits to meet or exceed the $4,810 produced by 26 visits at $185. The count is rounded upward because a fraction of a visit is not a completed service.
This compares revenue only. It does not establish that losing one visit is harmless: costs, scheduling, customer relationships, and other work opportunities also matter.
Record a decision and review it later
Choose a concrete response: clarify scope, improve the time estimate, review route efficiency, discuss pricing, or investigate an unusual cost. After making a change, review the same categories over a comparable period.
Keeping the original quote assumptions as a saved snapshot makes that review more useful. A later change to wages or payment fees should not rewrite what you expected when you prepared the earlier estimate.