How to Make Money with a Screen Printing Business

textile profit: profit imagetextile profit: Making money is simple. To make money screen printing, we need to know the numbers, and then make choices.

The first set of numbers to know are profit margin per piece, pieces per hour, and overhead. The relationship between these three numbers determines the profit or loss on an individual sale.

Profit margin per piece for the purpose of making money is defined as the difference between selling price and cost of the item being sold. A decorated shirt sold for $8 that costs $2 to buy has a profit per piece of $6. The costs of labor, overhead, ink, thread and such will be included later as part of overhead.

Pieces per hour is the number of garments decorated per hour. Let’s say you screen print 100 one color shirts per hour. If you sell those shirts for $8 and they cost $2 each, then the gross profit, i.e. profit before overhead, is $600 per hour. By contrast, if you print 50 four color shirts per hour which you sell for $10 each, the gross profit is $400 per hour. To make money, we look at the profit per piece times the pieces per hour, and then go after the orders that pay the most.

Embroidery orders are evaluated the same way. More pieces per hour can be produced with lower stitch counts, and that is why Nike, Ralph Lauren, and Brooks Brothers have small images. The relationship of profit margin and pieces per hour will show more profit when stitch counts are low.

What is overhead?
All costs other than the item being printed are considered overhead for purposes of management decision making. Ink, thread, chemicals, emulsion, screens and even equipment on a per shirt cost basis amount to pennies. Those pennies might be 10 cents, but even at 20 cents are minor compared to the selling price, profit margin and cost of the item printed. One of the keys to making money is to focus on and control the big numbers and not get distracted by small numbers that will not show up in the year-end profit number.

Part of the decision regarding which numbers to control is based on where your effort will yield results. Careful shopping can reduce the cost of the item printed more than the pennies spent on supplies like ink. If you save $1 per quart of ink and print 350 shirts with the quart, you are saving $ .002 per shirt.
The reality is all ink manufacturers know each other, each others’ products and prices. They are competitive with each other. The same is true with emulsion and many other supply items. However, one shirt supplier might offer free shipping while another does not. A supplier might have branches all over the country, and you want to make sure you are not paying shipping for a heavy product going across the country.

Know your market
The opportunities to increase profit margins by carefully managing selling prices are much greater than spending a lot of time on consumable supply costs. Not all customers pay the same price for the same work. High school and younger kids might spend $16 or more for a shirt or cap while their fathers who earn the money might spend closer to $12. Grandparents on fixed income and who are less fashion conscious might spend $6. A person’s financial resources definitely will affect what people are willing to pay. Where you live affects price. T-shirt prices in New York City can be triple southern California or Miami.

Selling prices are managed by finding out what people expect to pay. The simple way to find out is to ask, but not when quoting your prices. If I am planning to sell shirts with the names of all the high school seniors on the shirt, I will ask some students what they paid last year. Digging up information about what people expect to pay will produce more profit than the pennies in supplies. The shop will also get more orders by avoiding prices that are too high or low. In either case, customers will flinch. By contrast, if the price meets the expectations of the customer, then price is not an issue. Delivery, colors, sizes, art and so many other issues will command the attention of customers.

Account for everything
Overhead includes more than supply costs. There are so many costs to a business. Payroll, rent, utilities, advertising, office supplies and taxes are just the beginning of the list. To keep this simple, add up all disbursements during the month excluding only the cost of items that you print on. Divide the total of all these overhead items by the number of days worked during the month. That will probably be 20 or 21. Now we know the overhead per day.

Employees should keep time sheets showing how they spent their time. Time sheets are necessary for payroll and costing. The cost of a job includes not only the printing, but also screen making, registering screens, and clean up. Time sheets for costing purposes are required only from people generating revenue. A bookkeeper or secretary is excluded. The total job hours for the day divided into the overhead for the day determines the overhead per hour.

Itemized overhead
The overhead per hour divided by the number of items decorated per hour results in overhead per piece. Overhead per piece plus purchase cost per piece is total cost. Total cost compared to selling price is profit or loss. By keeping track of how time is spent and how many pieces were produced we now know which products produce a profit or loss, and which are more profitable. Low profit items will require management attention.

Overhead per item printed in most businesses far exceeds supply costs, and therefore deserves more attention. For example, an employee who is paid $10 per hour and prints 100 shirts has added 10 cents per shirt to the total cost. A less productive employee printing 50 shirts during the same time is costing 20 cents per shirt. So employee productivity becomes important. That means screens must be registered easily on the first attempt. Walking, bending, reaching and other movement should been minimized.

To make money the business needs to generate profit every month regardless of season and weather. Making a profit in the summer and losing the profit in the winter is unsatisfactory.

An easy solution
The simple approach is to get 14 column paper like accountants use. The first column will be a listing of all the types of customers. That could be contractor T-shirts, baseball teams, restaurants, specific local events, signs for politicians, back-to-school totes for pre-school, college freshmen, and many more. The next 12 columns are January through December, and the last column is the total for that program.

Many of your orders are received at certain times of the year. The number of items to be printed can be entered for the month and program. The numbers will not be exactly what happens, and there will be orders not anticipated. However, immediately periods of insufficient business will be obvious.

Some business can be targeted into any month of the year. With the notice this sales plan provides management can work up sales programs for the slow periods.

Making money is measured one hour at a time. If money is lost during the hour, corrective action must be taken to avoid a repetition. Making money also requires a steady flow of orders for every month of the year. Once an owner or manager knows the numbers, decision making is a lot easier and the business is a lot more profitable.

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