ACRA Diagnosis
The first economic reading of the business: where margin is made, where it leaks and which levers to pull first.
Before an engagement,
a measurement.
The ACRA Diagnosis is designed for owners and management who want to know, from the numbers, where to act. It has a defined scope, a defined duration and a written result, delivered in a working session.
Who it is for
Food manufacturers
Producers growing across products, customers and channels who want to know which part of that growth brings margin.
Restaurants and chains
Owners of one or more restaurants, chains and franchise networks who want to know how much each site earns and where to put capital and attention.
Funds and portfolio companies
Investors and portfolio companies that need an independent reading of the P&L and of the value levers.
What it covers
The P&L read by activity
Revenue, direct costs and overheads traced back to lines, channels or sites, to see where margin is made and where it is consumed.
The processes that weigh on margin
Purchasing, production or service, staff and prices: the points where the way of working moves the economic result.
The first three levers
The three actions with the best ratio between impact and effort, each with its estimated effect on the P&L and the assumptions stated.
The report to the owners
A written document and a working session with the people who decide, to choose which lever to start from and with what resources.
What the business provides
Access to sales, purchasing and staff cost data in whatever form it exists, and a few hours from people who know the business from the inside. Where a piece of data is missing, the gap is stated together with the assumption that replaces it.
How it starts
- A request through the form, with a couple of lines on the situation
- A first conversation with Andrea Calistri, at no obligation
- A written proposal with scope, calendar and fee
