BEA MERIDIAN / FIELD NOTES
Clearer thinking for the business ahead.
Practical notes on understanding your market, interpreting your numbers and deciding what comes next. For business owners and leadership teams managing performance, change and growth.
01 / What to research before your next business move
Start by naming the decision. Are you considering a new service, entering another market or changing who you sell to? A specific decision helps you choose useful research and avoid collecting information that will not affect the outcome.
Look at the customer’s current situation. What need are you addressing, how is it handled today and what would make someone change? Compare your offering with direct competitors, workarounds and the choice to do nothing.
Then identify the claims your plan depends on. For each, record the supporting evidence, remaining uncertainty and a practical next test. Keep observed facts separate from estimates. For example, an industry growth figure may provide context, but it does not establish demand for a particular service in your area.
Focus on the gaps that could change your decision. You may need a narrower customer segment, a better view of competitors or a revised estimate of demand. The goal is enough relevant evidence to choose your next step and explain why.
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02 / The assumptions behind a useful financial model
A model is easier to use when you can trace an outcome back to its drivers. Rather than entering a revenue target alone, identify the assumptions that could produce it: customers, purchase frequency, price, and the timing of sales.
Apply the same discipline to costs. Which costs change with each sale? Which continue regardless of volume? When do you pay suppliers or staff, and when does the customer pay you? A profitable-looking period can still involve a cash gap if payments and receipts occur at different times.
Label assumptions and keep them separate from calculations. Note where each input comes from and when it should be reviewed. Some inputs will be estimates, particularly when a business is entering a new market or testing a new offering. Making that explicit helps you focus learning where it matters.
Compare a small number of coherent scenarios. What happens if customer acquisition takes longer? What if serving each customer costs more? Avoid changing every input at once without understanding which change caused the result.
For a useful first review, choose three important assumptions. Explain why you selected them, what evidence supports them, and how the plan changes when each moves. The model should help you ask better questions as well as calculate answers.
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03 / Before you change your prices
Start with the reason for the change. Have input costs risen? Is the work taking longer than expected? Are some services using capacity without contributing enough to cover overhead? Review the economics of each offering before applying the same increase across the business.
Bring the customer perspective into the review. What do customers value, how do they compare alternatives and which parts of the offer matter most? Competitor prices provide context, but differences in scope, quality and service can make a direct comparison misleading.
Compare a few scenarios. A higher price may increase contribution per sale, while a change in demand can affect total contribution. Look at price, variable cost and plausible sales volumes together. Keep fixed costs and cash timing visible too.
Decide how you will monitor the result. Choose measures such as accepted quotes, repeat purchases, contribution and total sales. Record the starting point and a review date so you can assess the change with evidence.
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