I realise that business models only excite a small portion of the population – most of us are focused more on the outcome of any transaction – what we get, rather than the working parts inside that transaction.
I happen to agree with Dale Carnegie – the other persons perspective is vital.
Hence, I add this section – a way to compartmentalise my business yammering, while still making it available. My personality tests on the big 5 aspects reveal I am very open. What does that mean?
For the longest time, I have considered open sourcing this businesses financial data. I am not quite there yet, but here are a few reflections from my data collection.
Dunedin sells between 2500 and 3200 houses per year – with much less market fluctuation than many cities.
Approximately 1 out of 3 property sales have a building inspection clause.
Dunedin has 11 private building inspectors.
Each inspection takes 1.5 – 2.5 hours.
Writing a report can be done with a checkbox approach in half an hour or so – I don’t use one of those systems – It limits the value of what can be said.
My report writing/research time can vary from 1.5 hours (when I am absolutely on fire and focused!) Through to 16 hours for some of the very hairy ones. (ever tried to digest and understand a 200 page LIM?!)
That gives enough information for you to roughly calculate what building inspectors can earn – but you should also be able to work out that we have a very real theoretical cap on the amount of work we can do.
This new model aims to solve that problem – necessity is the mother of invention. At 10 inspections a week, I am forcing myself to be more efficient than I normally am.
In simpler terms, I am trying to swap a high value low turnover business model, for a significantly lower value, but much higher turnover business model. More work? Maybe, but more scalability? Yup.
Hit me up with any questions.
