forklist.Harder. Smarter. Connected.

THE WORKING BEHIND YOUR REVIEW

From records
to a useful decision.

Check the evidence, agree the calculations and follow the result. These fictional examples explain the method.

See what you receive

NORTHSTAR HANDLING · FICTIONAL DEALERSHIP

Sixty enquiries.
What became business?

Every tile is one enquiry. The outcome changes the decision, not just the volume.

60ENQUIRIES
ONE MONTH

Calls, forms, email and chat
One reconciled enquiry record.

18
Confirmed work

Orders or hires recorded as won.

12
Quotes still open

An outcome is still to come.

10
Availability / readiness

Recorded as lost. Check the underlying reason.

8
Lost on price

Check suitability and economics before discounting.

6
Unsuitable requests

Wrong requirement, territory or service.

6
Outcome unknown

Complete the record before drawing conclusions.

THE DECISION STARTS HEREBefore spending more, understand the outcomes.

Check the lost reasons and missing outcomes, then compare what won customers actually contributed.

Follow the customer economics

Fictional, mutually exclusive outcomes totalling 60. Not measured Forklist results. Separate new customers, existing customers and duplicates before calculating acquisition cost. Lost requests are not assumed recoverable.

ONE NORTHSTAR CUSTOMER · FICTIONAL EXAMPLE

One customer.
What made the work worthwhile?

Riverside is one fictional Northstar account. Follow its ten-month history beyond the first purchase. All figures are fictional; this is not the return from all 60 enquiries.

WHAT BRIAN LOOKS AT NEXT

A valuable account.
Is there a repeatable opportunity?

01

Compare like with like.Review other warehouse accounts of similar age: acquisition cost, repeat work and contribution.

02

Check what absorbed the margin.Separate equipment costs from transport, service effort and unrecovered work.

03

Check capacity before spending.Could the dealer fulfil more of this work with suitable stock, engineers and transport?

One good account is a reason to investigate. It does not prove that a campaign should scale.

THE FORKLIST INTELLIGENCE CYCLE

Your records.
A clearer next move.

Start with the audit. Keep the evidence connected. Use Brian’s findings to review where to invest, what to investigate and what to change.

01
The starting point: your initial commercial audit.

Agree customer identities, spending, outcomes and cost rules. Check the history. Establish a baseline before producing an outlook.

BASELINE BEFORE FORECAST
THE FORKLIST INTELLIGENCE LOOPYOUR RECORDS → YOUR COMMERCIAL PICTURE
A physical-looking segmented intelligence wheel, connected to four incoming data pieces and three outgoing decision pieces, with an orange feedback path
INPUT 01MarketingSources & spending
INPUT 02ConversationsCalls, email, chat
INPUT 03Customer workQuotes & repeat orders
INPUT 04Costs & capacityAccounts, trucks & team
THE FORKLIST MACHINEForklist.Connect. Measure.
Learn from outcomes.Brian interprets
the evidence.
UNDERSTANDCustomer
economicsCost to win & serve
DECIDEYour next
priorityEvidence & owner
PLANScenarios
& outlookTested assumptions
Records feed inDecisions come outResults feed back
01 · Records feed in02 · Decisions emerge03 · Results return
Action → actual result → compare with expectation → update the modelThe evidence comes back around.
Records in

Marketing · conversations · customer work · costs and capacity

Audit and analysis

Connect records, calculate economics, test assumptions and review outcomes.

Decisions out

Customer economics · priorities · planning scenarios. Results feed the next review.

See the calculations and forecast checks
MEASURE THE PAST

Customer contribution

Revenue after credits
− agreed costs to serve
− allocated acquisition cost

Cost categories must not overlap. Overheads, tax and cash collection remain explicit.

ESTABLISH ACQUISITION ECONOMICS

Customer acquisition cost

Agreed acquisition spending
÷ new customers acquired

Use a defined cohort and conversion window. Separate existing customers and unknown sources.

BUILD AND TEST THE OUTLOOK

A forecast must earn its place.

Future contribution estimate
= model(history, commitments,
capacity, assumptions)

The model is established around your available records. Test on later outcomes, compare with a simple baseline and show the error and a plausible range.

Brian connects the evidence to your next decision. As outcomes accumulate, we test assumptions against results. Forecasts are introduced only where the evidence supports them.

Start with your commercial audit

Data access, update frequency and reporting scope are agreed during onboarding. Forecasts depend on sufficient evidence and testing.

A RELATIONSHIP THAT BUILDS EVIDENCE

A baseline first.
A better-informed outlook over time.

Possible progression, not guaranteed milestones. Timing depends on your history, record quality and agreed scope.

3 months

Build on the initial baseline with visible gaps and priorities. Acquisition costs and contribution where records support them.

6 months

Compare customer groups, repeat work and results after actions. Develop scenarios with clear assumptions.

12 months

A fuller annual review and planning model. Forecasts only where testing supports them; a year alone does not establish reliable seasonality.