問題は一般的に価格を上げるかどうかではありません。どの仕事やサービス契約を、どの程度上げ、粗利益率や付帯サービス率の低下をどの程度見込むかという点です。 建設・工事請負業者の場合、答えを左右するのは工事粗利益率と受注残の状況です。サービス工事の粗利益率は工事の二倍近くあり、工期遅延条項との要員争奪で常に後回しになる点が業界特有の制約です。一般論と実際に直面している問題では、最初に取る手が異なります。
問題は一般的に価格を上げるかどうかではありません。どの仕事やサービス契約を、どの程度上げ、粗利益率や付帯サービス率の低下をどの程度見込むかという点です。 建設・工事請負業者の場合、答えを左右するのは工事粗利益率と受注残の状況です。サービス工事の粗利益率は工事の二倍近くあり、工期遅延条項との要員争奪で常に後回しになる点が業界特有の制約です。一般論と実際に直面している問題では、最初に取る手が異なります。
価格は機械設備工事の現場で最も速く効く手段です。新規受注も新規採用も不要で、次回の請求書や変更指示書にそのまま反映されます。ただし、経営者やCFOが最も触れたがらない項目でもあり、工事での価格設定が低くなりやすい理由です。
有用な価格分析は単一の数字ではなく、区分を生み出します。粗利益率から見て提供価値を下回っている仕事、工期遅延条項で上限に達している仕事、変更指示の獲得率から価格が個別交渉で決まっている箇所を明らかにします。
受け入れにくい点は、適切な価格改定は意図的に一部の受注や付帯サービス率を失うということです。改定後に受注残や仕事数が全く減らない場合は、上げ幅が小さすぎたことになります。
この3つが揃うと特徴的です。1つだけでは別のことを示すことが多いです。
✓ 提示価格でほぼ全ての入札が通り、価格交渉もなく受注残が途切れなく埋まる
✓ 変更指示が仕事ごとに割引率や承認率がばらばらである
✓ 工事ごとの粗利益率が横ばいで、現場人件費の上昇に対して過去二年間料金改定が行われていない
通常、事態を悪化させる対応です。 全工事・全サービス契約に一律の率で価格を上げる方法です。工期遅延条項にさらされる工事には過大請求となり、高い粗利益が見込めるサービス工事では依然として過小請求のまま残ります。
It is for you if you run or finance a contractor and almost every deal closes, and closes quickly. It is the situation where the numbers are available but nobody has put them in an order that produces a decision.
It is not for you if Percision is the wrong tool if you already know the answer and only need execution capacity, or if the business is pre-revenue — then the constraint is evidence about the market, not analysis of your own figures. Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library. Also wrong if you need facilitation, politics, or someone to sit with a lender or buyer. Those are human jobs.
Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library.
Below is an excerpt from a real run of this analysis on 請負業者. It is a sample profile rather than a customer, and it is engine output translated from English — this is the format you get, on your own numbers.
The subject is Halloway Mechanical, a sample company profile used for testing rather than a customer — $180M revenue, mechanical contracting.
Excerpt from a real Percision run · Pricing Strategy · sample company profile
The move. Deploy 12 existing journeymen to lock in 40 new hospital service contracts, converting construction relationships into recurring 32% GM revenue.
The leak it closes. Reduces $4.2M overtime drag by re-allocating 12 journeymen from construction backlog to service fleet.
The assumption it rests on. Hospital procurement will accept 12–18% premium pricing for single-source mechanical partner — the engine put the probability at 0.75.
| Investment required | $2M cash (Phase 1); funded by existing $6.4M cash balance. |
| Expected return | 128% gross-profit ROI on $2M investment in Year 1; payback <12 months. |
| Revenue, year 1 | $8M incremental service revenue |
| Revenue, year 2 | $12M cumulative incremental |
| Revenue, year 3 | $18M cumulative incremental |
| Exit criteria | Terminate move if fewer than 15 hospital SLAs signed by Month 9 OR construction backlog falls below 6 months. |
This is one move out of a full analysis. Read a complete report — every page, no email required.
This question routes to Pricing & Revenue Optimization, one of 29 engagements the platform runs. For 建設・工事請負業者 it works through job gross margin, backlog cover, change-order capture and service attach rate, then produces the sequence rather than a list of options — which move first, what it funds, and the observation that would say the sequence is wrong.
You watch the analysis get built before paying anything. 完全なレポートはこちらをご覧ください if you would rather see the depth first.
一般的な答えはありません。有用な分析は区分ごとに行います。恐れている顧客喪失は、失うことで自社の収益構造が改善する層に集中していることが通常です。
新規から始める方が安全で進行は緩やかです。収益の大部分は既存顧客にあります。現実的な手順は新規顧客の価格を先に改定し、四半期の受注率を確認した上で、更新時に既存顧客へ通知して引き上げる方法です。
価格以外で競争しているか、していないかのどちらかです。価格で競争しながら自社の原価構造がそれを支えられない場合、販売量が増えるほど確実に損失が拡大します。
Materially, yes. Service work earns double the margin of projects and loses every staffing argument to liquidated-damages clauses — which changes both the diagnosis and the order of the fixes. The metrics that decide it here are job gross margin, backlog cover, change-order capture, and an answer built on industry-general benchmarks will usually point at the wrong one first.
Less than most people expect. Your last twelve months of revenue and cost split the way you already split it, plus whatever you hold on job gross margin and backlog cover. The analysis is explicit about what it is assuming where your data stops, which is more useful than waiting for numbers you may never have.
Percision is the wrong tool if you already know the answer and only need execution capacity, or if the business is pre-revenue — then the constraint is evidence about the market, not analysis of your own figures. Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library. Also wrong if you need facilitation, politics, or someone to sit with a lender or buyer. Those are human jobs.
Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library.
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