As a company that refuses to charge service fees when determining how to cut costs in business for our clients, Freedom Profit Recovery (FPR) may seem like an anomaly, and that is because we are. We are like the kid who reads during recess while everyone else plays (we’ll play later). This unusual business model may make others wonder, “Where’s the catch?” or “How we can stay in business in the first place?”
The explanation for all of these things is simple: we know what we are good at, and we camp there. While consulting companies focus on the billable hour and cost-auditing companies focus on the invoices, FPR is about much more than that. We’re all about quantifying the unquantified and bringing improved visibility and management to what is typically under-managed.
The truth is simple, companies want to run lean, and typically do not possess the expertise in-house to best manage these areas of their business. When we initiate the engagement process with our clients, we begin by analyzing every quantifiable aspect of their expenditures, volumes and contractual encumbrances. After over sixty years of combined partner experience, the exposures discovered are broad as one can imagine. FPR performs their business analytics process only on a contingency basis. We have attained success and made dozens of clients happy precisely because of this business model. Here are four reasons why:
We Play for Your Team
From our perspective, business relationships work best when both parties truly mutually benefit. Because of FPR’s approach, our goals always align precisely alongside our clients’. Because we are 100% manufacturer/distributor independent, at no point can a conflict of interest arise.
In other words, if we cannot introduce hard-dollar savings for our clients, we earn zero. Practices like inflating service charges or dragging out billable hours simply do not exist in such a business model. Instead, we embed ourselves within our clients’ operations to improve organizational efficiency, enhance their profitability and reduce any sources of waste we can find.
We Find Clients Who Can Cut Costs in Business the Most
As far as FPR is concerned, we want to prioritize the clients who stand to gain the absolute most from our services. Since FPR does all the heavy lifting, finding a CFO or CIO that is interested in introducing hard-dollar and process-improvements is typically not a difficult task. In a cost-recovery savings model, the more money we make means the happier our clients are. This approach incentivizes targeting clients that could benefit the most from our services.
It Makes Our Employees More Efficient
The old saying goes: “When the only tool you have is a hammer, everything starts to look like a nail.” For some businesses, this true observation leads them to tack on services that the client does not need, but that from which the vendor profits.
This issue is especially common with “solutions” vendors who are more interested in clinching a contract than providing tangible business value. They tend to target businesses that are most susceptible to upsells rather than ones who would actually benefit from their services. They also train employees to find ways to add value to their bottom line rather than yours. This why FPR’s vendor independence is so important.
At FPR, our team is instead incentivized to recover as much cost as possible. They end up developing a laser focus on cost recovery, letting skills like sales tactics fall by the wayside in favor of efficient analysis and consulting. Put simply: any time we are not making your organization money is time wasted.
We Know It Works
If we were wrong in thinking that a cost-recovery percentage pricing model is viable, we would never have gotten this far. Instead, we have more clients today than ever. As you can imagine, since we are extracting savings from areas they never imagined, these clients are quite pleased.
Learn more about our capabilities and how we deliver real results by reading our FPR case study & scheduling a meeting.