I practice it daily – cleaning my teeth on one leg, cold showers, planks, squats, push-ups. One day, wobbling on one leg, I wondered: what if we applied the same principle to business?
Big change is daunting. It can feel overwhelming, risky, or expensive. But small, consistent improvements – just 1% – can transform results.
The maths of 1%
Let’s put numbers to it. If turnover is £150,000 and costs are £75,000, profit (EBITDA) is £75,000. Increase turnover by just 1%, and suddenly it’s £165,000 revenue with £90,000 profit (assuming no additional costs in improving revenue). That’s a 20% uplift on the bottom line – without reinventing the wheel.
It’s easy to dismiss 1% as trivial. But just like saving pennies adds up to pounds, those marginal gains compound. The British cycling team used this strategy – focusing on hundreds of tiny improvements – and became world champions. Why shouldn’t businesses do the same?
Where does the 1% come from?
- Efficiency. Freeing staff from low-value admin (chasing data, preparing reports) gives them time for high-value tasks like winning clients. More time = more conversions.
- Sales process. A clearly documented sales playbook with responses to objections boosts confidence and consistency, lifting conversion rates.
- Operations. A kitchen team struggling to get hot meals out on time doesn’t need more staff – they need smoother systems. Removing one unnecessary step in the chain could be the difference between chaos and consistency.
- Customer experience. Minor tweaks, such as faster response times or more personalised service, build loyalty. A 1% shift here can lead to repeat business and referrals.
The role of SOPs
This is where standard operating procedures (SOPs) come in. In franchising, they’re essential. The operations manual is the DNA of the business – a blueprint of best practice, competitive advantage, and lessons learned.
Yet SOPs are often neglected. When I work with clients, we find duplicated effort, redundant forms, outdated processes, poor technology and mistakes waiting to happen.
Writing SOPs doesn’t just document processes – it exposes inefficiencies, sparks lightbulb moments, and empowers teams to improve. And the job doesn’t end once the manual is written.
The 1% mindset
If SOPs sit on a shelf gathering dust, that 1% advantage is lost. Review them. At least annually, ideally quarterly. Involve your team – they already know where the logjams are. Let them own the improvements. This isn’t management by committee – it’s empowerment.
One client found out, during a process review, that three staff members were duplicating the same spreadsheet task. By streamlining the process, they didn’t just save hours each week – they allowed people to focus on winning business. That’s the power of 1%.
And remember – improvements compound. A 1% change reviewed quarterly doesn’t just give you four improvements a year – it gives you exponential growth over time.
What’s your 1%?
Michael Mosley showed us the value of just one thing in our health. Business is no different. The right 1% improvement can be the difference between standing still and standing out.
So ask yourself: what’s the one small change you could make in your business today that would pay off tomorrow?
