Direct vs. Indirect Costs (and Why They Matter)

If you’re a business owner continually searching for ways to increase your profitability, you’ll want to learn about direct and indirect costs. Breaking out your expenses into direct and indirect categories can help you arrive at the most profitable volume of sales for your business. 

Direct Expenses

Expenses that fall into the direct cost category are ones that relate directly to the items you sell. Here are some examples: 


  • If you have a flower shop, the cost of the flowers is a direct cost. So are vases, ribbons, cards, and the labor to put arrangements together. 
  • If you are a law firm, the labor and any materials or supplies spent on serving a client is a direct cost. 
  • If you own a pool building company, concrete, tiles, filters, pumps, and the labor to build the pools are direct costs. 
  • If you run a toy store, toys are a direct cost. 


Direct expenses, unlike indirect expenses, will vary proportionally to the volume of items you sell. The more you sell, the higher your direct expenses. The less you sell, the lower your direct expenses. 


In general, direct expenses should be recorded in Cost of Goods Sold. You can determine your Gross Profit by calculating Sales less Cost of Goods Sold (or COGS). Gross Profit Margin is an important percentage to know in your business. It’s computed as follows: (Sales – COGS) / Sales. 


Some small service companies might not bother to break out labor into direct and indirect on the Profit and Loss statement each month, but it can be useful to break out periodically or when you are re-evaluating your pricing and profitability.   


Direct expenses are important when making pricing decisions, but so are indirect expenses. 

Indirect Expenses

Indirect expenses are costs you must incur to run your business, but are not directly related to the items you sell. Here are some examples:



  • Telephone
  • Rent
  • Insurance
  • Utilities such as electricity, gas, water, and garbage pickup
  • Administrative labor, such as a receptionist or supervisor 
  • Education and training
  • Professional services, such as legal, HR, IT, or accounting 
  • Office supplies
  • Hardware and software
  • Business permits

Fixed and Variable Costs

Direct and indirect costs can be further broken down into fixed and variable costs. For example, HR expenses, education, and training will increase as your sales increase and you hire more workers. That makes them variable costs. 



Other indirect expenses such as rent will remain flat no matter your sales volume. This means they are fixed costs.   

Pricing Your Items

When calculating your sales prices, use direct costs to be sure your profit margin is high enough to cover an allocation of your indirect expenses. In other words, sales price should always cover all direct costs plus a profit component, plus enough to cover indirect costs when considering your sales volume. 


The lower your sales volume, the higher the price per item should be. A higher sales volume gives you more room to spread out your indirect costs over more sales. This can lead to higher profits, or you can lower your price to be more competitive. 


If you have questions about direct and indirect costs or want help validating your pricing decisions, please feel free to reach out any time. Learn more more about our services at firststepsfinancial.com.

Our Latest Insight


By Alisa McCabe • October 15, 2026
​There is a frustrating stage of growth when the business makes more money and becomes harder to run. You expected growth to create leverage. Instead, your calendar is fuller and decisions take longer. Projects compete for the same people. Expenses become harder to explain. Accounting needs more information from Operations. Operations needs more information from Accounting. And the accounting systems that carried you to $2 million were not built for $15 million. Nothing necessarily looks broken. That is what makes this stage so deceptive. The processes that got you here may still work. Your people may still be good. Your customers may still be buying. What changed is the weight your existing structure is being asked to carry. At $2 million, you can still personally compensate for the gaps. Somewhere on the road to $5 million, $10 million, or $15 million, that stops being possible. The business did not suddenly become dysfunctional. It outgrew its dependence on informal coordination.  Part 5 of a 5-part series on the COO-Accounting relationship
By Alisa McCabe • October 12, 2026
If Article 3 felt a little too familiar, your first instinct may be to call a meeting. You tell Operations and Accounting they need to communicate better. That will not fix it. The five warning signs were never personality problems. They were signs that your accounting systems and routines were never intentionally built around how these two functions work together. People cannot follow a structure that does not exist. Accounting cannot inform decisions they do not know are being considered. Your COO cannot use financial information they cannot access in time. The fix is not complicated. That does not mean it happens naturally. Most of what you need to build will feel almost obvious. Recurring conversations. Clear handoffs. Shared definitions. Access to the right information. This is not glamorous work. That is probably one reason it gets overlooked. For the first few months, you may have to follow up constantly. People will forget. Meetings will get moved. Someone will make a decision and skip the handoff. Then something starts to change. The follow-up becomes unnecessary. Information moves without you. Problems get caught earlier. Eventually the results look effortless from the outside. They were not. You built the relationship that made them possible.  ​ Part 4 of a 5-part series on the COO-Accounting relationship
By Alisa McCabe • September 28, 2026
Article 2 ended with a question. What would you actually see first if this relationship started breaking down inside your business? Here is the answer. You would see five things. If you are like most owners reading this, you are already looking at two or three of them. None of the five announces itself as a communication problem. Each one shows up as friction inside your accounting systems, wearing a perfectly reasonable disguise. That is the difficulty. On the surface, none of these looks like a broken relationship. Each looks like something else entirely. A busy month. A tough quarter. A personality difference between two people who were never going to be friends anyway. Every one of them gets explained away the first time you see it. That is exactly what makes them expensive. This article does not fix any of it. Article 4 does that. The job here is naming what is already sitting in front of you. Most owners walk past these signs for years without recognizing what they are looking at.  ​ Part 3 of a 5-part series on the COO-Accounting relationship