Home services — cleaning, moving, junk removal, lawn care — are labour-dominant with low materials. The books should reflect that rather than being borrowed from a trade that buys parts.
Revenue
Recurring service revenue — regular cleans, scheduled maintenance. One-off job revenue. Add-on service revenue — extras sold at the point of service.
Add-ons deserve their own line. They are the cheapest revenue in the business, they are easy to stop happening without anybody noticing, and untracked add-on revenue quietly disappears.
Cost of delivery
Crew wages are the dominant cost and belong in direct costs, not overhead.
Supplies and consumables — genuinely small in most of these trades, which is why treating the business like a parts trade produces a misleading picture.
Disposal and dump fees, which are a real job cost in removal work and are frequently absorbed.
Vehicles
Usually the second-largest cost. Grouped as their own set — see vehicle costs.
The economics here turn on route density more than almost anything else, because drive time is paid labour on no invoice — see appointments per route.
Overhead
Scheduling and booking software, insurance, marketing, admin wages, premises if any.
Many businesses in this category have no premises at all, which is a genuine structural advantage — a low fixed cost base means a bad month is survivable. See break-even.
What this setup gives you
Crew cost as a percentage of revenue, which is the health measure for a labour business, and add-on revenue as a visible number rather than an assumption.