What happened in September, how it compares with the plan, and what needs attention. Hover or tap any chart for the detail.
Costs to make, sell, market and run the business, leaving profit at the end
Blue = better than plan, orange = worse
The two lines have crossed
Four levels, each taking off more costs
| Measure | What is taken off |
|---|---|
| Profit after making costs | Sales less ingredients, packaging and the labour to bake and decorate. Shows which products earn their keep. |
| Profit after selling costs | …then less delivery, Uber Eats commission, card fees, loyalty vouchers, discounts and counter staff. Shows which channels and customers earn their keep. |
| Marketing | Ads, events, referral and sign-up rewards, content and PR. Shown on its own line because it is the biggest cost you can change quickly. |
| Profit after everything | …then less rent, utilities, insurance, software and owner's wages. What the business actually made. |
True cost per item (ingredients, packaging, decorating and baking labour) and profit by product, ranked by profit rather than sales.
Orange = margin under 40%
Blue is what's left for the business after making the item
Per item, ex GST, at a $38/hour loaded wage rate. Prices are averages of the public menu; costs are assumed for this sample.
Spend by channel against plan, the sales each channel brings in, and where new customers actually come from.
Orange = more than 15% over plan
Only channels we can track · orange = below break-even
From the "how did you hear about us" question at checkout and the counter
It has climbed every month · dashed line is the plan, 7%
One line per channel · new customers are those who named that channel · the last column is what I'd propose, for discussion
Where the profit comes from, which accounts matter most, and whether the kitchen is running efficiently.
Sales, and what is left after the costs of selling through that channel
Ranked by profit · orange = margin under 30%
Orange = weeks over 32% · dashed line is the 30% target
Orange = more than 10 hours · the decorating bench is the bottleneck
A 13-week cash forecast you can change, the big payments coming up, and what the numbers say about hiring, equipment, marketing and growth.
Move the controls and the forecast below redraws. "As planned" is the position today.
Bank balance at the end of each week · the shaded area is below the $35k buffer we want to keep
All of these are already in the forecast
Same forecast, with one or two changes