Hypothetical businesses worked end to end with Profyza's calculators: the starting figures, the order of calculation, the scenarios and the decision the numbers point to.
The figures in these case studies describe hypothetical businesses. They are not any real company's data and they are not industry benchmarks.
The problem: Your store is selling, revenue is up, and the bank account does not notice.
The decision: Whether the problem is the campaigns or the cost structure, and which lever to pull first.
A full diagnosis of a hypothetical store with five engines: where the money goes and which lever brings it back fastest.
Calculators it uses: Contribution margin · Minimum price · Maximum CAC · Cost of returns · Break-even ROAS
The problem: You cannot tell whether you are holding too much stock or too little, and both cost money.
The decision: What cycle service level to set for this product.
Three stock policies on one product: what each point of service level costs, what each stockout costs, and the assumption that decides.
Calculators it uses: Safety stock · Reorder point · Inventory carrying cost · Stockout cost
The problem: You want to raise ad spend and the dashboard says ROAS looks fine.
The decision: How far to raise spend, and which signal to watch when deciding.
Three observed spend levels: where extra spend stops paying, and which limit binds first — cash or margin.
Calculators it uses: Contribution margin · Maximum CAC · CAC payback · Break-even ROAS
Find out how much you can pay for a sale or a click without losing money.
Work out how much returns cut from your monthly profit.
Strip out the fees, the tax, the materials, the shipping and the ads.
Work out your profit per unit after fees, fulfillment and advertising.
What each order really leaves you, and how much of that you can spend winning the customer.
What each imported unit really costs once it is sitting in your warehouse, ready to sell.
The order value above which you can give shipping away without losing money.
How much you can afford to pay for a customer without giving up your profit.
How many months it takes to recover what you paid to acquire a customer.
The stock level at which you have to place the order to avoid running out.
How many buffer units you need so a deviation does not leave you out of stock.
What a full warehouse costs you per year, and what share of your inventory that is.
What running out of stock really cost you, in lost contribution and extra spending.
Whether the bundle you are building leaves more money than selling the same items separately.
How far you can cut the price without falling below the margin you want to keep.
How many more units you have to sell so a discount does not leave you worse off.
The price below which you lose money, and the one your target margin needs.
How many days pass between paying your supplier and collecting from your customer.
Whether the supplier's minimum order pays off once you have paid to hold it.
Which sales channel leaves most per order for the same product and its real costs.