A subscription forecast cannot model landed COGS, and a unit forecast cannot model churn. YourCFO runs a different revenue engine depending on what you sell, so your forecast matches your business instead of approximating it.
Four business models
Contracts, ACV, churn
Model B2B revenue the way it actually behaves: per-customer contracts, ACV, churn, and expansion, driven by a sales-led and marketing-led funnel rather than a growth percentage.
How we model itCohorts, ARPU, retention
Consumer subscriptions do not churn at a flat rate. Model acquisition cohorts against a retention curve, with revenue as active users times ARPU, so month one drop-off and the long tail are both visible.
How we model itUnits, price, landed COGS
If you sell physical units, margin is made or lost after the sale. Model buyer cohorts, repeat purchase, and a channel margin waterfall across D2C, marketplace, and wholesale, on landed cost rather than list price.
How we model itOrder book, capacity, yield
Demand you cannot produce is not revenue. Model an order book against real production capacity from machines, shifts, and yield, with output clamped to whichever is lower and unit cost moving with utilization.
How we model itWhy it matters
B2B and consumer tech both earn recurring revenue, but they behave differently. B2B models revenue per customer contract with churn and renewal. Consumer tech models acquisition cohorts decaying along a retention curve. Same engine family, different mechanics.
Consumer products and manufacturing both sell units, so both run on unit economics. Manufacturing alone adds a supply-side clamp, because output cannot exceed what you can actually produce.
Your business type also seeds the chart of accounts, so the revenue, cost of sales, and inventory lines in your books are the ones your business actually uses, and your actuals land back in the forecast without a mapping exercise.
Set up the model that matches your business, then watch what your next decision does to the bottom line.