You sell physical products

Margin after the channel takes its cut, not before

For brands and retailers selling through D2C, marketplaces and wholesale: books with real COGS and inventory lines, and a forecast built on landed cost, repeat purchase and a margin waterfall per channel.

The problem

Why this is hard today

The same unit earns a different margin on your own checkout, on a marketplace and through a distributor, once commission, fees, discounts and fulfilment come off. Freight and duty land in the cost at year end instead of in the plan. And each channel pays on different terms, so accrual revenue and the cash that actually arrives drift apart.

How it fits your business

Books and a forecast shaped to what you sell

  1. 1

    Books shaped to a product business

    The chart of accounts is seeded for consumer products, with the revenue, cost of goods and inventory lines a product company actually uses, and bills forwarded to YourBooks post to them.

  2. 2

    A margin waterfall per channel

    D2C, marketplace and wholesale are modelled separately. Commission, fees, discounts and fulfilment come off before margin, and cost of sales is built on landed COGS including freight and duty.

  3. 3

    Buyers who come back, cash that arrives later

    Buyers are acquired as cohorts and follow a repeat purchase curve, and cash collected is tracked apart from accrual revenue, which matters when a marketplace settles weeks after your own checkout.

If

you shift a quarter of your volume from marketplace to wholesale

Then

contribution per unit, the timing of cash, and the inventory you need to hold all move, and the forecast shows each one.

Contribution margin by channel, landed COGS and cash conversion, from the books up.

Related

Other moments YourCFO is built for

You run an SME with no finance team

Your accountant files. Nobody tells you how the business is doing this month. YourBooks keeps the books current and readable, and the forecast on the same ledger tells you what the next decision does to cash.

Modeling a pricing change

Model a price increase or a new tier as an initiative and watch the effect on revenue, churn, and runway before it goes live.

Planning marketing spend

Model a campaign or channel as an initiative tied to the pipeline and revenue it should produce, then check it against actuals.

Start with the books. The forecast is already there.

A conversation about how your books are kept today, what would move, and what a forecast shaped to your business would show you first.