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Profit diagnosis
Find out whether weak profit comes from revenue, operating costs or a recent change in the business.
Diagnose the current period, or compare two similar periods to see what changed.
Choose the symptom that best matches what you are seeing. You can begin with partial information.
Use figures from the same reporting period. Blank values remain unknown; zero is a confirmed value.
Use a normal comparable period — not a launch day, a shortage day or a one-off event.
Start with the numbers you know
Profit is the result. Check the revenue and cost branches to find the cause.
Revenue = units or customers × realized price
If units or customers fell, check customer flow, stock, capacity, staffing and demand.
If the realized price fell, check pricing and product mix.
Variable / sales-linked
Labor
Location
Growth / demand generation
Business overhead
Breakdown of entered costs only
A large entered cost is not automatically inefficient. Compare its change and the value it enables before reducing it.
A confirmed increase is not automatically waste. Compare what the change bought before cutting it.
Operating profit describes the trading result of the period. Company cash can still move for other reasons.
Operating profit (this page)
Not entered
Do not subtract loans or taxes from this business’s operating profit. Use EconoView for the current tax estimate instead of one store’s daily profit.
Add revenue and at least the major costs, or compare the same business across two similar periods.
Before opening the next location, confirm the current one is repeatable.
Compare product costs, payroll and recurring operating expenses against revenue.
Check whether extra payroll created enough coverage or capacity to justify its cost.
Customer acceptance or unit sales may have fallen after the price change.
Compare campaign cost with the actual contribution from extra customers.
Compare neighborhood demand, rent, competition and staffing instead of copying the first setup.
Profit looks positive but cash still falls. Check inventory purchases, equipment spending, loan payments, taxes and expansion spending. Do not treat all of them as operating costs of this business.
