Estimated income / sales
Not entered
Money entering the business before expenses.
Profit diagnosis
事業の利益がどこへ消えているか確認する
売上から商品原価、人件費、家賃、広告費などを追い、健全な事業か判断します。
Revenue · Product costs · Payroll · Operating expenses
Know your numbers? Calculate profit and break-even →Coffee Shop · Midtown · daily
ChangeProfit analyzer
事業利益を分析
Enter figures from the same reporting period. Results react immediately and stay on this device unless you explicitly share them.
Examples are loaded only when requested. Private by default; sharing places entered values in the URL.
事業のお金の流れを追う
Sales are only the starting point. Each expense removes part of that revenue before the remaining amount becomes profit.
Revenue
Not entered
Product costs Largest$0 · 0%
Payroll Second largest$0 · 0%
Rent Small share$0 · 0%
Marketing Small share$0 · 0%
Licensing Small share$0 · 0%
Theft / losses Small share$0 · 0%
Other operating costs Small share$0 · 0%
Profit remaining
$0
損益分岐点を知る
Break-even revenue is the sales level required to cover the entered costs. The buffer shows how far current revenue sits above or below it.
View calculation details
Revenue − product costs − payroll − rent − marketing − licensing − theft and stock loss = profit. This is a business-level diagnostic, not a prediction of future sales.
変更をテスト
Change one assumption at a time and compare the result with the current business.
Add revenue to start.
A financial test needs a real current baseline; no example is loaded automatically.
推定収入は実際の利益ではありません
The game can show attractive income while product costs and recurring operations absorb most of it. Compare both figures before deciding that demand or pricing is the problem.
Actual profit
$0
Money left after all entered costs.
なぜ事業に利益が出ないのか？
1. Confirm revenueCheck whether demand, pricing and capacity support the entered sales.Open check →2. Check product marginCompare selling prices with product and resource costs.Open check →3. Check operating costsThe largest entered cost is Product costs.Open check →4. Test one changeUse a scenario above without assuming customer volume stays fixed.Open check →
よくある利益問題を解決
Sales are high but profit is lowCompare product costs, payroll and recurring operating expenses against revenue.
Return to the analyzer, make the missing cost explicit, and test one change at a time.
The business became unprofitable after hiringCheck whether extra payroll created enough coverage or capacity to justify its cost.
Return to the analyzer, make the missing cost explicit, and test one change at a time.
A price increase did not improve profitCustomer acceptance or unit sales may have fallen after the price change.
Return to the analyzer, make the missing cost explicit, and test one change at a time.
Marketing increased sales but reduced profitCompare campaign cost with the actual contribution from extra customers.
Return to the analyzer, make the missing cost explicit, and test one change at a time.
My second location performs much worseCompare neighborhood demand, rent, competition and staffing instead of copying the first setup.
Return to the analyzer, make the missing cost explicit, and test one change at a time.
Estimated income looks good but cash stays weakAdd product costs, licensing, theft, stock loss and every recurring expense to the same period.
Return to the analyzer, make the missing cost explicit, and test one change at a time.
Big Ambitionsの利益の仕組み
Revenue is not profit. Sales, entrance fees and office-service income create the top line, but every business must still pay the costs required to produce and deliver those sales. A busy store can therefore look successful while leaving only a narrow margin.
Different businesses carry different cost pressure. Retail businesses usually have direct product costs, while office businesses depend more heavily on skilled payroll and staffed workstation capacity. Rent, licensing, marketing, theft and stock loss can then reduce the remaining margin in either model.
Daily and weekly figures must use the same period. This analyzer converts between a daily view and a weekly view using your selected operating days. It does not assume every business opens seven days. Enter figures from the same period so the margin and break-even result stay meaningful.
Diagnosis should start with the largest pressure, not a universal benchmark. The cost ranking here is relative to the current scenario. Use it to decide whether to inspect pricing, products, staffing, rent, marketing or loss prevention next, then test one change without treating unchanged sales as guaranteed.
次に何を改善しますか？
Improve pricingTest customer tolerance before assuming a higher price will keep the same sales volume.Continue →Check marketingSee whether campaign cost still has promotion and capacity headroom.Continue →Review staffingCheck whether payroll is buying the coverage and capacity this business needs.Continue →
$0 / day
Net margin 0%