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Free to browse · No signup · 25 real profit leaks, mapped
25 leaks mapped
Without product cost, no tool can compute real profit. It can only show revenue and gross sales.
Manual spreadsheets work until volume, refunds and multi-channel data make them slow, error-prone and out of date.
Sales are growing, but after discounts, refunds, COGS, shipping, fees and ads, the real profit may be far smaller than it looks.
A campaign can show a healthy ROAS while the order still loses money once COGS, shipping, fees and discounts are counted.
Shipping is a per-order variable cost. Heavy, far, low-price or returned orders can quietly turn profit into loss.
The store dashboard shows gross sales, but the bank receives sales minus fees, refunds and reserves, so the two never agree.
Spending ad budget to sell a SKU that loses money after costs scales the loss, not the profit.
Stacked vouchers, platform campaigns and seller discounts can eat the whole margin on an order while sales still look strong.
Marketplaces layer commission, transaction, payment and program fees, so the real cost to sell is hard to pin down per order.
Commission, transaction and payment fees stack differently per platform and rarely show on the sales screen.
Free shipping is not free. You still pay the carrier; on thin-margin or small orders that cost can exceed the profit.
Profit and cash are two different clocks. Profit is booked at the sale; cash arrives later, after payouts, while costs are paid up front.
Refund timing and type quietly change which SKU is winning. A late refund overstates last period; a damaged return is a pure loss.
Agencies report revenue and ROAS, but clients increasingly ask for profit. Without cost data, the agency cannot prove it drove profit.
Runway is the number of months you can keep operating before cash runs out. Seen late, the only fixes left are expensive.
Supplier prices change in batches, but the cost in your tool is still the old one, so margin looks better than it is.
Some SKUs lose money on every sale and tie up cash and attention. Cutting them can lift overall profit even as revenue dips.
Selling across several platforms means different fees, payouts and discount rules, so total profit and per-channel profit are hard to see together.
Cash sitting in slow stock is profit you already earned but cannot spend. It can starve the business even when the P&L looks fine.
The product that carries most of your profit deserves the most protection on stock, price and ad support, yet it is often taken for granted.
A small price increase on a thin-margin SKU can change a loss into a profit, but most sellers avoid it because they cannot see the margin.
A few slow SKUs can hold a large share of your inventory cash while contributing little profit.
Running out of your best product loses the highest-margin sales and can hurt ranking and ad efficiency on marketplaces.
A high average order value can still be low profit if the big orders lean on discounts, bundles or expensive shipping.
Attributed channel revenue (email, SMS) is often reported gross, before discounts and costs, so the channel looks more profitable than it is.
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