Footfall or conversion is lower
Separate the effect of fewer visitors from a lower purchase rate. Trace both through basket sales, contribution and staffing requirements.
INDUSTRIES / RETAIL
A plan for the store.
A view of the whole business.
Financial models and business materials for physical retail. Connect footfall, conversion, product mix and store costs to a practical plan for opening or expansion.
RETAILOperating logic
START WITH THE DRIVERS
01Store footfall
02Purchase conversion
03Average basket
04Store sales
Connected assumptions. A clear view of your business.
Built around your business.Explore all industries
01 / THE OPERATING REALITY
Your business has
its own moving parts.
Specialty stores, showrooms, convenience retail, boutiques, multi-store operators and omnichannel retailers.
01
The store economics
Build the sales forecast around visitors, conversion, basket size and trading days. Reflect seasonality and the time required to establish a new location.
02
The cost of the location
Connect rent, fit-out, fixtures, inventory and staffing to the opening schedule. Separate recurring costs from the initial investment.
03
A network view
Keep store performance visible while connecting central staff, warehousing and shared expenses. Test the timing and cash effect of new openings.
WHAT THE FINANCIAL WORK MAKES VISIBLE
The operating detail.
The decisions it supports.
Make store-level sales and contribution visible before combining them into a group forecast. Trading hours, location economics, inventory and central costs shape the expansion plan.
| What to track | What the model connects | What it helps you understand |
|---|---|---|
| Store sales | Footfall, conversion, basket value, trading days and seasonal demand. | The activity needed to support the revenue plan at each location. |
| Store contribution | Product margin, occupancy costs, store staffing and local operating expenses. | How each location performs before shared overhead and financing. |
| Stock and markdowns | Product purchases, stock cover, sell-through, shrinkage and discounting. | How merchandise decisions change margins and cash tied up in stock. |
| Opening cash requirement | Fit-out, deposits, opening stock, pre-opening costs and the sales ramp. | How much cash a new store requires before its trading pattern develops. |
QUESTIONS I CAN HELP YOU TEST
How would your plan change?
Choose the uncertainties that matter to your business. I can connect alternative assumptions to the forecast and explain the differences in the plan or presentation.
A second location opens
Include the new store’s investment and ramp, changes to central overhead and any assumed shift in sales between locations.
Stock clears more slowly
Compare lower sell-through with purchasing commitments, markdowns and supplier payments. Show the effect on margin and cash.
02 / WHAT WE CAN BUILD
The economics, the plan
and the presentation.
Agree the deliverables your project needs. Keep the assumptions consistent across the work.
01
Financial models
A store-level forecast covering sales, margins, stock, operating expenses, investment and group cash flow.
Explore the service02
Business plans
A business plan explaining the concept, location, customer, merchandising and store operations.
Explore the service03
Pitch decks
A funding presentation that connects new-store investment to the operating plan and rollout assumptions.
Explore the service03 / INSIDE THE DOCUMENTS
See the detail.
Understand the structure.
The financial-model and pitch-deck previews are selected for this industry. Open either image to inspect the detail, or follow its link to the matching FinancialModelsLab product. Each custom project follows its own business assumptions.
A PRACTICAL STARTING POINT
Bring what you know.
I’ll shape the brief.
These details help the work after our first conversation. You can start with the information you already have.
- Location, floor area and trading calendar
- Footfall, conversion and basket assumptions
- Product mix and gross margins
- Lease, fit-out and staffing estimates
- Existing store results and inventory
ILLUSTRATIVE PROJECT SCENARIO
A specialty retailer opening its second store
Model the new store separately from the original location. Compare a conservative sales ramp with the planned launch and show the impact on group cash reserves.
Explore the project briefA FEW PRACTICAL DETAILS
Before we work together.
LET’S MAKE THE NEXT MOVE CLEARER
Let’s work through
your next move.
Three quick questions. Then choose a time to talk with Henry.