Ads and order-generation run 7 days a week. Delivery only runs 6 (Mon–Sat). This is what that mismatch means in numbers.
Delivery rate (35%) and ad cost per order (₦3,500) stay fixed as the shared assumptions — your product cost, remittance, FX rate, and monthly target below are all yours to change. Built so anyone on the team can drop their own product in and get their own plan.
Swap these for your own product's cost and payout — everything downstream (money trail, restocking, the 91-day trail, P&L) recalculates from these, not just from the watch business above.
| Metric | Per day | Per week | Per month |
|---|---|---|---|
| Orders needed (placed/confirmed) | 77 | 534 | 2,286 |
| Ad spend | 269,500 | 1,869,000 | 8,000,000 |
| Delivered (target) | 31 (delivery day) | 187 | 800 |
| Metric | Value |
|---|---|
| Starting stock recommended | 300 units |
| Weekly restock (steady state) | 187 units — ₦2,244,000 landed (stock + clearing) |
| Weekly profit at steady state | 3,560,480 |
| Monthly profit at steady state | 15,232,000 |
Starting stock is sized at ~1.6× a week's steady-state delivered volume — enough headroom that you never approach the floor the way a bare one-week supply would (see the sawtooth in the launch trail below). Type any number above — the week-cadence tables, restocking figures, the full 91-day day-by-day trail, and the 3-month P&L further down all regenerate for whatever target you enter, not just a fixed set of presets.
Ads fire every day. Delivery capacity disappears on Sunday — and shows up again, doubled, on Monday.
This is what buys the orders — spend is live every day, Sunday included.
| Metric | Per day | Per week | Per month |
|---|---|---|---|
| Orders needed (placed/confirmed) | 77 | 534 | 2,286 |
| Ad spend | 266,700 | 1,866,700 | 8,000,000 |
Same monthly orders, squeezed into ~26 working days instead of 30 — so the daily load is heavier than it looks.
| Metric | Per delivery day | Per week (6 days) | Per month (~26 days) |
|---|---|---|---|
| Delivered orders (target) | 31 | 187 | 800 |
| Orders to dispatch / pack | 88 avg | 534 | 2,286 |
Sunday's orders can't be delivered on Sunday — they queue up and land on Monday on top of Monday's own volume.
Capital moves in Naira. Customers pay Cedis. Here's the full loop, and what's actually left over per delivered watch.
Assumes a failed delivery's unit comes back to you and gets resold (confirmed) — so stock cost is per unit sold, not per unit dispatched. Ad spend has no such safety net: every attempt is spent, delivered or not.
Two different numbers answer two different questions — mixing them up is how you either stock out or tie up cash you didn't need to.
| Question | Per week | Per month |
|---|---|---|
| Units to keep dispatch-ready (covers every placed order) | 534 | 2,286 |
| Fresh units to actually reorder (steady state — returns cover the rest) | 187 | 800 |
The gap between those two rows is the ~65% that don't deliver — since your courier returns them, they recirculate for free and only the 187/week figure needs new money spent on it. That's your restock order, placed every week.
Full rate from day 1 (no throttle) — 300 units comfortably covers 187 delivered/week. Illustrative: 1st falls on a Monday. Clearing is paid the moment each batch clears customs, not on a delay — the 7 days is shipping lead time only.
| Day | Orders placed | Ad spend | Delivered | Stock on hand | Event | Cash balance |
|---|
Stock rides a weekly sawtooth: it peaks every Monday when that week's restock batch lands, then bleeds down through Tue–Sat as deliveries go out, holding flat over Sunday (no delivery), before the next Monday tops it back up.
The only day cash gets thin is day 1 itself — every day after that it only grows, since a Monday's arriving batch is already paid for by the Sunday before it. No throttling needed: the target is hit in month 1, not phased in.
Same weekly cycle, no resets — day count just keeps running from month 1, so the weekday pattern (restock Mondays, remittance Sundays) carries straight through. Assumed 30 days.
| Day | Orders placed | Ad spend | Delivered | Stock on hand | Event | Cash balance |
|---|
Identical mechanics again — this is the "cruising" pattern now, on autopilot.
| Day | Orders placed | Ad spend | Delivered | Stock on hand | Event | Cash balance |
|---|
Operational view — cash ledger and stock position, month by month.
| Month | Delivered | Ad spend | Restock spend | Clearing paid | Remitted in-month | Closing cash | Closing stock |
|---|
Same 91 days (plus the prep-week purchase), reorganised around the four numbers that actually answer "did this make money": what went into ads, what came back as revenue, what was spent keeping stock flowing, and what's left.
| Month | Total ad spend | Total revenue | Total restock (stock + clearing) | Total profit |
|---|
Restock here is landed cost — stock (₦8,000/unit) and clearing (₦4,000/unit) combined, including the original prep-week batch. Revenue is what was actually remitted in-window; because the 91-day frame runs Monday-to-Sunday in exact 7-day weeks, every delivery in it has also been remitted in it — nothing left uncollected at the edges.