Financial planning and analytics across your entire store; Amazon, eBay, Walmart, Shopify and more.

Without your goal and strategy to achieve it, your PnL is noise.

Is that good? Depends what you're building.

A strategy doesn't have to be mutually exclusive. You can have more than one goal. But prioritisation is key — without it, the business pulls in different directions and the numbers can't tell you whether you're winning or losing. A1Desk gives you the framework to set the priority, measure against it, and know.

Top down analysis of where your revenue and profit come from, and how efficiently you earn it.

The same question at every level: which channels, regions, and products are driving your performance, and how efficiently are they doing it? Revenue and profit share tell you where the money is allocated. Efficiency metrics tell you how hard that money is working.

Amazon US earns 62% of revenue but 71% of profit. That is your most capital-efficient channel. eBay US earns 21% of revenue but only 14% of profit. The gap between revenue share and profit share tells you where money is being earned efficiently and where it is being spent inefficiently.

eBay US has the lowest ad return ($0.58 per dollar spent), the lowest conversion rate, and the highest landing cost per unit. That is why 21% of revenue only produces 14% of profit. The efficiency metrics explain the gap in the allocation metrics. This is what top-down analysis looks like when you can see both layers together.

83% of revenue and 85% of profit come from US. That is concentration. If US performance drops, there is very little diversification to absorb the impact. The question is whether that concentration is deliberate or just where you started.

Product C: 14% of revenue, 27% of profit. Product E: 12% of revenue, 7% of profit. The gap between what products sell and what they earn is where misallocation lives. Same allocation, same efficiency analysis, applied at the product level.

Channel, region, product. Same two questions at every level: where is the money going, and how efficiently is it being earned? The intersection of those answers tells you where to allocate, where to optimise, and where concentration risk is building without you seeing it.

Analysis to identify what drives your performance from the bottom up.

The downside hits harder than the upside helps.
A 10% price cut destroys 59% of profit. The same increase only adds 41% — because higher prices lose some volume. A 15% volume drop destroys 26%. The same increase only adds 20% — because growing volume costs more in advertising. A 20% ad spend increase destroys 23%. But cutting 20% only recovers 16% — because you lose rank and volume. A 10% COGS increase destroys 19%. A 10% reduction adds 14% — because supplier reductions are harder to achieve. A 5% fulfilment increase costs 10%. A 5% reduction saves 7%.

From this example, price is the most powerful single lever. Ad spend is the second. But these don't move one at a time.

They move together. A price increase might reduce volume. A COGS reduction might take six months of supplier negotiation but makes every future unit more resilient. A fulfilment reduction through packaging requires upfront investment but compounds on every unit shipped. An ad spend reduction drops cost immediately, but might lose rank and cost you volume next month.

a1desk models the drivers together. Price + volume + ad spend + COGS + fulfilment + cash + costs, simultaneously. Not one at a time. Not once. Continuously, because your consumers don't stand still. Neither should you.

25.7¢ — shipping it. Largest cost driver. Five products billed on dimensional weight, not actual weight. Detailed product-level analysis required.

23.6¢ — making it. Consistent across the portfolio. Stable, but are there alternatives? A long-term COGS reduction strategy requires effort, time, and supplier relationships. Note trigger points for when you have leverage to negotiate, e.g. increasing purchase volumes.

14.1¢ — platform commission. Driven by your selling price and your category. Amazon, Walmart, TikTok, Shopify: each has a different rate structure. a1desk knows what drives each one and models the portfolio effect.

12.2¢ — getting customers to buy it. How efficient is this spend? Which products convert, which don't? This is the most dynamic cost in your business and works together with all your other metrics. Never look at it in isolation.

8.9¢ — overhead. Doesn't change with volume. At higher volume this percentage shrinks: that's where scale leverage lives. But don't treat it as untouchable. If you drive down overheads, that's margin that stays in your pocket.

2.9¢ — everything else. Know it. FX, tax, duty, returns. All money is money. If you can reduce these, you are increasing your profit. Remember: everything compounds. 2.9¢ might seem small, but at 1,000 units that's $2,900. At 10,000 units, $29,000.

12.6¢ — yours.

Your revenue grows the business. Your cost structure makes it sustainable. Know what you can manage, what you can influence, and what each one costs per product, and increase the 12.6¢.

Cash is the fuel to your strategy.

It funds your inventory. It funds your advertising. It funds your time. It funds your business. Yet in ecommerce it's almost invisible in every tool.

Same product. Same profit. Completely different decision once you cost the capital.

Costing capital changes every decision you make. Which products to fund. How much inventory to hold. Whether to borrow to scale. Whether a new product justifies the capital it will lock up. Without it, you're making allocation decisions blind.

Financial plan built from your goals, your business and your numbers.

By this point, we have analysed your portfolio, your products, your costs, your cash, and your growth opportunities. Now we build the plan you will run your business against. Not a template. Not a spreadsheet you fill in once and forget about. A plan built from your real numbers, your real cost structure, and your real constraints.

Financial planning is not a nice to have, it is a requirement for any business. Yet it takes hours to build and hours to maintain. We do this for you, built from everything we already computed. Every cost line, every margin driver, every cash cycle. Analysis turns into targets. And those targets feed directly into the performance management process.

Every growth decision, modelled before you commit.

More volume on existing products. A new product line. A new region. A new sales channel. Every one of these is a growth opportunity. Every one also comes with costs, risks, and trade-offs you can only see in the numbers.

We model each opportunity through a structured process so you decide with data, not hope.

This is the same analysis whether it is more volume on an existing product, a new product launch, a new region, or a new sales channel. Every growth decision gets modelled through the same structured process. You see the full picture before you spend a dollar.

A structured approach to running your business by the numbers.

You built a financial plan. Now what? Without a process to measure, review, and act on it, the plan sits in a spreadsheet and reality moves on without it. This is the process.

This is not reactive. We do not scramble every time a number moves. Reviews are planned, structured, and each one leads to specific actions. The business runs on information and process, not instinct and reaction.