@drewfallon12 Everything you say is right of course.
But the opposite is also true. You can be a profitable business in theory but if you are growing and your CCC is positive you can still run into issues.
So a neg CCC doesnโt make a bad business good, but a positive can make a good one bad
@TaylorHoliday@FinaloopTeam@IrisFinanceCo I am assuming gross profit here is also removing fulfillment and payment costs right? If so, isnโt the calculation incorrect. As the CCC should only apply to the landed costs of product sold.
Wonโt change the entire situation too much but should be closer to 30% vs 45%
@andrewjfaris We did increase the amount of placements from around 1 per POS to around 1.5 per POS at the same time.
So based of that I would say that there is was a pretty massive impact.
We were thinking about measuring this more but a large chunk of spend (>50%) was on influencer
@andrewjfaris So a few years back when I was CMO of a food brand we were sitting at roughly 15m online and 15m offline. We then grew marketing spend 3x to get to 50m online but offline grew to 50m as well with almost no change at amount of POS as this was during COVID.
@moizali Lisbon is great but Porto is even better. Other great spots are San Sebastiรกn (amazing food), Zurich and Nordic cities like Copenhagen and Stockholm. Not living in any of the places but should you come to Munich let me know ๐
@TaylorHoliday So depending on age/sell-through we would depreciate the value of the inventory, which in turn would define how much discount we would give.
The great side effect of this was that our Contribution Margins were stable and didnt fluctuate during end of season sale ๐
@TaylorHoliday I built something that follows the same methodology I guess around 10 years ago at my first job at a large fashion retailer, where the discount strategy and the depreciation strategy worked hand in hand.