Product Biz Made Easy

A customer who leaves a full cart is giving you a different clue from someone who never

clicked or never wanted the product. In Episode 26 of Product Biz Made Easy, Becky J.

Anderson walks through the three reasons she checks first: a late surprise, an unanswered

question, or checkout trouble. She uses a completed $42 Shopify example, explains how

the clues change on Amazon, Walmart.com, TikTok Shop, and Etsy, and shows why another

coupon is not always the right answer.

A full cart is a yes that ran into something. Before you send another discount, check what

surprised the customer, what she still needed to know, and what made checkout harder

than it needed to be.

You paid for the click, but did the customer ever make it to the order? In Day 25 of 30 Days

to More Sales, Becky J. Anderson shares what happened when an ad report looked busy but

the orders did not keep up. She walks through six plain numbers that show where a paid

customer stops moving forward: spend, clicks, page visits, add-to-carts, checkouts, and

orders. You will hear a completed $120 Shopify example, plus practical ways to read the

path on Amazon, Walmart.com, TikTok Shop, Etsy, and wholesale.

Before you rewrite the ad or add more money, find out where the last paid customer left.

Episode 25 gives you six numbers that separate a traffic problem from an after-the-click

problem.

If every sales channel is a growth priority, none of them has a real customer goal. In Day 24 of 30 Days to More Sales, Becky J. Anderson shares what happened when Amazon, Shopify,

Walmart.com, TikTok Shop, Etsy, and wholesale all looked like the next big opportunity.

Then she walks through five questions that help product-business owners choose where the

next 100 new customers should come from. A completed example uses the last 100

customers, money left from the first order, customer access, capacity, and a clear growth

action to build a focused 60-customer Amazon plan and 40-customer Shopify plan.

Product Biz Made Easy | 30 Days to More Sales

How to create a simple repeatable process for your product business. A promotion had been run before, but the next round still required another hunt for the emails, photos, links, inventory answers, customer-service notes, and approval. Because Becky knew the history, she became the human search bar for the work.

In this episode:

• Why a job that happens every week but still requires remembering every step, answering the same questions, and hunting down the same links isn't a repeating job, it's a recurring emergency with excellent attendance
• How a monthly promotion that wasn't especially complicated became scattered across inboxes, folders, messages, somebody's memory, and a document named final-final-use-this-one, turning the owner into the human search bar for work the business had already paid to learn
• Why familiar work hides missing steps: after doing something ten times, an owner's brain fills in steps without telling her, so what feels obvious to her is invisible to someone doing the job for the first time
• Why a system doesn't have to be a giant manual: it's simply the best way you currently know how to complete a repeating result, written down now rather than carved in stone, so the first version doesn't need to be perfect
• How to choose the right first job to document: something that happened at least three times in the last 30 days, caused the same questions, or required rescuing more than once, since fixing something that repeats every week means the savings keep collecting
• The six-part Repeatable Work Page: what starts the work, what finished looks like, the important steps, the decisions or rules that cannot be guessed, who owns the job, and where the files, links, and examples live, plus a Make It Better Next Time box at the bottom
• Why "finished" should describe the result, not just the activity: a tested email sent to the right group with the right link is a finished result, while simply sending an email is just an activity
• Why the rules matter as much as the steps: a checklist tells people what to do, while rules like not launching a promotion with less than four weeks of stock, or not discounting below the approved profit line, tell them how to make the normal decisions that come up along the way
• Why every repeating job needs one named owner, not because that person does every step herself, but because someone needs to know where the job stands, what's waiting, and who needs an answer
• Why giving the work one home stops the owner from becoming the human search bar: one clear folder, one link from the Repeatable Work Page, and one agreed current file
• A completed monthly promotion example: starting 21 days before the promotion date, with finished meaning the offer is approved, the Shopify page is live, Amazon and shared-warehouse inventory are checked, three emails are scheduled, customer service has the details, and every link is tested on a phone, with the marketing lead as owner and one added note after each round in the Make It Better Next Time box
• Why testing the page with somebody other than the person who wrote it is the fastest way to find the holes, since the first version will always have gaps the owner's brain filled in without noticing, and why the fix belongs to the page, not the person
• A caution against documenting broken work: if a job needs seven approvals because nobody trusts the information, or a report takes two hours and nobody uses it, fix the underlying problem before writing instructions for it
• The one clear next step: choose one job that happened at least three times in the last 30 days or came back for the same answer more than once, build its Repeatable Work Page, have somebody else use it once and mark every place she had to guess, search, or ask, then fix those spots before the job comes around again

Resources mentioned:

• Free Repeatable Work Page: BeckyJAnderson.com
• Grab your FREE Downloads here: https://www.beckyjanderson.com/offers/BYHabR7G/checkout

Next episode: Episode 24, "Where Should Your Next 100 Customers Come From?"

Follow Product Biz Made Easy so it's easy to find tomorrow. And send this episode to the business owner whose team is currently looking for a file called final-final-use-this-one.

• Primary: repeatable business process, ecommerce systems, product business checklist, small business process, recurring work system
• Supporting: monthly promotion checklist, Amazon seller systems, Shopify business process, document recurring tasks, business owner bottleneck, team process, standard work, ecommerce operations
• People also search: how to document a repeating process in a small business, how to stop rebuilding the same work every week, simple system for monthly product promotions, how to get business processes out of the owner's head, one-page process template for ecommerce
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Product Biz Made Easy | 30 Days to More Sales

How to decide what to delegate in your product business. A repeat customer-service approval took Becky only a minute, but the real cost was the customer and team waiting whenever she was unavailable. Clear rules and clear reasons to ask for help let the normal decision move without her.

In this episode:

• Why a fast, capable owner can accidentally train the whole business to wait: answering a repeat question quickly feels efficient at first, until more orders and more questions turn one minute of owner time into everyone stopping until she's available
• Why being fast can keep you stuck: owners can usually do most jobs faster than anyone else because they've done them longest, but every time the job comes back because it's quicker to just do it, the business misses the practice it needs to stop depending on the owner
• Why being needed can feel good, and why that's not proof the owner is becoming less important, since the owner's job is supposed to change as the business grows from doing almost everything to choosing direction, protecting the business, developing people, and making the big decisions
• The Only-Me Filter, four questions for any task, approval, report, meeting, or decision that came back more than once in the last five workdays: could this seriously affect money, people, the legal side, the brand promise, or an important relationship; does this truly need my judgment or does it need a clearer rule; what would happen if a capable person did it 85 percent as well while learning; and does this job need to exist at all
• What should stay with the owner: the direction of the company, major financial promises, high-level hiring decisions, brand promises, legal responsibilities, and the relationships that truly matter, while the supporting work around those decisions, like gathering numbers or preparing a recommendation, can still be handed off
• What can be taught: a lot of work that looks like owner work has simply never been explained clearly, and the first handoff will likely take longer than doing it yourself, but teaching it once trades a few hours now for the roughly 26 hours a year a 30-minute weekly task otherwise costs
• What should be stopped rather than handed off: a report nobody reads, a meeting that repeats what's already in an email, a manual step for a problem that no longer exists, or a weekly approval that could become a simple dollar limit
• The five-part Hand-Off Page: the result, meaning what should be true when the job is done well; the rules, meaning what dollar limit, deadline, quality standard, or safety rule needs protecting; the examples, showing one or two good ones and why they're good; the decisions, meaning what the person can decide alone versus what still comes back to the owner; and the check-in, meaning when the owner will review the result and what will show it's working
• A completed customer-service example: the team can resolve a verified first replacement claim worth $75 or less during the same business day, while claims over $75, repeated claims, suspicious orders, or anything mentioning safety, legal action, or a chargeback still come back to the owner, with a Friday review for the first four weeks
• Why a handoff falls apart when the owner gives away the activity but keeps the information needed to do it well, and why letting a capable person do the job differently, not just faster, is part of making the handoff real
• What to do without a team: run the same Only-Me Filter, stop anything that doesn't need to exist, and use a saved reply, checklist, template, or simple automation to keep from rebuilding the job from scratch every time
• The one clear next step: choose one job that came back more than once in the last five workdays, run it through the Only-Me Filter, and either keep the true owner decision while removing the surrounding prep work, or complete the five-part Hand-Off Page and move that one responsibility out of your regular job within seven days

Resources mentioned:

• Free Only-Me Filter and Hand-Off Page: BeckyJAnderson.com
• Grab the FREE download here. https://www.beckyjanderson.com/offers/BYHabR7G/checkout

Next episode: Episode 23, "We Kept Rebuilding the Same Work Every Week."

Follow Product Biz Made Easy so it's easy to find tomorrow. And send this episode to the business owner who has accidentally become the approval department for absolutely everything.

• Primary: what to delegate as a business owner, small business delegation, owner bottleneck, ecommerce delegation, product business time management
• Supporting: how to hand off work, customer service approval rules, team ownership, business owner time, Amazon seller team, Shopify business systems, founder dependency, delegation worksheet
• People also search: how to decide what only the business owner should do, what tasks should an ecommerce owner delegate, how to hand off work without lowering standards, how to stop being the bottleneck in a small business, how to let employees make decisions without approval
• Hashtags: #ProductBizMadeEasy #30DaysToMoreSales #ProductBasedBusiness #EcommerceBusiness #Delegation #BusinessOwner #TeamLeadership #CustomerService #SmallBusinessSystems #OwnerBottleneck #WorkOnYourBusiness #BusinessGrowth

Product Biz Made Easy | 30 Days to More Sales

How to run a weekly CEO meeting for your product business. Becky and Paul were working constantly, but one problem kept returning because they fixed the immediate issue without protecting a place to make the bigger decision. One clear rule, one responsible person, and one weekly review replaced many interruptions.

In this episode:

• Why urgent work comes with a deadline and a notification, while important owner work is quieter, which is why it keeps getting pushed to later until a 15-minute decision arrives as a three-hour emergency
• Why the CEO Hour is not another staff meeting: it belongs to the owner of the whole business, isn't for status reports or inbox time, and exists to look, decide, assign, and make next week easier
• Part one, look back for 10 minutes: ask what worked, what missed, and what happened more than once, since a problem that keeps repeating probably needs a decision, rule, checklist, or template rather than a better memory
• Part two, look at five numbers for 15 minutes: sales compared with the Must-Hit Monthly Sales Number, cash in the bank and upcoming large payments, what the current product or promotion is leaving after costs, one inventory risk, and one growth number connected to what's currently being improved
• Part three, make the owner decision for 15 minutes: asking what decision, if kept putting off, will keep creating work or slowing down the business, and writing that decision in one sentence so everyone knows what's true after the hour that wasn't true before it
• Part four, choose the week for 15 minutes: pick one CEO priority and no more than three supporting steps, each with an owner, a due date, and a clear definition of finished
• Part five, make next week easier for five minutes: write down one answer, rule, assignment, reminder, or report that prevents a repeated interruption from earning another emergency later
• A completed example: a fictional Amazon and Shopify business that's $6,000 behind its monthly sales pace, has only three weeks of Amazon stock on its best product, and saw Shopify conversion drop from 3.1 to 2.4 percent, leading to the decision to protect Amazon inventory and fix the Shopify page before spending more on ads
• How to protect the hour from the business: same time each week, inbox and notifications off, the five numbers ready in advance, and a clear standard for what actually counts as an interruption
• What to do if you miss a week: move it if you can, and if the week is nearly gone, do a 20-minute rescue version covering the five numbers, one owner decision, and one priority before returning to the full hour the next week
• The one clear next step: put one 60-minute CEO Hour on the calendar at the same time for the next four weeks, hold the first one within seven days using the five-part agenda, and finish the sentence, "by the next CEO Hour, the business will be better because ___"

Resources mentioned:

• Free Weekly CEO Hour Agenda: BeckyJAnderson.com
• Grab the FREE download here: https://www.beckyjanderson.com/offers/BYHabR7G/checkout

Next episode: Episode 22, "Decide What Only You Should Be Doing."

Follow Product Biz Made Easy so it's easy to find tomorrow. And send this episode to the business owner whose calendar has a meeting for everybody except the owner.

• Primary: weekly CEO hour, weekly CEO meeting, product business planning, ecommerce weekly review, business owner time management
• Supporting: weekly business review, ecommerce numbers, owner decision making, Amazon seller planning, Shopify business planning, weekly priorities, product business systems, CEO schedule
• People also search: how to run a weekly CEO meeting for a small business, what numbers should an ecommerce owner review weekly, weekly planning routine for product business owners, how to stop urgent work from running my business, one-hour weekly business review agenda
• Hashtags: #ProductBizMadeEasy #30DaysToMoreSales #ProductBasedBusiness #EcommerceBusiness #CEOTime #WeeklyPlanning #BusinessOwner #AmazonSeller #ShopifyBusiness #SmallBusinessSystems #TimeManagement #BusinessGrowth

Product Biz Made Easy | 30 Days to More Sales

How to calculate the monthly sales number your business needs. Becky and Paul's business had grown, but their familiar monthly sales goal had not. The team could hit the number and the month could still feel tight because yesterday's goal was being asked to pay today's bills.

In this episode:

• Why a sales goal is supposed to pay for something specific, and why a number chosen because it sounds good or matches last year plus 10 or 20 percent can't be evaluated as working or not until you know what it's meant to cover
• Why revenue isn't the same as money left, since a $100,000 sales month doesn't put $100,000 in the checking account for payroll, rent, and owner pay
• How to find the amount left from each sales dollar: take a recent, fairly normal three-month period, subtract the costs tied to those sales, and divide what's left by total sales to get a percentage, such as 40 cents kept from every sales dollar
• Why it's fine to use one blended percentage across your actual sales mix of Amazon, Shopify, Walmart.com, TikTok Shop, Etsy, and wholesale to start, rather than building five separate spreadsheets before you've used the number even once
• The first finish line, covering the monthly bills: dividing regular monthly costs by the percentage left from each sales dollar, which in the episode's example means $24,000 in monthly costs divided by 40 percent equals $60,000 in required sales
• Why covering the bills is not the whole goal, since the business also needs to pay the owner and keep something for growth, slower months, future inventory, or simply being a profitable company
• The completed $90,000 example: $24,000 in monthly costs, plus $8,000 in owner pay not already included, plus $4,000 for planned profit and reserves, totals $36,000 needed from the leftover part of sales dollars, which divided by 40 percent equals a $90,000 monthly sales number
• Why hitting a goal like $75,000 could still disappoint an owner: at 40 cents kept per dollar, $75,000 leaves $30,000, which covers the $24,000 in bills but leaves only $6,000 toward a plan that needed $12,000 for owner pay and profit
• What to do if the number feels too high: it isn't a verdict, it's a picture of what the current plan costs, and the fix could be improving what each sale leaves, trimming monthly costs, building owner pay or profit goals in steps, or deciding the business genuinely needs a stronger sales plan
• Why this is a planning number, not a replacement for cash-flow timing, bookkeeping, or an accountant, and why it should be reviewed at least quarterly and any time payroll, space, prices, a new channel, or the sales mix changes significantly
• The one clear next step: build one Must-Hit Monthly Sales Number using average monthly operating costs, owner pay if not already included, the amount wanted for profit or reserves, and the average percentage left from each sales dollar, then calculate both finish lines, the sales number that covers operating costs and the sales number that covers the business, pays the owner, and leaves the planned profit or reserves

Resources mentioned:

• Free Must-Hit Monthly Sales Number worksheet: BeckyJAnderson.com
• Grab the FREE Download for this episode. https://www.beckyjanderson.com/offers/BYHabR7G/checkout

Next episode: Episode 21, "Build Your Weekly CEO Hour."

Follow Product Biz Made Easy so it's easy to find tomorrow. And send this episode to the business owner whose sales goal was chosen because it looked good in a very large font.

• Primary: monthly sales target, monthly break-even sales, ecommerce sales goal, product business revenue goal, break-even sales formula
• Supporting: owner pay planning, product business profit goal, ecommerce operating costs, contribution margin explained, Amazon profit, Shopify profit, monthly revenue planning, small business break-even
• People also search: how much does my product business need to sell each month, how to calculate monthly break-even sales, sales goal that includes owner pay and profit, how to set a monthly ecommerce sales target, why I hit my sales goal but have no money
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Product Biz Made Easy | 30 Days to More Sales

How to find cash tied up in excess inventory. A larger purchase order lowered the unit cost, but sales moved slower than expected. Becky shares how she and Paul had bought well without buying the right amount, and how usable business cash ended up sitting quietly on the shelf.

In this episode:

• Why a bigger order can feel like a smart buy: a lower unit cost, plenty of stock, and no awkward message telling customers the product is sold out, even while sales move more slowly than expected
• Why overstock hides in plain sight: running out is loud and gets noticed immediately, while too much inventory is quiet, still shows a value on the accounting report, and never sends an urgent message saying it's overstayed its welcome
• Why retail value isn't available cash: 800 units that sell for $40 looks like $32,000 sitting on a shelf, but that's only possible future revenue, not cash the business can use, since the sale, fulfillment, fees, and returns still have to happen
• Why landed cost, not retail price, is the right number to use for this exercise, since it reflects what the business actually has invested in getting that inventory ready to sell
• The months of supply formula: units currently on hand divided by average monthly units sold, which in the episode's example means 800 units and 100 units sold per month equals eight months of supply
• Why the number isn't a verdict by itself: a product with a six-month supplier lead time, a seasonal selling window, fast growth, or unpredictable manufacturing all need a different target months of supply than a simple, easy-to-reorder product
• The completed $6,000 example: with a two-month supplier lead time plus a one-month safety buffer, the target is three months of supply, or 300 units; the business has 800 units, meaning 500 excess units at a $12 landed cost equals $6,000 of cash invested above the current target
• How to build an Inventory Cash Map for one product: units on hand, landed cost per unit, cash invested, average monthly units sold, months of supply, target months of supply, and cash invested above that target
• Why the first clear next step is often to stop buying rather than start discounting, including checking open purchase orders, automatic reorders, and supplier subscriptions before assuming the fix is a sale
• How to decide what to do with the inventory once you understand it: a focused month of promotion for a product with healthy contribution dollars and happy customers, a bundle with a proven product, clearer education if customers don't understand it, a planned selling window for seasonal products, or a clean exit for aging, damaged, or discontinued inventory
• A reminder not to spend a month rescuing inventory customers have clearly rejected, since a product with weak demand, poor reviews, or no clear job probably deserves a stop-reordering decision instead of more marketing money
• The one clear next step: choose one product and build its Inventory Cash Map, writing units on hand, landed cost per unit, average monthly sales, months of supply, target months of supply, and cash invested above target, then finish the sentence, "this product has about $___ invested above our target, so our one clear next step is ___"

Resources mentioned:

• Free Inventory Cash Map: BeckyJAnderson.com
• Grab the FREE Worksheet for episode at https://www.beckyjanderson.com/offers/BYHabR7G/checkout

Next episode: Episode 20, "Know the Monthly Sales Number Your Business Has to Hit."

Follow Product Biz Made Easy so it's easy to find tomorrow. And send this episode to the business owner whose inventory has been sitting there so long it's starting to feel like part of the decor.

• Primary: cash tied up in inventory, excess inventory cash flow, inventory management for small business, months of inventory supply, ecommerce inventory cash
• Supporting: inventory cash flow, overstocked inventory, landed product cost, inventory turnover, ecommerce inventory planning, slow-moving inventory, Amazon FBA inventory, Shopify inventory, wholesale inventory
• People also search: how to calculate cash tied up in excess inventory, how many months of inventory should I keep, how to find overstocked ecommerce products, what to do with slow-moving inventory without discounting everything, inventory months of supply formula
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Product Biz Made Easy | 30 Days to More Sales

How to find which ecommerce products make the most money. The product with the most sales is not always the product contributing the most useful money. Becky shares what happened when a quieter product beat the obvious bestseller after she and Paul compared what each sale actually left behind.

In this episode:

• Why a bestseller gets all the love: the unit count is clear, the revenue is easy to see, customers mention it, and the business builds habits around reordering and featuring it first, which creates a loop that keeps it on top
• The fictional three-product example: Product A sells 1,000 units and contributes $8,000 in total, Product B sells only 450 units but contributes $9,900, and Product C has the strongest contribution per unit at $35 but only contributes $7,000 in total because volume is low
• Why there isn't one winner until you decide what question you're asking: Product A wins units and revenue, Product B wins total contribution dollars, and Product C wins contribution per unit
• The two numbers you need: contribution per unit, which tells you the strength of one sale, and total contribution dollars, which is contribution per unit multiplied by units sold
• Why comparisons have to happen one channel at a time, since Amazon, Shopify, Walmart.com, TikTok Shop, Etsy, and wholesale each carry different fees and costs tied to the same product
• Why every product needs a job rather than a ranking: some are the front door that attracts new customers, some are money builders, some earn the repeat purchase, and some simply build the cart
• Why a quiet product with healthy contribution dollars shouldn't be punished for low visibility, since it may just need a better product page, stronger proof, or one focused month of promotion instead of being written off
• Why a busy product shouldn't automatically be rewarded either, since high activity can hide a thin contribution that needs one adjustment to price, cost, packaging, shipping, or fulfillment before it earns more promotion
• The completed decision from the episode's example: Product B deserves one focused month of attention because it creates the strongest total contribution dollars, even though it sells fewer units than Product A, and the next question isn't whether to stop selling Product A, it's what happens if Product B gets a clearer page and a fair share of promotion
• The one clear next step: choose three products, one sales channel, and one complete month or quarter, write the selling price, units sold, revenue, contribution dollars per unit, and total contribution dollars for each, circle the winner in all four categories, then finish the sentence, "the product that deserves more attention is ___ because ___"

Resources mentioned:

• Free Product Profit Lineup: BeckyJAnderson.com
• Get Free Worksheet and all 30 downloads at https://www.beckyjanderson.com/offers/BYHabR7G/checkout

Next episode: Episode 19, "Find the Cash Hiding in Your Inventory."

Follow Product Biz Made Easy so it's easy to find tomorrow. And send this episode to the business owner who keeps promoting the bestseller because everybody already knows where the button is.

• Primary: most profitable products, product profitability analysis, ecommerce product profit, product contribution dollars, bestselling product profitability
• Supporting: profit by product, ecommerce margins, product mix strategy, product revenue versus profit, Amazon product profitability, Shopify profit by product, wholesale product profit, product business finances
• People also search: how to find which products make the most money, why a bestseller may not be the most profitable product, how to compare profitability across ecommerce products, contribution dollars per product calculation, how to choose which product to promote
• Hashtags: #ProductBizMadeEasy #30DaysToMoreSales #ProductBasedBusiness #EcommerceBusiness #ProductProfitability #ContributionDollars #ProfitStrategy #ProductMix #AmazonSeller #ShopifyBusiness #WholesaleBusiness #BusinessGrowth

Product Biz Made Easy | 30 Days to More Sales

How to price a product for profit, not just revenue. In Day 17 of 30 Days to More Sales, Becky J. Anderson explains why a popular product can still leave too little money behind. Through a completed $48 example, Becky shows how packaging, fulfillment, shipping, fees, advertising, discounts, returns, damages, and replacements can turn an expected $32 into only $14 after the sale. She gives product-business owners one clear next step: choose one proven product and one sales channel, subtract every cost tied to the sale, and calculate the dollars and percentage that remain.

In this episode:

• Why selling out isn't automatically the same as making money: a product can sell quickly because the price is too low, a discount removed the margin that was left, or the business absorbed shipping, ads, fulfillment, and returns without ever putting those costs into the decision
• The story of a busy, well-reviewed product in one of Becky's own businesses that looked like a star on the packing table but wasn't pulling its weight, once she and Paul followed one sale all the way through the business
• How prices actually get set in real life: doubling the supplier cost, matching a competitor, or keeping a launch price for years while every cost around it quietly climbs
• The $48 example: a product that costs $16 to make looks like it leaves $32, but packaging and fulfillment ($4), outgoing shipping ($5), payment and platform fees ($3), advertising tied to the sale ($4), and an average for discounts, returns, damages, and replacements ($2) bring the true cost tied to selling it to $34, leaving only $14, or about 29 percent
• Why what's left after those sale-by-sale costs still isn't final profit, since it also has to help cover payroll, rent, software, insurance, and everything else that runs whether the business sells one unit or a thousand
• Why a competitor's price can't answer this question, since you don't know their costs, order volume, return rate, or whether they're making money at all
• What this looks like by channel: product cost, inbound freight, FBA fees, referral fees, storage, advertising, and returns on Amazon; product, packaging, payment fees, picking and packing, shipping, advertising, and discounts on Shopify; marketplace and fulfillment costs, shipping support, advertising, and returns on Walmart.com; platform fees, affiliate commissions, samples, discounts, advertising, and returns on TikTok Shop; and product or material cost, listing and transaction fees, ads, packaging, shipping support, and labor on Etsy
• Why a price isn't a promise made forever, and why looking at the real number gives you choices instead of forcing one decision: raise the price, reduce a cost, change the packaging, tighten discounting, or decide the product shouldn't be the hero anymore
• The one clear next step: choose one hero product and one sales channel, subtract every real cost tied to the sale from the selling price, divide what's left by the price, and write the finished sentence, "at this price, this product leaves ___ dollars, or ___ percent, to help run the business and create profit"

Resources mentioned:

• Free What One Sale Really Leaves worksheet: BeckyJAnderson.com

Next episode: Episode 18, "Which Products Actually Make You Money?"

Follow Product Biz Made Easy so it's easy to find tomorrow. And send this episode to the business owner celebrating a sold-out product that could be a financial emergency wearing a very cute label.

• Primary: how to price a product for profit, product pricing strategy, ecommerce product pricing, product profit margin, pricing physical products
• Supporting: product cost calculation, ecommerce profit margin, cost of goods sold, pricing handmade products, product business profitability, landed product cost, fulfillment fees, payment processing fees, inventory pricing, small business pricing
• People also search: how to calculate a profitable price for a product, costs to include when pricing physical products, why a sold-out product can still lose money, how to price ecommerce products after fees and shipping, how to calculate what a product leaves after costs, product pricing formula for small business owners
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