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Decisions, teams and digital services.
Training calculation for an online store owner: we find the hourly threshold, compare four scenarios, and show why average quarterly load can lead to the wrong choice.
Calculation based on sample data for an online store owner: we account for commission, integration, support, and team time, find the turnover threshold, and test three scenarios.
A training model helps assemble a risk-oriented sample after catalog import, calculate labor effort, and determine when a single found error requires searching the entire product group.
A training model helps estimate the direct cost of a checkout failure, account for recovered purchases, and determine when it makes sense to pay for faster response.
A teaching model helps calculate the free shipping threshold based on cart margin, variable costs, and subsidies, then test the rule against real orders.
The discount percentage applies to the price, while the store's loss applies to the remainder after variable costs. A sample calculation shows when an increase in order volume compensates for the price reduction and how to verify promotional combinations.
A website never gets tired, never takes weekends off, and can guide a customer to a lead at any time.
What changes in business when a website does more than just exist—it actually performs its intended function
On a test cart, we count items and two deliveries, find the volume threshold, and determine what conditions are missing for automatic supplier selection.
We calculate verification time, manual exceptions, and integration support. A case study helps distinguish payment reduction from team time release.
Two development proposals may differ in launch price yet end up nearly equal in the first-year budget. We analyze data migration, integrations, support, changes, and team time using a single educational calculation.
The same cart total does not mean the same logistics margin. A hypothetical calculation shows how to set a threshold based on order composition and verify the promotion's result without confusing revenue with profit.
Nearly one billion rubles in bonuses over six months reflects advertiser support, not revenue. I analyze how to evaluate a store campaign while accounting for these bonuses.
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