Know what every customer really costs to serve.
Allocate ledger cost to every customer, product and channel. Every figure reconciles to the cent and traces back to the ledger.
Difference, every run
Cost in equals cost out at every stage, or nothing is published.
From result to ledger
Trace any number back to the balance that funded it.
Rules finance can read
Every pool, driver and step explained in plain language.
From ledger balance to line-level profit.
Load
Ledger balances and the volumes that drive cost, checked on arrival.
Pool
Balances gathered by entity, function or activity.
Allocate
Stage by stage, by driver, rate or weight, down to the line.
Report
Profitability by any dimension, with a trace to the ledger.
See margin at a glance, then drill to the ledger.
Charts above every report, saved dashboards for any dimension, and export to Excel.
Your industry, your role, your questions.
Industries
Wholesale and distributionCommercial bankingRetail banking and credit unionsInsuranceManufacturingLogistics and 3PLHealthcare providersTelecommunicationsSoftware and SaaSProfessional servicesRetail and e-commerceConsumer goodsAll 12 industriesRoles
CFO and finance directorFP&AFinancial controllerCost and management accountantSales leadershipPricing and revenue managementOperations and supply chainRelationship managers and branch leadersProduct and category managersShared services leadersIT and data teamsInternal audit and riskAll 12 rolesUse cases
Customer profitabilityCost to serveProduct and SKU profitabilityPricing floors and deal reviewSales rep and territory costRelationship profitabilityBranch, store and site profitabilityChannel profitabilityShared service chargebackActivity-based costingWhat-if and budget scenariosMonth-end management P&LAll 12 use casesWorked examples, with numbers you can check.
How to calculate cost to serve per invoice line
A worked example of allocating sales cost to invoice lines with a composite weight, and why a one-line order can cost 3.75 times more per line.
Read the articleReceiver caps: why clamping once gives the wrong answer
When an allocation caps what a receiver can take, the overflow has to go somewhere, and it can push another receiver over its own cap. A worked example.
Read the articleReciprocal allocation: algebraic or iterative?
When a department receives part of its own cost back, allocation becomes circular. Two ways to solve it, with the same 120,000 pool worked through both.
Read the article