Sales Performance Report
Sales Performance
Takings
Submitted POS sales invoices for the selected period.
What stands out
Written from this period's figures each time the report loads.
Store contribution
Every store against its own target.
| Store | Target | Actual | % of Target | vs Prev | Share | Running at /day | Needed /day | Projected | Status |
|---|
Every trading day
Columns are daily gross takings. The dashed line is the run rate still needed to land the target; a hatched column is today, still trading.
When the money comes in
Takings by hour of day. Morning shift runs to 14:59; evening shift from 15:00 to close, including after-midnight trade.
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What sells
Highest-volume menu lines.
| Menu item | Qty | Value | Share |
|---|
Prep before the rush
Quantities to have ready before each shift.
| Item | Morning prep · 8am | Evening prep · 3pm | Full day |
|---|
Expected consumption per shift
Menu units expected to sell in each shift at the current run rate — the demand the prep list is sized against.
| Menu group | Morning | Evening | Per day |
|---|
What the terms mean
Definitions for every figure on this report, so nobody has to ask.
- Gross Sales
- Total value of submitted sales invoices, including VAT and levies. This is the money that came through the tills.
- Sales Excl. Tax
- Gross sales with VAT and levies stripped out — the part that is actually revenue to the business.
- Average Ticket
- Gross sales ÷ number of invoices. The average spend per customer visit.
- Payable Bonus
- Bonus earned so far: the bonus percentage applied to sales above target. Shows a dash until the target is passed.
- Target
- The sales goal for the period. Each store has its own target, set on the Company record in ERPNext; the all-store target is the sum of them.
- % of Target
- Actual sales as a percentage of target. 100% means the target has been met exactly.
- Still to Sell
- Target minus actual sales. The money left to bring in before the target is reached.
- Days Remaining
- Calendar days left in the period, today included. Shown as “27 of 30” — days left out of the full period.
- Needed per Day run rate needed
- Still to Sell ÷ Days Remaining. The average daily takings required from here on to finish on target. If it is far above what is normally taken in a day, the target is at risk.
- Running at
- Average actual takings per completed trading day so far. Today is left out, because a part-traded day would drag the average down.
- Projected Close
- Where the period is likely to end if trade carries on at the current “Running at” rate: actual so far, plus that rate for each remaining day. The percentage beside it is the projection against target.
- On or Ahead of Pace / Behind Pace
- Compares how much of the target is achieved with how much of the period has elapsed. Half the target by the half-way point is on pace. Behind Pace means the target needs a lift, not that money is being lost.
- Store filter
- Pick a store in the bar at the top and the entire report — every figure, chart, table and the written analysis — is that store alone. Leave it on All stores for the estate view.
- Store
- Each trading site, identified by its cost centre in ERPNext.
- Share contribution
- Sales as a percentage of total all-store sales for the period. It shows which sites carry the business, regardless of whether they hit their own target. This is the one figure still measured against the whole estate when a single store is selected — that is what contribution means.
- vs Prev
- Like-for-like change on the period before. Only the days actually traded so far are compared — three days into a month is measured against the three days before that month started, never against a whole month. The exact window is printed under the table.
- Status
- On pace means the share of target achieved matches the share of the period elapsed. Close means it is behind but projects to land within 5% of target. Behind means it projects to miss by more than that.
- Trading Day
- A calendar day on which at least one invoice was raised. A month can have fewer trading days than calendar days.
- Morning / Evening Shift
- Morning is opening until 14:59; evening is 15:00 to close, and includes trade after midnight. The split comes from the time stamped on each invoice.
- Prep quantity
- How much of an item to have ready before a shift, worked out from what actually sold per shift, plus a 10% service buffer so the kitchen does not run short.
- Expected Consumption
- Menu units expected to sell in each shift at the current rate. This is the demand the prep quantities are sized against.
Where these numbers come from. Every figure is queried live from submitted Sales Invoices for the selected dates and store — nothing is hard-coded. Stores are identified by cost centre. Each store's target is set in ERPNext at Company → Burger King → Store Targets, and the all-store target is the sum of those rows; the bonus rate and management note sit in the Branch Sales Target section of the same record. A range that is not a whole calendar month has targets prorated by day count. Run rates, prep and consumption exclude today, because a part-traded day would drag the averages down. Comparisons against the previous period are like-for-like on days traded. Prep quantities apply standard recipe ratios to the items actually sold — load BOMs in ERPNext and they become exact rather than modelled.