Track which prepaid products earn their place at the counter
A popular product can take up more staff time and float than its earnings justify. Use a week of till and supplier records to see what each product brings in, how much cash it ties up and how often staff have to fix a sale.
Weekly scorecard
| Measure | What it tells you |
|---|---|
| Completed transactions | Demand that reached a confirmed outcome |
| Face value and cost | Scale of activity and supplier spend |
| Contribution | Earnings after defined variable costs |
| Exceptions | Pending, failed, reversed or disputed activity |
| Staff effort | Time spent selling and resolving issues |
| Float | Funding tied up to support the product |
By Freepaid ยท Published
Build a reliable weekly record
Give each product at each outlet one row per week. Record the week ending date, confirmed sales, face value, supplier cost, customer payments, adjustments, staff minutes and either average or closing float. Track pending and disputed sales separately until you have a result.
Take values from till records and supplier statements. Retain the references that support the totals so finance can sample-check them. If different product types use different delivery methods, keep them separate. Combining airtime and vouchers may hide different customer actions and support needs.
Compare earnings with the work involved
Say one product has 200 completed sales, earns R100 after variable costs, takes 12 minutes of support time and ties up R1,000 in average float. Another has 60 sales, earns R90, takes 90 minutes of support and ties up R3,000. The first earns more with less float and staff time. Before dropping the second, ask what customers buy alongside it or what need it serves.
Compare what you earn per transaction, time at the counter, refunds and complaints. Ask staff which steps slow them down and look for the same pattern in your records.
Set review triggers that fit your shop
Decide when an issue merits a closer look. You might investigate when unresolved orders exceed a chosen count for two consecutive weeks. Set the count from your own sales history and what staff can handle. One unusual week is a reason to check what happened.
Decide whether to keep the product, change when you sell it, retrain staff, adjust the approved stock level or ask the supplier to fix a problem. Name who will act and when you will review the result. If you drop a product under your account terms, close open orders and update staff and customer information.
Improve the scorecard over time
Compare similar weeks and note promotions, closures or outages that might explain a change. Record what you changed and check whether it helped. Confirm available products and terms before changing the range. Freepaid point-of-sale airtime