How to price and plan a busy selling season
A sales target needs enough stock and working time behind it. Higher volume can also change the cost of fulfilment.
Open the Target Profit Sales Calculator →Measure the work that limits the order book
List the active making, checking, packing and administration time required for a normal order. Identify which stage limits output in a busy period. Available working hours are not all production hours: messages, buying materials and dealing with issues can use part of them.
A product taking 20 active minutes allows three units per hour before other work. If only 20 hours are available for that making stage, the simple capacity is 60 units. Treat this as a starting assumption and allow for the actual process and product mix.
Compare contribution with the time it occupies
A £10 contribution from 20 minutes of active work is £30 per active making hour under that simple scenario. A £12 contribution from 40 minutes is £18 per active hour. The second product earns more per unit but less for the constrained making time.
This measure does not include every business hour or determine wages. Use it to compare products on a consistent activity basis, then consider packing, dispatch, demand and quality. The calculation helps identify a bottleneck rather than promising an hourly income.
| Product scenario | Contribution | Active minutes | Per active hour |
|---|---|---|---|
| A | £10 | 20 | £30 |
| B | £12 | 40 | £18 |
Check promotional volume against practical capacity
A discount may require twice as many orders to retain the same total contribution. If the business is already close to capacity, that required volume may be impossible to fulfil on the intended schedule. Recalculate the offer before taking commitments that rely on it.
Test the expected product mix, stock requirements and service levels. Batch preparation or simpler options may reduce time, but validate the saving through the actual process. Keep dispatch promises based on the work you can reasonably deliver.
Review the season after it finishes
Compare expected and actual making time, order mix, issues and contribution using complete records. Keep unusual one-off delays identifiable. The aim is to improve the next forecast rather than permanently loading every exceptional problem into normal cost.
Use the result to update labour allowances, stock planning and offer choices. A busier season may justify a different product range or price, but the evidence should show which change helps the business rather than relying on order count alone.
A worked example
If each order contributes £8 and takes 20 minutes to fulfil, 30 orders contribute £240 and require ten fulfilment hours before other work.
Before you use the result
- Identify the stage that limits output.
- Use active time and realistic available hours.
- Compare contribution per constrained activity consistently.
- Test discount volume before making dispatch promises.
- Review actual time and product mix afterwards.
Common questions
Does contribution per making hour equal my hourly pay?
No. It is a comparison of contribution with the selected activity time. Other business work, overhead and taxes remain. Name the activity basis so the figure is not mistaken for take-home income.
Should I discount during the busiest period?
Calculate the required extra volume and check capacity first. If the work cannot be fulfilled profitably within the promise, a promotion can create pressure without improving the total outcome.
Put the numbers into practice
Target Profit Sales Calculator →How to include labour in handmade product pricing →How many extra sales does a discount need? →How to include wastage in cost per saleable unit →A practical calculation guide, not professional accounting, legal or tax advice. Examples are illustrative unless identified as official. Calculation methodology and limitations.