Know which customers
make you money.
Revenue rank hides the truth. Revomo ranks every account and SKU by pocket margin (after discounts, freight, rebates and cost-to-serve) and turns the tail into priced actions.
Your biggest accounts and your best accounts are not the same list.
See how much profit the tail gives back
Rank customers by pocket profit and the picture is always the same shape: the best accounts earn more than 100% of profit, and the tail hands a chunk of it back. The question is which accounts, and yours has an answer.
- Cumulative pocket profit by account, ranked
- Loss-making relationships named, with the drivers
- The same curve by product line, region or rep
Every product’s pocket margin, after everything
Product profitability computed after discounts, freight, rebates and handling, per SKU, per segment. Negative-pocket products surface with the records that price them.
- Pocket margin per SKU, not blended per line
- Below-median and negative-pocket flags, continuously
- One click from a flagged SKU to its pricing records
| Product | Revenue TTM | Pocket margin | |
|---|---|---|---|
| AL-EXT-240 · anodized extrusion | $4.2M | 28.4% | Healthy |
| FS-HD-88 · fastener kit | $2.9M | 22.1% | Healthy |
| GLV-STL-STD · galvanized stock | $2.2M | 8.9% | Below median |
| BR-PLT-12 · base plate | $1.8M | 11.2% | Below median |
| SEAL-EPDM · gasket set | $0.9M | −3.8% | Negative pocket |
Why an account earns what it earns
Profitability tells you which; the waterfall tells you why. Tap any account and walk list to pocket, every discount, freight subsidy and rebate cited to its governing record.
- The full price-to-pocket walk behind every ranking
- Each leak traces to the record that authorizes it
- Fixes become priced, governed actions, not resolutions
From raw transactions to a ranked, actionable book
The questions commercial leaders ask first
How is this different from the profitability report we already run?
Two ways: it computes pocket margin, after off-invoice costs your report likely stops short of, and every number traces to a governing record, so the finding survives the meeting where someone says “I don’t believe that number.”
Do we have to allocate cost-to-serve perfectly first?
No. Start with the costs you already capture (freight, rebates, discounts) which usually reorders the ranking on their own. Refine allocations over time; the spine makes each refinement land everywhere at once.
What do we actually do about a loss-making account?
Rarely fire it. Usually reprice it: the waterfall shows which specific terms make it a loss-maker, and each one becomes a governed action (a corridor move, a freight term, a program re-base) with the impact modeled first.
Rank your book by pocket, not revenue.
A quarter of extracts in, your whale curve and waterfall back, free, and yours to keep.