Built from a clean sheet: no existing stock is assumed. Every model line gets one of three answers — own it, and you fund the stock and carry it; floor it, and the vendor keeps title while you keep the same margin with no capital and no carrying cost; or drop it, and its sales come out of the plan — which is what happens automatically to anything returning under the GMROI floor. Instruments a customer owns sit in their own shop and can never be owned. Choose which locations and which selling years to look at, and sell-through, inventory age, model stock and GMROI are all rebuilt from just those sales. Bloomington is the flagship; every other store is a satellite that should only carry the top-GMROI models. Hover any column heading for what it means and how it is worked out.
Everything in this table is measured history, not the model — what each location actually did. Sell-through and inventory age measured separately at every location, for the selling years you have chosen. Days on hand is the average gap between a unit arriving and that unit selling, capped at 400 days each so one forgotten instrument cannot swamp a store; true age is the same figure uncapped, and over a year is the share of units that sat more than twelve months. Turns, average inventory and GMROI all fall out of that: a store that sits on stock twice as long earns half the return on the same margin. The last three columns answer the flagship-and-satellite question directly — how many of the models a store sells are on the top-GMROI list, what its GMROI would be carrying only those, and how much of its sales that list still covers. Tick a location to include it in the model below.
Each shop follows its own rule, set here or in the shop's own header below. GMROI target owns the best-returning lines until the blended target is met and floors the rest — under free flooring this is the rule that does the real work, because it is the only one that asks how much you actually want on your own floor. Best contribution owns a line only where owning pays more, which free flooring means is nowhere. Satellite list stocks nothing but the top-GMROI models and either floors or drops the rest. Sales plan starts at the annual volume the selected locations and years actually did.
You cannot clear the old stock, build a model book and sign up every vendor in one season. This is the ramp: legacy inventory sells down, flooring agreements come in, the owned model fills, and volume recovers to plan. Everything here is an input.
Every model each shop sold in the locations and years you have selected. Filter by vendor to work a negotiation through, or to the satellite list alone to see the assortment a small store should carry, then set the whole filtered set to owned, floored or dropped in one click; filtered-out lines still count in the shop totals. Set the shop's rule in its header, or toggle a single line to override it — an override sticks until you clear it.
Free flooring is a vendor negotiation. Tick must own against any vendor who will not floor stock for you and every one of their lines returns to your books, whatever the target says.
An instrument a customer owns and you sell for a cut is a different business from stock you buy, and mixing the two distorts both. Any line whose model, SKU or description says consignment, or that is coded to the Consignment sell code, is pulled out into its own shop. It uses none of your capital, so it has no GMROI worth quoting; what it earns is the split, which runs about 20% and shows up as gross margin with nothing behind it.
It is also growing fast — the most recent selling year is roughly double the one before. Use the category filter on that tab to see it by instrument family, and drop any you would rather not take in. Switch it to inside the six shops to see how much it was flattering each shop's margin rate, or excluded to judge the owned business on its own.
Anything returning under the GMROI floor at the top of the page comes out of the assortment automatically, in every shop and under every rule. It is a floor on the return a model has to earn to justify the space and the handling, not on the capital — a floored line ties up no money, so what dropping it saves is attention, and what it costs is the margin shown in the Dropped figure. Move the floor and watch both move; that trade is the point of the control.
Bloomington (#11) is the flagship. The Brooklyn Center store moved here, so all of its history counts as Bloomington sales — there is no separate Brooklyn Center row. Bloomington carries roughly two thirds of the sales in this data. Every other store is a satellite, and the case for a satellite holding stock is much weaker: the same model that sits about seven months at Bloomington sits close to a year at Fargo, Sioux Falls, Duluth and Iron Range, which cuts the return on the identical margin roughly in half. That is the argument for a short satellite list — the top-GMROI models per shop set at the top of the page — with everything else on the flagship floor, floored by the vendor, or ordered in.
The scoreboard shows what that costs and what it earns. A satellite typically keeps most of its sales on a fraction of its models, because the tail it carries today is exactly the stock that ages.
A selling year runs September to August, matching how schools buy — the August rush belongs with the year it starts, not the year it ends. Every figure on the page respects the year and location boxes; the sales plan, model stock, margin rates and turn rates are all recomputed from just those transactions, so a single-year single-store view is a real read of that store in that year, not an allocation of a company total.
School bids and online / other are channels rather than retail floors, and they behave differently: bids turn almost instantly at a thin margin. They are included by default so the totals reconcile; untick them to see the retail business alone.
No existing inventory is built into the model book. Model stock is what each line should hold: annual plan units divided by that line's own turn rate, at least one unit, capped at two years of supply. The stock you hold today appears only in the ramp above, as legacy to be cleared — a separate stream with its own thin margin, and it moves with the location filter too.
Owned. You fund the model stock, carry it at the rate above, and keep the line's own realised margin.
Floored. Free flooring: the vendor holds title until it sells and you owe nothing beyond the cost of what sells. No capital, no carrying cost, and — the part that matters most here — slow turns stop costing you anything. A floored line earns exactly the margin an owned one does.
Removed. The line comes out of the assortment. No capital, no margin, and its sales leave the plan. This is the honest way to model a satellite that stops carrying its tail, and the Dropped figure at the top is the bill for it.
What free flooring does to the arithmetic. Owning a line costs the carrying charge and nothing else buys you anything a floored line does not already give you, so on the numbers alone every line is better floored. The decision moves off the spreadsheet: what do you need standing on your own floor to sell at all, and which vendors will really floor the rest? Set a GMROI target and the tool owns only what clears it, cheapest capital first — that is the discipline, and under these terms it costs you the carrying charge and nothing more.
The other two term structures are kept for comparison. Under a commission you pay, flooring costs you that share of the sale, and owning wins on anything turning faster than the carrying rate divided by the commission. Under a commission you keep, you own the fat-margin lines and floor the thin ones.
Turns are measured, never assumed. Days on hand is the gap between a unit's receive date and its sale date. A model uses its own average where it has six or more measured units in the current slice, then its vendor's, then its subcategory's, then its shop's — the letter beside the figure says which. Each unit's days are capped at 400 before averaging, so the average tracks the typical unit rather than the worst one; the uncapped figure is shown per location as true age.
Volumes are what the selected locations actually sold in the selected years, divided by the number of years. Margins are each line's own realised rate over that same slice.
Orchestra bows and cases sell at $0 inside an outfit, so their margin sits on the instrument and their own reads negative by construction. They are marked attached: judge them on capital absorbed, not GMROI.
Nothing is pooled or hidden. Every model with a sale and a cost in the slice is its own line. Owning all of them would need at least one unit of each — breadth is a fixed cost, and it is the single strongest argument for letting vendors floor it in this data.
Flooring costs control. You take the assortment the vendor sends, you discount on their terms, and they can pull the stock. Nothing here prices that, which is why the answer is never floor everything.
Nor does it model demand that moves. Dropping a model from a satellite does not delete the sale — some of it goes to the flagship, some to a special order, some to a competitor. The scoreboard shows sales kept on the list; the sales not on the list are the question to argue about, not a number to trust.
Shop cost is a single figure per shop. Splitting staff from occupancy, or charging a share of central overhead, would sharpen the per-shop verdict.