Sales & stores

The most important shot on this page. Gross sales of SAR 1,209,889 — and after coupons (SAR 466,114), product cost, shipping and payment fees, the net is SAR 659,663. Nearly half the number disappears. A media buyer shows you the first figure; I hold myself to the last one.

A month at 1,881 orders and SAR 293,469 net. Shipping alone consumed SAR 36,654 — more than ten times the coupons. Any Saudi account that leaves shipping out of its margin maths is reading a profit that is not there.

3,037 orders and SAR 444,903 net, up 85.66% on the prior month. The spike on 10 November is not luck — it is a seasonal campaign prepared a month ahead. Season planning happens while you are still outside the season.

1,777 orders and SAR 239,917 net. Look at 7 October: a sharp one-day spike that returns straight to baseline. That single day moves the monthly average on its own, which is why judging an account on a daily mean misleads you.

The bad number, and it is here on purpose. 1,005 orders with net down 54.95%. The cause is right there on screen: coupons ate SAR 110,969 out of SAR 339,844 — a third of sales went to discounting. A discount is not a growth tool, it is a loan against your margin that you repay every month.

An account with no coupons at all: SAR 420,202 gross and SAR 419,860 net — the entire difference is SAR 1,848 of shipping and payment fees. Compare it with the previous shot: roughly the same sales volume, more than double the difference in net. That is not advertising work, it is a pricing decision.

Six months: 2,262 orders, SAR 870,045 gross, SAR 466,408 net. Coupons alone accounted for SAR 355,145 — 41% of gross. And the chart shows orders declining from October to December. The two are connected: once you train a market on discounts, it waits for the discount.

Store summary: SAR 1,327,100 in sales from 6,581 orders and 22,260 visits, converting at 3.3%. That rate decides what you can afford to pay for a visit. At 1.5% instead of 3.3% the identical ad at the identical cost becomes a loss — and the difference is in the site, not the campaign.

A full year: SAR 1,248,874 from 4,710 orders. Three clear peaks in March, May and September, and a near-flat line in between. This account lives on its seasons, which means budget has to move with the peaks rather than being spread evenly across twelve months.

2,274 orders worth SAR 725,168 — an average basket around SAR 319. Average basket sets the ceiling on acquisition cost, and anyone who asks me "what ROAS?" before telling me their basket size is asking the wrong question.

A small store: 277 orders worth SAR 77,087 in a month. It sits beside the million-riyal accounts because the same method works at both sizes. The difference is that here every decision shows up faster, because there is no volume to hide a mistake behind.

The lifetime picture for one store: SAR 5,273,829 in sales, 16,707 orders, 404,839 visits, converting at 4.10%. Conversion is rising while visits fall — that is the signal that the traffic got cleaner, and it is worth far more than visit growth.