[!NOTE]
The story of where Meru's money came from and where it went in FY 2025-26. Cash/daybook basis — purchases are cash outflows, not strictly cost-of-goods-sold, so profit is indicative.
Meru Trophy sold ₹3.24 crore across 3,265 bills. The business is overwhelmingly B2B and credit-driven: only 17.5% (₹56.5 L) was cash/walk-in, while 82.5% (₹2.67 Cr) came from named corporate, institutional and event customers billed on credit.
The shop collected ₹14.1 L of GST on behalf of the government. A large share of sales were billed at 18% (corporate gifting / branded awards); a meaningful share went out under simple "Order / GST Sales" lines, suggesting a mix of registered and unregistered billing that is worth tightening.
| Where it went | Amount | Notes |
|---|---|---|
| Stock / purchases | ₹1.59 Cr | Trophies, medals, momentos from ~30 core suppliers |
| Owner drawings | ₹69.4 L | Paid to Rahil N Jain & family — the business throws off real cash |
| Rent + godown | ₹15.2 L | Shop + Godown-2 (U S Mehta) |
| Salaries | ₹12.7 L | ~10 staff |
| Marketing | ₹8.9 L | Mostly Google Ads + print/UV charges |
| Shop / admin | ₹6.2 L | Day-to-day running |
After stock and operating costs, the business generated an estimated operating surplus in the region of ₹1.1–1.3 crore for the year before owner pay and tax. The clearest proof: the owners drew ₹69 L out and the shop still funded ₹1.59 Cr of stock and ₹43 L of overheads.
[!WARNING]
This surplus is approximate. The daybook records cash purchases, not COGS adjusted for opening/closing stock. Once item-wise data arrives we can compute true gross margin per product line.