[!IMPORTANT]

If you only act on one page, make it this one. The data points to a handful of levers that matter far more than the rest.

The 5 things that actually move Meru

1. Big orders are the business — protect and multiply them

85 orders of ₹50k+ drove 30% of revenue. These are corporate gifting, sports events, institutional awards and government supply. Every new repeat large account is worth ~50–100 walk-in customers. This is where time and selling energy should go.

2. Credit and collections are the real risk

82.5% of sales are on credit. The business lives or dies on getting paid. A single large customer going bad hurts more than a slow retail week. Tight, systematic follow-up on receivables is non-negotiable.

3. Repeat customers, not new ones, are the cheapest growth

Many top accounts (yoga academies, sports bodies, banks, trusts) are recurring-need buyers — they hold events every year. Winning them once and keeping them is far cheaper than ₹8.9 L/year of Google Ads chasing new leads.

4. Supplier concentration is a quiet vulnerability

Gupta + Mutha = ~a third of stock. Good for negotiating leverage, risky if one stumbles. Lock in terms; keep a backup for critical SKUs.

5. Customisation is the profit engine — and stock is leaking cash

Product data is now in. Margin is ~60% and customisation drives it (Customised Medal 4" = ₹11.6 L; ~half of all revenue is customisation/branding on top of goods). But ₹38 L is frozen in dead stock and a 2.5" medal is being sold below cost (~₹1.5 L lost). Selling more customisation while clearing slow stock and fixing prices is the fastest profit lever — see the Product & Stock Analysis page.

What does NOT deserve more attention

• Chasing more sub-₹5k walk-ins. They are 56% of effort for 12% of revenue. Serve them well, but don't build strategy around them.
• Cutting small overheads. Shop/admin is only ₹6.2 L. There's no profit hiding in trimming stationery; the profit is in selling more big orders.

The scoreboard to watch (monthly)