Zaxore AIDemo Company · 3 branches · sample weekShows its work
Every recommendation answers four questions: what it found, which data it used, what it suggests, and the expected impact with its assumptions.
Zaxore AI · our vision
An advisor that knows your business — and leaves the decision to you
We are building an agent that works as a management and operations advisor for the owner: it reads the performance of the company and every branch from ZAXORE’s own records, explains what changed and why, and proposes the next step with its reasoning in plain sight.
Zaxore AI is not available in the app yet. What follows is a preview of the direction, not a product you can switch on today.
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Five situations an owner meets every week
Open each recommendation, see what it is based on, change it, approve it or put it off. Every number is sample data computed in your browser.
Zaxore AIDemo Company · 3 branches · sample week
Good morning. Five things deserve your attention today.
City Branch margin fell from 31% to 26% this week
What it found
Sales held steady (−2%), but gross margin at City Branch dropped five points. Main and Mall branches did not move.
Likely causes, strongest first
- Supplier cost up 12% on six items — the purchase invoice of 14 Sep raised costs; shelf prices were not updated.
- Evening discounts doubled — discounts rose from 4% to 9% of evening sales, most with the reason “regular customer”.
- Product mix — a smaller effect: more low-margin drinks sold.
Data it used
- Sales lines, last 7 days vs. the previous 4 weeks
- Purchase invoices and product costs
- Discount log with reasons, per shift
Suggested action
Raise the price of the six affected items by 4% and ask the City Branch manager to review evening discounts above 5%.
Expected impact — an estimate
Margin on those items: 26% → 28.8%
Gross profit: +321 … +392 per week
Assumptions behind the estimate
- Units sold fall between 0% and 2.4% after the change.
- The new supplier cost stays as it is.
- The discount review is not counted in the estimate.
What it found
Main Branch has 180 paper cups and uses about 62 a day — about 2.9 days, while the supplier needs 4 days to deliver.
Separately, 4 products have not sold in 60 days, holding 2,140 of stock at cost.
Data it used
- Stock on hand and reorder level per branch
- Average daily sales, last 28 days
- Supplier lead time from past purchase orders
- Warehouse stock available for transfer
Suggested action
Draft a purchase order for 1,200 cups and transfer 120 from the warehouse today to bridge the delivery time. Move two slow items to the Mall branch, where similar items sell.
Expected impact — an estimate
Cover left when the order arrives: 18.3 days
Cash tied up in the order: 420
Assumptions behind the estimate
- Demand continues like the last 28 days.
- The supplier delivers in 4 days, as usual.
What it found
38% of weekday-morning coffee buyers buy nothing else. 36 croissants in today’s stock expire tonight.
Data it used
- Baskets by hour and weekday, last 8 weeks
- Product cost and your minimum margin (sample: 50%)
- Stock and expiry dates
Suggested action
Coffee + croissant for 19.55 instead of 23.00 (15% off), weekdays 7–11 am, for two weeks.
Expected impact — an estimate
Margin per bundle: 60.1%
Extra bundles: 40–90 per week · gross profit +401 … +964
Assumptions behind the estimate
- 8–15% of morning coffee buyers take the bundle (at a 15% discount).
- 30–50% of them would have bought the croissant anyway.
What it found
| Branch | Sales | vs. last week | Margin | Avg. basket | Drawer diff. |
|---|---|---|---|---|---|
| Main Branch | 48,200 | +6% | 31% | 42 | 0 |
| City Branch | 31,900 | -9% | 26% | 35 | -15 |
| Mall Branch | 27,400 | +2% | 29% | 51 | -45 |
Data it used
- Sales, margin and baskets per branch, this week vs. last
- Shift closes with counted vs. expected cash
- The other open recommendations
Suggested action
Today’s plan, in order:
- Call the City Branch manager about evening discounts (see Sales & margin).
- Approve the paper-cup purchase order before 12:00 so it ships today.
- Review the Mall Branch drawer difference of −45 with the shift report — for review, not an accusation.
- Ask Main Branch how it lifted the average basket — a practice to copy.
Expected impact — an estimate
Items in today’s plan: 4 / 4
Ordered by money at stake and by what can still be done today. The value of a conversation with a manager is not estimated.
Assumptions behind the estimate
- A drawer difference is a signal to check the shift report, never proof of wrongdoing.
What it found
Your price for Arabic coffee 250 g (47) is about 13% above the median (41.5) of four nearby stores.
- Store A39
- Store B42
- Store C41
- Store D44
- You47
Data it used
- Source: a market price survey shared by your supplier under an agreement (sample)
- Date: collected 20 September (sample)
- Your own sales of this item, last 8 weeks
Suggested action
Keep the price and show the loyalty points it earns at the shelf — your sales of it have not dropped.
Expected impact — an estimate
Price: 47.00
No change in margin. Risk: some price-sensitive buyers may switch.
Assumptions behind the estimate
- Survey prices are still current; they are not updated in real time.
Estimates are ranges from the stated assumptions, not promised results.
You decide. In the future product, Zaxore AI only suggests: changing prices, launching offers or creating orders will follow each user’s permissions and always need an explicit approval. Nothing is applied automatically.
How it is meant to behave
Acts only with approval
Prices, offers and orders change only when a user whose role allows it approves. The advisor never applies anything on its own.
Respects roles
It sees what the person asking may see: a branch manager’s advisor does not reveal other branches, and cost stays behind permissions.
Estimates, not promises
Impact is shown as a range with the assumptions behind it. No guaranteed profit, ever.
What it is being designed to help with
Sales and margin
Spot a drop in sales or margin early and explain the likely causes: costs, discounts, product mix.
Stock
Warn before items run out, and point at slow stock tying up cash.
Offers and prices
Propose offers and prices from cost, margin, stock and buying behaviour — within your minimum margin.
Branches and daily priorities
Compare branches and turn the gaps into a short, ordered plan for the day.
Competition — with authorised sources only
When a reliable, authorised data source exists, compare against the market and always show the source and its date. Without one, no analysis.
When will it be available?
It is in development and has no release date or price yet. We will announce it on this site and in the app when it is ready; nothing about it can be bought today.
What you can use today
The reports, branch comparisons, low-stock alerts and discount logs the advisor would read already exist in ZAXORE.
Expenses & reports