Every game. Every channel.
A clearer next move.
Explore payments, ticketing, concessions, merchandise and game-day planning in one connected sample operation. Drill into the figures, test a scenario, and leave with a management briefing.
Hundreds of traceable sample item records, calculated payment batches, inventory movements and assumed service rates.
No live accounts or team data connectedOne operation, with the details underneath.
Compare games and locations. Refunds, costs and payment fees remain separate so each number has a clear meaning.
Net sales by channel
Review before the next game
Sample observations describe this dataset; they are not conclusions about the ValleyCats.
Game-by-game comparison
From location to product to source record.
Item sales are grouped by game, channel and period. Each record represents multiple units, not an individual customer transaction.
Products & contribution
When the sales happened
Ticketing uses the advance-sales period; onsite sales use pre-game and inning groups.
Reconcile the day. Explain the deposit.
Sample batches use 88% card share, a 2.6% fee plus $0.10 per estimated card transaction. These are demonstration assumptions, not a quoted rate.
How the money connects
Gross sales − refunds = net sales. Net sales = card captured + cash sales. Card captured − modeled fees = expected deposit. Recorded deposit − expected deposit = variance. One sample stand batch contains a $125 unresolved shortfall; a pending batch has no recorded deposit.
Sales tax, tips, chargebacks, processor adjustments, card-brand mix and settlement timing are excluded. A live reconciliation would need those fields and actual processor batch IDs.
Prepare stock and coverage with explicit assumptions.
This planning model uses the latest sample game across all onsite channels, independent of the top-level historical filters.
Stock movement & replenishment
Stand coverage scenarios
Positions = ceiling(projected peak-period sample transactions ÷ assumed transactions per hour per position). One-hour period assumed. This estimates capacity, not required employees. Queues, breaks, alcohol-service roles and labor rules need operational review.
Closing stock = opening + receipts − units sold − sample waste. Targets scale latest-game units with attendance and the selected buffer, rounded up. Replenishment = max(0, target − closing stock). Unit costs are sample landed costs; contribution excludes labor, overhead, taxes and payment fees.
Ask a question. Inspect what supports the answer.
A deterministic analysis preview calculated from the records in this demo. It does not call a live language model. Questions use your current game/channel filters unless the answer names the planning model.
A briefing Ed and Matt can act on.
Calculated from the selected historical scope and the current planning scenario.
A practical path to a pilot
Clover and other system connections depend on the actual platforms, available APIs or exports, permissions and agreed scope. No integration or savings commitment is implied.
Discuss a focused pilot with Chris →