Knowledge

How to solve each kind of case, and what every word means.

Structures Glossary

A

Adjacency Expansion: Growing into a neighbouring product, customer segment, or geography that reuses an existing capability.; See alsoMarket Share Growth Inorganic Growth Portfolio Prioritization Growth (structure)Ansoff Matrix (structure)
ARPU: Average Revenue Per User: revenue divided by customers over the same period. It moves on price, on mix, and on usage, so a fall in it says nothing until it is broken apart.
Attach Rate: The share of primary-product sales that carry a given add-on.

B

Backlog: Orders taken but not yet delivered. A growing backlog is a capacity problem wearing a demand problem's clothes.; See alsoCapacity Utilization Bottleneck Analysis (structure)
Backward Integration: Owning the steps before you in the value chain, as a car maker buying a tyre maker. It wins secure supply and control of input costs.; See alsoVertical Integration Value Chain Value Chain Analysis (structure)Build / Partner / Buy (structure)Cost Breakdown (structure)
Barriers to Entry: Structural factors — capital intensity, regulation, patents, brand, distribution access — that deter or slow new competitors.; See alsoCompetitive Advantage Buyer / Supplier Power Localization Requirement Regulatory Constraint Porter's Five Forces (structure)
Barriers to Exit: What makes leaving a market costly: a plant nobody will buy, long leases, contracts, severance. A market that is cheap to enter but costly to leave needs a bigger margin of safety.; See alsoBarriers to Entry Risk Assessment Porter's Five Forces (structure)Investment Decision (structure)Qualitative / Quantitative (structure)Risk Types (structure)
Basket Size: Average value of a single transaction. Revenue is footfall times conversion times this, so it is one of the three places a retail revenue problem can live.; See alsoUnit Economics Guesstimates (structure)
Benchmarking: Judging whether a metric is good or bad by comparing it to competitors, industry norms, or the client's own history.; See alsoCompetitive Benchmarking Root-Cause Isolation Internal / External (structure)
Beneficiary: The person a programme exists to help. The public-sector equivalent of a customer, except that they are usually not the one paying.; See alsoStakeholder Mapping Outcome Metrics Unconventional Cases (structure)Social Impact (structure)Stakeholders (structure)
Bottleneck: The step with the least capacity. Total output is set by it, so improving any other step changes nothing.; See alsoCapacity Utilization Constraint Identification Bottleneck Analysis (structure)
Bottom-Up Sizing: Estimating a market by building from unit economics (e.g. outlets x throughput x price).
Brand Equity: The premium a customer will pay, or the preference they show, attributable to the brand rather than the product itself.; See alsoWillingness to Pay (WTP)Competitive Advantage 4Ps (structure)
Break-Even: The volume at which total contribution exactly covers fixed costs; profit is zero.; See alsoBreak-Even Analysis
Break-Even Analysis: The point at which total revenue equals total cost.; See alsoContribution Margin Fixed vs. Variable Cost Payback Period Sensitivity Analysis
Brownfield: Entering by taking over an operation that already exists, rather than building one.; See alsoEntry Mode Choice Market Entry (structure)Build / Partner / Buy (structure)
Bundling: Selling several products for a single price, which captures more value when different buyers value the items differently.; See alsoWillingness to Pay (WTP)Segmentation Pricing (structure)4Ps (structure)Split by Segment (structure)3Cs (structure)
Buyer / Supplier Power: The leverage buyers or suppliers hold over price, driven by concentration, switching costs, and availability of alternatives.; See alsoBarriers to Entry Competitive Benchmarking Porter's Five Forces (structure)

C

CAC: Customer Acquisition Cost — total sales and marketing spend divided by customers acquired.
CAGR: Compound Annual Growth Rate — the constant annual rate that connects a starting and ending value.
Cannibalization: A new offering capturing sales from the firm's own existing products; incremental volume must be measured net of it.; See alsoPrice-Volume Tradeoff Segmentation Growth (structure)Ansoff Matrix (structure)
Capacity Utilization: The share of available capacity actually used. Low utilization spreads fixed cost across fewer units, raising unit cost.; See alsoOperational Efficiency Fixed vs. Variable Cost Demand Seasonality Bottleneck Analysis (structure)
Capex: Capital expenditure — spending on long-lived assets such as plant, fleet, or stores.
Capital Allocation: Deciding which businesses get funded and which do not. A portfolio question rather than a business-unit one, and the answer is comparative: money given to one is money withheld from another.; See alsoPortfolio Prioritization Net Present Value (NPV)Opportunity Cost
Cash Conversion Cycle: Days between paying for inventory and collecting from the customer. The longer it is, the more cash the business needs simply to keep running.; See alsoWorking Capital
Cash Cow: A business with high share in a low-growth market. It funds the rest of the portfolio rather than needing funding itself.; See alsoPortfolio Prioritization Capital Allocation BCG Matrix (structure)
Channel Economics: What is left after the cost of reaching a customer through a given route to market. It is what makes one channel viable and another not, at the same price.; See alsoDistribution Strategy Unit Economics 4Ps (structure)
Churn: The rate at which existing customers stop buying or subscribing in a period.
CLV: Customer Lifetime Value — total contribution expected from a customer over the whole relationship.; See alsoCustomer Lifetime Value (CLV)Split by Segment (structure)Before / During / After (structure)
Cohort Analysis: Grouping customers by when they arrived and following each group separately, so a change in behaviour is not hidden by new arrivals.; See alsoCustomer Lifetime Value (CLV)Segmentation Split by Segment (structure)Before / During / After (structure)3Cs (structure)
Commoditization: Loss of differentiation, leaving price as the main basis of competition.
Competitive Advantage: A structural reason a firm can outperform competitors (cost, differentiation, or focus).; See alsoEntry Mode Choice Market Share Growth Barriers to Entry Brand Equity Market Entry (structure)Porter's Five Forces (structure)3Cs (structure)
Competitive Benchmarking: Comparing pricing, cost, or performance against comparable competitors.; See alsoPrice Elasticity of Demand Buyer / Supplier Power Benchmarking Pricing (structure)3Cs (structure)
Constraint Identification: Finding the step or resource that actually limits the outcome before optimising anything else. In an unconventional case, finding it is often the whole answer.; See alsoOperational Efficiency Root-Cause Isolation
Contribution Margin: Revenue minus variable costs, per unit or in aggregate.; See alsoFixed vs. Variable Cost Break-Even Analysis Unit Economics Profitability (structure)Price / Volume / Mix (structure)
Conversion Rate: The share of people at one stage of a funnel who reach the next.; See alsoPenetration Rate
Core vs Non-Core: Whether a business is central to what the firm is for. Usually the first cut when a portfolio is being pruned.; See alsoPortfolio Prioritization BCG Matrix (structure)
Cost per Outcome: Programme cost divided by results actually achieved, rather than by people reached. The two can differ by an order of magnitude.; See alsoOutcome Metrics Social Impact (structure)
Cost to Serve: The full cost of serving one customer, order or channel, including the costs that sit outside the product itself.; See alsoUnit Economics Segmentation Guesstimates (structure)Split by Segment (structure)3Cs (structure)
Cost-Plus Pricing: Setting price by adding a target margin to unit cost; establishes a price floor, not an optimum.
Cross-Sell: Selling an additional, different product to a customer you already have.; See alsoCustomer Lifetime Value (CLV)Split by Segment (structure)Before / During / After (structure)
Customer Lifetime Value (CLV): The total net value a business expects from a customer over the relationship.; See alsoSegmentation Split by Segment (structure)Before / During / After (structure)
Customer Mix: The distribution of sales across customer segments; a shift in mix can move average margin with no price change.
Cycle Time: Time to take one unit through a process from start to finish.; See alsoOperational Efficiency Cost Breakdown (structure)Bottleneck Analysis (structure)Before / During / After (structure)Value Chain Analysis (structure)

D

Days Sales Outstanding: Average days taken to collect a receivable after the sale.; See alsoWorking Capital
Demand Seasonality: Predictable variation in demand across a year, week or day. It decides whether capacity is built for the peak or the average, and which of those the unit economics assume.; See alsoCapacity Utilization Market Sizing
Discount Leakage: Revenue lost between list price and the invoice, through discretionary discounts, allowances and credits.; See alsoPrice-Volume Tradeoff Profitability (structure)Price / Volume / Mix (structure)
Distribution Strategy: How the product reaches the customer — owned, third-party, or hybrid — and the margin and control implications of each.; See alsoValue Chain Entry Mode Choice Channel Economics 4Ps (structure)
Divestment: Selling or closing a business so that capital and management attention go somewhere else.; See alsoPortfolio Prioritization Capital Allocation BCG Matrix (structure)
Driver: A variable that materially moves an outcome; the thing you actually want to isolate and quantify.
Due Diligence: The review of a target's numbers, contracts and risks before a deal closes.; See alsoRisk Assessment Investment Decision (structure)Qualitative / Quantitative (structure)Risk Types (structure)PESTEL (structure)

E

EBIT: Earnings before interest and tax: operating profit, before financing and tax effects.
EBITDA: Earnings Before Interest, Taxes, Depreciation, and Amortization — a proxy for operating cash profitability.
Economies of Scale: Falling average cost per unit as volume rises, because fixed costs spread across more units.
Economies of Scope: Lower costs from making several products with the same plants, brand or sales force, as a biscuit maker adding cakes to the same ovens and trucks.; See alsoAdjacency Expansion Growth (structure)Ansoff Matrix (structure)
Entry Mode Choice: How a firm enters a new market: organic build, acquisition, joint venture, or partnership.; See alsoCompetitive Advantage Inorganic Growth Distribution Strategy Localization Requirement Market Entry (structure)Build / Partner / Buy (structure)
EOQ: Economic Order Quantity — the order size that minimises combined ordering and holding costs.

F

Fermi Estimation: Reaching a defensible number for a quantity nobody has measured, by decomposing it into pieces that can each be approximated.; See alsoMarket Sizing Market Entry (structure)Supply / Demand (structure)
FIFO / LIFO: First-In-First-Out / Last-In-First-Out — the order in which stock is drawn down; FIFO matters for perishables.
First-Mover Advantage: Benefits available to the first entrant, such as brand recognition, scarce inputs, or customer lock-in.
Fixed Cost: A cost that does not vary with output over the relevant range (e.g. rent, salaried staff).; See alsoFixed vs. Variable Cost Profitability (structure)Cost Breakdown (structure)
Fixed vs. Variable Cost: Fixed costs do not change with volume in the short run; variable costs scale with volume.; See alsoContribution Margin Break-Even Analysis Capacity Utilization Profitability (structure)Cost Breakdown (structure)
Footfall: People entering a store or location in a period, before any of them buy anything.; See alsoPenetration Rate
Forward Integration: Owning the steps between you and the customer, as a manufacturer opening its own stores. It wins control of distribution and the margin the middleman took.; See alsoVertical Integration Distribution Strategy Value Chain Analysis (structure)Build / Partner / Buy (structure)4Ps (structure)

G

Greenfield: Entering a market by building from nothing: own site, own operation, own hires.; See alsoEntry Mode Choice Market Entry (structure)Build / Partner / Buy (structure)
Gross Margin: Revenue minus cost of goods sold, as a percentage of revenue.

H

Horizontal Integration: Buying or merging with a business at the same step of the value chain, usually a competitor, for scale and market share. Walmart buying Flipkart is one.; See alsoInorganic Growth Market Share Growth Growth (structure)Build / Partner / Buy (structure)Ansoff Matrix (structure)BCG Matrix (structure)
Household Size: Average people per household, used to turn a population into households when the product is bought per home rather than per person.; See alsoMarket Sizing Market Entry (structure)Supply / Demand (structure)

I

Inorganic Growth: Growth via acquisition, joint venture, or partnership rather than building capability internally.; See alsoEntry Mode Choice Vertical Integration Adjacency Expansion Synergy Realization Growth (structure)Build / Partner / Buy (structure)
Inventory Shrinkage: Stock lost to spoilage, pilferage, damage, or mishandling before sale — a cost that appears without any change in input prices.; See alsoOperational Efficiency Working Capital
Inventory Turnover: How many times inventory is sold and replaced in a period.
IRR: Internal Rate of Return: the discount rate at which an investment's net present value is zero.; See alsoNet Present Value (NPV)Investment Decision (structure)Qualitative / Quantitative (structure)
Issue Tree: A branching decomposition of a problem into sub-problems, each independently testable.

J

Joint Venture: A shared entity with a local or complementary partner, each side contributing something the other lacks.; See alsoEntry Mode Choice Localization Requirement Market Entry (structure)Build / Partner / Buy (structure)

L

Lakh and Crore: Indian numbering. One lakh is 100,000; one crore is 100 lakh, or 10 million. Sizing answers are expected in these units, not in millions.
Last Mile: The final step that actually reaches the individual. Usually the most expensive part of delivery and the first place a programme fails.; See alsoDistribution Strategy 4Ps (structure)
Lead Time: Elapsed time between placing an order and receiving it.
Licensing: Letting another firm make or sell your product for a fee: entry without owning operations, and without controlling them.; See alsoEntry Mode Choice Market Entry (structure)Build / Partner / Buy (structure)
Load Factor: The percentage of available capacity (e.g. airline seats) actually utilized.
Localization Requirement: How far a product, price, or process has to change to work in a new market. Underestimating it is the standard way an entry case goes wrong.; See alsoEntry Mode Choice Barriers to Entry

M

Market Share: The client's sales as a percentage of total market sales.
Market Share Growth: Growing by taking share within an existing market, as distinct from growing with the market or entering a new one.; See alsoCompetitive Advantage Adjacency Expansion Portfolio Prioritization Growth (structure)Ansoff Matrix (structure)BCG Matrix (structure)
Market Sizing: Estimating the total demand for a product, either top-down from a population or bottom-up from unit economics, using explicit and defensible assumptions.; See alsoTAM / SAM / SOM Unit Economics Penetration Rate Replacement Cycle Sensitivity Analysis Demand Seasonality Market Entry (structure)Supply / Demand (structure)
MECE: Mutually Exclusive, Collectively Exhaustive — a categorization with no overlaps and no gaps.

N

Net Present Value (NPV): Future cash flows discounted to present value, less the initial investment; positive NPV implies value creation.; See alsoPayback Period Risk Assessment Capital Allocation Investment Decision (structure)Qualitative / Quantitative (structure)
Net Profit: What is left of revenue after every cost, where gross profit subtracts only the cost of what was sold. A stall sells 100 glasses of lemonade at ₹10 that cost ₹1 each to make: gross profit ₹900. Take off ₹300 for the stall, the jug and a helper, and net profit is ₹600.; See alsoUnit Economics Guesstimates (structure)
NPV: Net Present Value — the sum of future cash flows discounted to today, minus the initial investment.

O

OEE: Overall Equipment Effectiveness: availability times performance times quality, as a single utilisation number.; See alsoCapacity Utilization Bottleneck Analysis (structure)
Operating Leverage: The degree to which fixed costs amplify profit swings when volume moves.
Operational Efficiency: Output achieved per unit of input; improving it lowers unit cost without changing price or volume.; See alsoCapacity Utilization Value Chain Inventory Shrinkage Working Capital Constraint Identification Cost Breakdown (structure)Bottleneck Analysis (structure)Before / During / After (structure)Value Chain Analysis (structure)
Opex: Operating expenditure — recurring costs of running the business.
Opportunity Cost: The value of the best option given up. A recommendation that ignores what the money and people would otherwise have done is not yet a recommendation.; See alsoCapital Allocation Risk Assessment Investment Decision (structure)Short Term / Long Term (structure)BCG Matrix (structure)
Order of Magnitude: Whether an answer is in the right power of ten. In a sizing case this matters more than the arithmetic being exact.; See alsoMarket Sizing Market Entry (structure)Supply / Demand (structure)
Outcome Metrics: For public-sector or social problems, the measurable result that defines success when profit is not the objective.; See alsoStakeholder Mapping Sensitivity Analysis Social Impact (structure)
Overhead Allocation: How shared cost is charged to products or units. Two defensible allocations can make the same product look profitable or not.; See alsoFixed vs. Variable Cost Profitability (structure)Cost Breakdown (structure)

P

P&L: Profit and Loss statement: revenue at the top, costs subtracted line by line, profit at the bottom. The order of the lines is the order a profitability case usually walks.
Payback Period: The time taken for cumulative cash inflows to recover an initial investment — a liquidity and risk screen, not a profitability measure.; See alsoNet Present Value (NPV)Break-Even Analysis Investment Decision (structure)
Penetration Pricing: Launching low to win share quickly, accepting thin early margins.
Penetration Rate: The share of a target population that already owns or uses the product — the filter that converts a population into a realistic market.; See alsoMarket Sizing Replacement Cycle
Per Capita Consumption: Average units consumed per person per period: the usual bridge from a population to a volume.; See alsoMarket Sizing Market Entry (structure)Supply / Demand (structure)
Portfolio Prioritization: Allocating finite capital and attention across business units or products by growth potential and competitive position.; See alsoMarket Share Growth Adjacency Expansion Capital Allocation BCG Matrix (structure)
Price Elasticity of Demand: The percentage change in quantity demanded for a 1% change in price.; See alsoPrice-Volume Tradeoff Willingness to Pay (WTP)Competitive Benchmarking Pricing (structure)Supply / Demand (structure)
Price Ladder: The set of price points across a range, and the gaps between them that move a customer up or down it.; See alsoSegmentation Willingness to Pay (WTP)Split by Segment (structure)3Cs (structure)Pricing (structure)4Ps (structure)
Price Realization: The price actually collected after discounts, rebates and returns, rather than the price on the list.; See alsoWillingness to Pay (WTP)Pricing (structure)4Ps (structure)
Price Skimming: Launching high to capture high-WTP customers, then lowering price over time.
Price-Volume Tradeoff: Changing price typically changes volume in the opposite direction; net revenue effect depends on elasticity.; See alsoPrice Elasticity of Demand Cannibalization Profitability (structure)Price / Volume / Mix (structure)
Product Mix: The distribution of sales across products; a shift toward lower-margin products lowers blended margin.
Profit Tree: An issue tree that splits profit into revenue and cost, then into their respective drivers.

R

Reference Price: The price a customer already carries in their head, from past purchases or visible alternatives, against which a new price is judged.; See alsoWillingness to Pay (WTP)Pricing (structure)4Ps (structure)
Regulatory Constraint: A rule that removes options before analysis starts: a licence, a price cap, a foreign-ownership limit, a mandated channel.; See alsoBarriers to Entry Risk Assessment Market Entry (structure)Social Impact (structure)Risk Types (structure)PESTEL (structure)
Replacement Cycle: How often a durable good is repurchased. Annual demand from an installed base is roughly the base divided by product life.; See alsoMarket Sizing Unit Economics Penetration Rate
Retention Rate: The share of customers still active at the end of a period. The complement of churn.; See alsoCustomer Lifetime Value (CLV)Split by Segment (structure)Before / During / After (structure)
Revenue Bridge: A walk from last period's revenue to this period's, one driver at a time, so the change is attributed rather than described.; See alsoRoot-Cause Isolation Unconventional Cases (structure)Bottleneck Analysis (structure)Internal / External (structure)
Risk Assessment: Identifying what would have to be true for a recommendation to fail, and how the client would detect and mitigate it.; See alsoNet Present Value (NPV)Sensitivity Analysis Synergy Realization Regulatory Constraint Opportunity Cost Investment Decision (structure)Qualitative / Quantitative (structure)Risk Types (structure)PESTEL (structure)
ROI: Return on Investment — gain relative to the amount invested.
Root-Cause Isolation: Narrowing a problem by successively ruling out branches — by time period, geography, product line, or customer segment — until the driver is localized.; See alsoBenchmarking Segmentation Constraint Identification Unconventional Cases (structure)Bottleneck Analysis (structure)Internal / External (structure)
Run Rate: A current period's figure extrapolated to a full year. Useful for scale, misleading when the business is seasonal.

S

SAM: Serviceable Addressable Market — the portion of TAM the client's model can actually serve.; See alsoTAM / SAM / SOM Guesstimates (structure)
Same-Store Sales: Sales growth measured only across outlets open in both periods, stripping out the effect of new openings.
Sanity Check: A quick cross-check that an estimate is plausible in magnitude before building on it.
Scrap Rate: The share of material or units lost to defects and rework.; See alsoOperational Efficiency Inventory Shrinkage Cost Breakdown (structure)Bottleneck Analysis (structure)Before / During / After (structure)Value Chain Analysis (structure)
Segmentation: Dividing a market or customer base into groups with meaningfully different needs or economics.; See alsoCustomer Lifetime Value (CLV)Willingness to Pay (WTP)Cannibalization Root-Cause Isolation Split by Segment (structure)3Cs (structure)
Sensitivity Analysis: Testing how much the conclusion moves when a key assumption is varied; identifies which assumptions actually matter. In a case, react to every number you calculate: is it big or small, what would you recommend on it alone, and does a 10% change in price or cost flip that recommendation?; See alsoRisk Assessment Market Sizing Break-Even Analysis Outcome Metrics
Shrinkage: Inventory lost to spoilage, pilferage, damage, or mishandling before it can be sold.
SOM: Serviceable Obtainable Market — the portion of SAM the client can realistically capture.; See alsoTAM / SAM / SOM Guesstimates (structure)
Stakeholder Mapping: Identifying who is affected by a decision, what each party optimises for, and where their incentives conflict.; See alsoOutcome Metrics Unconventional Cases (structure)Social Impact (structure)Stakeholders (structure)
Switching Cost: The cost or friction a customer incurs to move to a competitor.
Synergies: Value created by combining two businesses: cost taken out, or revenue neither would have won alone.; See alsoSynergy Realization Inorganic Growth Growth (structure)Build / Partner / Buy (structure)
Synergy Realization: The share of announced synergies that actually arrive, and when. Deals are justified on the announced number and judged on this one.; See alsoInorganic Growth Risk Assessment

T

Takt Time: The rate at which units have to be completed to meet demand. Cycle time above it means demand is not being met.; See alsoOperational Efficiency Demand Seasonality Cost Breakdown (structure)Bottleneck Analysis (structure)Before / During / After (structure)Value Chain Analysis (structure)
TAM: Total Addressable Market — total demand if every potential buyer bought.; See alsoTAM / SAM / SOM Guesstimates (structure)
TAM / SAM / SOM: Total Addressable Market, Serviceable Addressable Market, Serviceable Obtainable Market — nested market-sizing scopes.; See alsoUnit Economics Market Sizing Guesstimates (structure)
Terminal Value: The value placed on every cash flow beyond the period actually forecast. In most valuations it is the majority of the answer.; See alsoNet Present Value (NPV)Investment Decision (structure)Qualitative / Quantitative (structure)
Theory of Change: The stated chain from activity to intended outcome, which forces the assumptions inside a programme into the open.; See alsoOutcome Metrics Social Impact (structure)
Throughput: Units processed per unit of time by a process or facility.
Tier 1 / Tier 2 / Tier 3 Cities: The standard Indian classification of cities by size and income. Penetration, price point and distribution all differ sharply across the tiers, so a national market usually splits along them.; See alsoSegmentation Penetration Rate Split by Segment (structure)3Cs (structure)
Time Value of Money: The principle that a rupee today is worth more than a rupee later, because it can be invested.
Top Line: Revenue, named for its position on the P&L. The bottom line is profit after everything below it.; See alsoUnit Economics Guesstimates (structure)
Top-Down Sizing: Estimating a market from a large aggregate (e.g. population) and narrowing by successive filters.

U

Unit Economics: Revenue and cost analyzed per unit (customer, transaction, product) to assess viability at scale.; See alsoContribution Margin TAM / SAM / SOM Market Sizing Replacement Cycle Channel Economics Guesstimates (structure)
Upsell: Moving an existing customer to a higher-value version of what they already buy.; See alsoCustomer Lifetime Value (CLV)Split by Segment (structure)Before / During / After (structure)
Utilization: The share of available capacity actually used (machine hours, seats, rooms, billable hours).

V

Value Chain: The sequence of activities a business performs to deliver its product, from inputs through to after-sales service; examining them locates where cost is incurred and where value is added.; See alsoOperational Efficiency Vertical Integration Distribution Strategy Cost Breakdown (structure)Value Chain Analysis (structure)
Value-Based Pricing: Setting price from the economic value the product creates for the customer relative to their next-best alternative.
Variable Cost: A cost that scales with each additional unit produced or sold (e.g. materials, packaging).; See alsoFixed vs. Variable Cost Profitability (structure)Cost Breakdown (structure)
Vertical Integration: Owning more of the upstream or downstream value chain, trading capital and flexibility for margin and control.; See alsoValue Chain Inorganic Growth Value Chain Analysis (structure)Build / Partner / Buy (structure)

W

WACC: Weighted Average Cost of Capital: the blended return a firm's debt and equity require, and the usual discount rate.; See alsoNet Present Value (NPV)Investment Decision (structure)Qualitative / Quantitative (structure)
Willingness to Pay (WTP): The maximum price a customer segment is willing to pay for a product or service.; See alsoPrice Elasticity of Demand Segmentation Brand Equity Pricing (structure)4Ps (structure)
Working Capital: Cash tied up in inventory and receivables net of payables; higher stock levels consume cash even when profitable.; See alsoInventory Shrinkage Operational Efficiency
WTP: Willingness to Pay — the maximum a customer would pay before declining to buy.; See alsoWillingness to Pay (WTP)Pricing (structure)4Ps (structure)

Y

Yield: The share of units coming out of a process in saleable condition.; See alsoOperational Efficiency Cost Breakdown (structure)Bottleneck Analysis (structure)Before / During / After (structure)Value Chain Analysis (structure)