SKYZER · Brand Tool

SKYZER Upsell Calculator

For Nelson. Pick a SKYZER product, see how often it's selling alone vs being bought together with other things, then play with the sliders to see how much extra SKYZER money you'd make if customers added it to more device purchases. Based on 260,041 customer receipts a year (116,910 of those had a device like a phone, watch, headphone, etc).

This is the brand-owner view (Nelson). Joel's calculator answers "should we bring in a NEW product?" This one answers "how much more SKYZER can we sell with what we already have?"

Pick a SKYZER product to analyse

Target: % of device buyers we want adding SKYZER10%
This drives the 3rd box below (device attach) + the forecast. Out of every 100 device buyers, how many should ALSO add this SKYZER product?
How much of each $1 sale is profit (gross margin)70%
Set this to your real margin. The default is a guess — Nelson knows the actual number per SKU.

How is SKYZER Cables doing today?

Three snapshots of today's situation. The 3rd box (device attach) is the one your target slider + forecast act on — it's the cleanest "extra SKYZER units sold" lever.

1 · How many customers buy SKYZER (out of everyone who buys anything)
17.6%
market penetration — includes customers who came in just for this. Not adjusted by the slider.
2 · When customers buy SKYZER, how often do they buy something else too
21.9%
overall upsell rate — the 2nd item can be anything. Context only, not adjusted by the slider.
3 · When someone buys a device, how often do they add SKYZER ← the forecast lever
2.0%
THIS is what the target slider lifts. Every +1% = net-new SKYZER units.
What this reveals: 87% of SKYZER Cables sales today are standalone (customer came in just for a cable). Only 13% are true PWP attach to a device buyer. Nelson's biggest opportunity is closing the gap between these two — every +1% lift on device-basket attach is net-new revenue.
Device buyers who paid for SKYZER today
2,337
device baskets/yr
Device buyers who got SKYZER free (gift bundle)
4
free units inside device baskets
Device buyers who walked out WITHOUT any SKYZER
114,569
your untapped opportunity
Extra units sold per year
9,354
to hit your target attach %
Extra SKYZER sales per year
$319k
$319,253
Extra SKYZER profit per year
$223k
$223,477
Average price per item
$34.13
what each one sells for on average

Which devices should we push SKYZER alongside?

For each device type, this shows how often SKYZER currently rides along, and how much extra money you'd make if you pushed it to your target rate. Top of the list = biggest opportunity. Don't add up the columns — a basket with both a phone AND earbuds appears in both rows, so a column-sum overcounts. Use the headline numbers above for true totals.

Device type Buyers per year % who buy SKYZER % given SKYZER free % no SKYZER (the gap) Extra $/yr at target Extra profit/yr

Methodology

Source: retail_sales table, YTD 2026 (1 Jan – 24 Jun), annualised ×2.12 (172 days → 365).

All paying baskets: 260,041/yr. Main-device baskets: 116,910/yr — receipts containing at least one main product (phone, watch, earbud, console, camera, etc., 28 categories).

Penetration (% of all baskets): how often this SKYZER family shows up in any paying receipt. Includes standalone customers who came just for a cable.

PWP attach (% of device baskets): how often this family rides along when a customer buys a main device. THIS is the lever for additive sales — standalone buyers were going to buy SKYZER anyway, attach buyers are net-new revenue.

v2 fix (Jun-25): earlier version summed per-main attach counts to get totals, which double-counted receipts containing multiple mains. Fixed by computing unique-basket totals via JOIN. Per-main rows are still correct individually for ranking, but never sum them to get a total — use the deduplicated headline numbers.

Lift formula: incremental units = (target % − current paid %) × main-device baskets · revenue = units × avg ticket · profit = revenue × margin.

Honest caveats: (a) Margin defaults are placeholders — Nelson should override with real per-family cost. (b) Lift assumes new attachers behave like current paid attachers (same avg ticket). (c) GWP "cost" not modelled (no cost data). (d) Doesn't model display real-estate competition with Joel's new sourced items.