Plan
Translate the venue's profit target into the operating performance, forecast and cash position management needs to deliver.
For venue management and finance advisers
See the financial consequence before you decide.
Pincushion Performance turns controlled venue data into quantified management choices. It shows what is driving the result, what can still change and who has authority to act.
Profit, cash and decision support, with clear explanations for sales, general managers and finance.
Start with the whole venue, then review a decision.
See monthly profit, the cash forecast, Budget comparisons and source evidence. Then work through a complete decision: what was requested, which margin is measured, the business given up, the calculated options and who needs to approve.
All demo figures are fictional. Your pilot workspace uses your venue’s reviewed records.
One financial decision chain
PP performs the arithmetic. Management makes the judgement.
Decide
Calculate the consequence of quotes, discounts, payment terms, packages and room blocks before committing.
Protect
Surface margin erosion, cash pressure, displacement and weak evidence early enough to change the outcome.
Learn
Connect the original decision, chosen action and eventual Actual result without rewriting history.
Eight management questions
Do not stop at the warning. Calculate the choices.
Every example below opens the same live scenario definition used by the demo. The figures are not separate brochure copy that can drift away from the engine.
01 · Negotiation headroom
How much room do we actually have to negotiate?
Find the exact concession boundary before the approved return is crossed.
Maximum target-preserving concession
R27 500 / 14.9%
02 · Profit is not cash
The booking makes money. Can we afford the timing?
Separate event profitability from the working-capital needed before settlement.
Peak funding required under current terms
R79 500
03 · Discount decision
The customer wants 10% off. What does saying yes cost?
See the booking and monthly Profit Plan consequence, then compare quantified alternatives.
Maximum concession retaining 22.0% margin
R4 615 / 3.8%
04 · Package Margin Guard
Is the package still making what we think it is?
Refresh delivery cost and calculate the price or cost action needed to restore the approved return.
New ex-VAT price required to restore approved target
R198 496
05 · Accommodation displacement
Are we giving up more valuable room business?
Bridge event and room contribution against the opportunity cost of a high-demand date.
Opportunity-cost recovery required
R7 000 total / R350 per occupied room-night
06 · Conference breakout spaces
What do the extra spaces really cost us?
Compare conference contribution with alternative business lost during each space’s hours of use.
Price improvement required at unchanged delivery cost
ZAR 3 000,00 excluding tax / ZAR 3 450,00 including tax
07 · Special-date margin protection
Does a strong margin justify taking these dates?
Check the elevated booking margin and the separate value of alternative business on the same dates.
Price improvement required at unchanged delivery cost
ZAR 20 000,00 excluding tax / ZAR 23 000,00 including tax
08 · Evidence control
Do we know enough to make this decision?
Stop false precision when material supplier, staffing, capacity or demand evidence is weak.
Decision state
PP cannot assess this reliably yet.
Commercial speed with financial control
One result across Sales / Events, General Manager and Finance.
Sales can act inside approved guardrails. Exceptions carry the same locked calculation to the GM or CFO / Finance Adviser. Nobody recreates the economics manually.
Controlled evidence
If the evidence is weak, PP says so.
Financial values come from deterministic calculations, approved policy and locked source versions. PP does not invent a number to fill a gap, and it does not calculate statutory tax liability.
Private pilot
See what management can still change.
Explore the fictional demo first, then apply for a controlled venue pilot.