A shop is run by several people who each need a different answer, and none of them wants the same screen. The owner wants one number on a phone. The manager wants the shop they are standing in. The person running the floor of a warehouse wants queue depths. The buyer wants to know what is not moving.
Dashboards is those six answers on one screen, switched with the pills across the top. Whichever one you pick stays in the address bar, so you can send somebody a link to the exact board you were looking at.
Command centre — the owner’s ten seconds
Today’s takings, shop by shop, with the number of bills behind them. Cancelled bills are left out, and so are quotations and estimates — an estimate is not money.
Underneath it, any target whose period covers today, with what has come in against it. Targets are set per shop over any pair of dates, not per calendar month, so a festival week is a real target and reads as one. Early in a period a small share is expected, and the panel says so rather than leaving you to work it out.
Then the two things that need a person: stock that has gone negative, and items below their reorder level. Stock goes negative when a till sells something the books did not know was there — usually because the till was offline. Finocket records that rather than refusing the sale, and somebody has to go and count.
Store manager — one shop
Pick the shop from the list. You get its takings, split by how customers actually paid — cash, card, UPI, a gift card, points, or on account. A bill settled three ways counts once in each of the three.
Walk-ins and conversion sit beside it. Conversion is bills divided by walk-ins, and walk-ins are typed in by hand on the shop’s page. Without them there is no conversion rate — not nought per cent, but no answer at all, and the panel says which.
Last is the roster: who is posted to this shop today. A posting is a record of who works here. It grants nothing — permissions are set separately — so an empty roster never stops anybody selling.
Warehouse — where the queue is deepest
Four depths, in the order goods move: waiting to be shelved, lists being picked, packages waiting to go out, and parcels that came back and have not been inspected.
Short picks are worth a word. A list does not go “short” — individual lines do, and the board reads the lines of the newest lists to count them. When there are more lists than it checked, it tells you how many it looked at rather than implying it saw all of them.
Merchandising — what is selling and what is not
Sell-through is what was sold as a share of what was received, over the whole life of the item. Something that has never received stock has no sell-through at all — a percentage of nothing is not nought — and those items are counted separately rather than dragged into the average.
Slow movers are the ones under a quarter sold through that still have stock on the shelf, biggest pile first. Reorder suggestions bring an item back up to its reorder level and no further: it is a floor, not a buying plan.
These are the same numbers the report builder shows for merchandise, read from the same place, so the board and a saved report can never disagree about the same style.
Online — and what it deliberately does not show
What is published on each channel, whether each connection is healthy, and the orders pulled in over the last thirty days with how many became bills.
What you will not find is an order pipeline — confirmed, packed, shipped, delivered. Finocket does not record an online order’s own state yet, and a pipeline made up from what it does record would look exactly like a real one. The board says so in the space where the pipeline will go. Parcel tracking, which is a different question, lives on Parcels.
Website visits, carts and abandonment are not there either, and are not planned: Finocket keeps your books, not your web analytics. Counter conversion — bills per walk-in — is real, and is on the store manager board.
Loyalty — two liabilities on one screen
Points a customer can still spend, and gift-card balances a customer can still spend. Both are money you owe. Both are worked out by adding up their ledger every time you look; there is no stored balance anywhere that could drift away from it.
The redemption rate is what has been spent as a share of everything ever awarded — not of what is left, which would creep upward every time points expired. Points dated to expire soon are shown as a ceiling, because a redemption does not say which award it spent.
Gift cards past their expiry that still carry a balance get their own line. A card stops working on its date without anything having to sweep a table, so those balances still look live until the write-off runs — and that is exactly the number an accountant wants to see.
The last panel says whether any of this reaches your ledger. It does not until somebody names the accounts — the liability, the breakage, and what awarding a point costs. Until then Finocket keeps the ledgers and posts nothing, on purpose: a shop selling a gift card should never be blocked because a bookkeeping decision has not been made. Name the accounts and the whole backlog posts on the next run, each entry dated to when it actually happened.
When a panel could not be read
This is the part worth knowing. An empty panel and a broken one look identical everywhere else in software, and a reader always assumes the reassuring one. Here they are different on purpose.
- A number means it read and there is something.
- “Nothing yet” means it read and there is genuinely nothing — with a line saying what would put something there.
- “Could not read”, in red, means the read failed. It is never shown as a zero. The heading of the board tells you how many panels are in this state, so you know the board is incomplete before you act on it.
- “Not built yet” means nothing writes that number anywhere yet, and it names what it is waiting for.
Turning it on
Dashboards need the Retail till & shops module, the same switch the till, your shops and the warehouse ride on. Turn it on from Modules & features.