Short, practical guides on POS, invoicing, stock, costing and accounting — each one ends with the exact steps in Zuviq Book.
The whole invoice, start to finish: pick the customer, fill the header, add the items, scan the IMEI, issue it, record a part payment and email it. Every field explained, plus what the customer actually receives.
The item form, field by field: categories, the base unit, opening stock, reorder level, warranty and serial numbers — plus the four switches in Business Setup that decide what the form even asks. Watch the 7-minute video or read the whole walkthrough below.
A 6-minute walkthrough of the whole sign-up: what the free trial includes, what it costs after it, the 7-step wizard step by step, and what happens after you press Submit for review. Full transcript below.
An agro dealer sells seeds, fertiliser and pesticide on credit to farmers who pay after harvest. The season decides the stock, and the expiry date decides whether the stock is worth anything.
Two boxes can look identical and fit different vehicles. An auto parts counter lives on part numbers, compatibility and a return rate that punishes loose stock records.
A shirt is not one product. It is a matrix of size and colour, and the moment the software collapses that matrix into a single quantity, every reorder and every transfer is a guess.
A coaching centre sells seats by the month. The money arrives in small amounts from many guardians, and the centre's biggest risk is not a bad student — it is a dues list nobody can read.
A computer shop sells boxes with serial numbers, parts that arrive in one shipment and leave in another, and services that have no stock at all. Here is what the software has to do, and where the usual setup breaks.
A construction project is a budget that moves. Cement, steel, labour and subcontractors arrive before the client pays, and the owner needs to know the gap while there is still time to act.
A consultant sells judgement, not boxes. The proposal sets the scope, the retainer pays the rent, and the unbilled phone call is the most common leak in the business.
A diagnostic centre sells tests, not products. The billing must be quick, the consumables must not vanish, and the patient should leave knowing what was paid and what is pending.
An electronics shop sells the same model at different prices, with serial numbers that must stay attached to the customer, the warranty and the service history. A quantity-only stock system cannot do that.
An event is a project with a hard date. The client pays for a package, the vendors must be paid before the day, and the profit is decided by costs that are still arriving after the lights go out.
A general shop carries hundreds of small items, sells a few of each, and ends the month with cash but no idea which shelf paid the rent. The fix is not a bigger computer; it is a shorter list of answers.
A service business has no shelf to count. Its stock is time, parts and promises — and the most expensive mistake is work that was done but never billed.
A grocery till is judged by speed, not by reports. If a barcode does not scan, a loose item has no unit, or a credit customer takes an extra minute, the queue chooses the paper notebook again.
Weighted average cost is the reason two shops with the same stock report different profit. Here is the formula, one worked example, and the three habits that keep it honest.
An ISP sells the same service every month to hundreds of homes. The billing is repetitive, the dues are sensitive, and every router handed to a subscriber is an asset that must come back.
A software project is sold before it exists. The quotation is the scope, the milestone is the invoice trigger, and the retainer is the income that keeps the lights on between projects.
A school buys 400 copies of one title, a parent buys one, and the new edition looks almost identical to the old one. The counter needs to know which book, which price, and who still owes.
A phone is one unit with one IMEI, a warranty date and a resale value that moves every week. Quantity-based stock cannot answer the only questions a mobile shop actually gets asked.
A pharmacy does not lose money on the medicines it sells — it loses on the ones it cannot sell. Batch and expiry control is the whole game, and a normal stock sheet cannot play it.
A print job is quoted before the paper is cut. The customer approves a quantity and a finish, the press consumes stock, and a reprint can erase the margin of the whole order.
A rental business owns a small number of expensive things and earns from them every month. The asset register and the billing calendar are the same business, not two departments.
A repair shop holds other people's property. The job card protects the device, the parts record protects the margin, and the collection reminder protects the shelf space.
Most restaurant software discussions start with table maps and kitchen tickets. The money is actually lost earlier — at shift close, discounts and the gap between what was sold and what was consumed.
A salon sells time and skill in a chair. The service list, the repeat client and the quiet hours decide the month more than any single big sale.
A spreadsheet is the right tool for a business with one person and one list. Here are the five moments it stops being right — and what to do instead of buying a bigger sheet.
A super shop is a high-volume, low-margin business. The till must be fast, the shelf must be fresh, and the loyalty card must mean something at the counter.
A tile is sold by the box, priced by the square foot and returned by the piece. A sanitary showroom lives between three units at once — and one project order can tie up a month of stock.
A truck earns per trip, but it spends every day. If fuel, tolls, repairs and driver advances are not tied to the trip, the owner knows the revenue and guesses the profit.
A travel agency does not own the plane or the hotel. It sells a package, pays several suppliers and hopes the difference is still there when every bill arrives.
A wholesaler sells the same carton at three prices, on credit, across several outlets and a delivery route. The hard part is not the invoice — it is knowing who owes what and which counter still has the stock.
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Zuviq Book