{"product_id":"fragrance-store-owner-makes","title":"How Much Does A Fragrance Store Owner Make? $176K To $61M","description":"\u003cbr\u003e\u003cdiv class=\"container_new_design\"\u003e\n\u003cdiv class=\"text-section text-1_new_design\"\u003e\n\u003cdiv class=\"line_top\"\u003e\u003c\/div\u003e\n\u003cp\u003eYou’re trying to separate store sales from owner cash, and that’s the right move Based on the researched five-year store model, owner take-home ranges from about \u003cstrong\u003e$176K after first-year startup cash needs\u003c\/strong\u003e to about \u003cstrong\u003e$61M before taxes, debt, and reinvestment\u003c\/strong\u003e This covers revenue, gross margin, payroll, rent, operating costs, inventory cash needs, and owner pay planning, not tax advice or guaranteed income\u003c\/p\u003e\n\n\n\u003c\/div\u003e\n\u003cdiv class=\"image-section image-1_new_design\" id=\"main_article_image\"\u003e\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003csection class=\"fml-owner-metric-cards\" aria-label=\"Fragrance store outlook\"\u003e\u003cdiv class=\"metric-grid\"\u003e\n\u003carticle class=\"metric-card is-green\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Year 1 take-home is $147K after reserves; Year 5 reaches about $512K monthly before tax, debt, and reinvestment, using model assumptions.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-owner-income.svg\" alt=\"Owner income icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eOwner income\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Year 1 take-home is $147K after reserves; Year 5 reaches about $512K monthly before tax, debt, and reinvestment, using model assumptions.\"\u003e$147K–$512K\/mo\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"EBITDA margin from Year 1 to Year 5, based on revenue less wholesale, fees, marketing, wages, and fixed overhead; tax is excluded.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-net-margin.svg\" alt=\"Net margin icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eNet margin\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"EBITDA margin from Year 1 to Year 5, based on revenue less wholesale, fees, marketing, wages, and fixed overhead; tax is excluded.\"\u003e48%–82%\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Year 1 revenue supports the $147K take-home figure from the model's traffic, conversion, repeat-buy, and pricing assumptions.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-revenue-target.svg\" alt=\"Revenue for target pay icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eRevenue for target pay\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Year 1 revenue supports the $147K take-home figure from the model's traffic, conversion, repeat-buy, and pricing assumptions.\"\u003e$598K\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Hard because breakeven is Month 26, payback is 48 months, and minimum cash hits $580K in Month 28.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-business-difficulty.svg\" alt=\"Business difficulty icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eBusiness difficulty\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Hard because breakeven is Month 26, payback is 48 months, and minimum cash hits $580K in Month 28.\"\u003eHard\u003c\/strong\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWant to test your fragrance store owner pay?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-owner-calculator\" aria-label=\"Owner Income Calculator\" data-locale=\"en-US\" data-currency=\"USD\" data-default-scenario=\"base\" data-export-filename=\"Owner Income Calculator.xlsx\" data-source-site-name=\"Financial Models Lab\" data-source-site-url=\"https:\/\/financialmodelslab.com\" data-source-page-title=\"Owner Income Calculator\" data-note-title=\"Planning note:\" data-note-text=\"Research-based planning estimate only. Actual owner income is not guaranteed salary, tax advice, or owner distribution advice.\"\u003e\u003cdiv class=\"fml-owner-card\"\u003e\n\u003cheader class=\"fml-owner-header\"\u003e\u003cdiv class=\"fml-owner-heading\"\u003e\n\u003cp class=\"fml-owner-eyebrow\"\u003eOwner income calculator\u003c\/p\u003e\n\u003cp class=\"fml-owner-intro\"\u003eEstimate owner take-home and the target-pay gap from revenue, margin, costs, reserves, and target pay.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-scenarios\" aria-label=\"Income scenario presets\"\u003e\n\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"low\"\u003eLow\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario is-active\" type=\"button\" data-scenario=\"base\"\u003eBase\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"high\"\u003eHigh\u003c\/button\u003e\n\u003c\/div\u003e\u003c\/header\u003e\u003cdiv class=\"fml-owner-layout\"\u003e\n\u003cform class=\"fml-owner-inputs\"\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMonthly revenue\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly sales before expenses. Use the average operating month, not a one-time peak.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly sales before expenses. Use the average operating month, not a one-time peak.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"monthlyRevenue\" data-owner-kind=\"money\" data-owner-label=\"Monthly revenue\" data-owner-note=\"Monthly sales before expenses. Use the average operating month, not a one-time peak.\" data-low=\"45000\" data-base=\"49833\" data-high=\"65000\" name=\"monthlyRevenue\" type=\"text\" inputmode=\"numeric\" value=\"49,833\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eGross margin\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of revenue left after direct product cost, shrink, and payment costs.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of revenue left after direct product cost, shrink, and payment costs.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"grossMargin\" data-owner-kind=\"percent\" data-owner-label=\"Gross margin\" data-owner-note=\"Percent of revenue left after direct product cost, shrink, and payment costs.\" name=\"grossMargin\" type=\"range\" min=\"0\" max=\"100\" step=\"1\" data-low=\"86\" data-base=\"88\" data-high=\"89\" value=\"88\"\u003e\u003coutput\u003e88%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eLabor cost\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly payroll, contractors, benefits, and staffing coverage before owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly payroll, contractors, benefits, and staffing coverage before owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"laborCost\" data-owner-kind=\"money\" data-owner-label=\"Labor cost\" data-owner-note=\"Monthly payroll, contractors, benefits, and staffing coverage before owner pay.\" data-low=\"8500\" data-base=\"9167\" data-high=\"12000\" name=\"laborCost\" type=\"text\" inputmode=\"numeric\" value=\"9,167\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eFixed overhead\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Rent, utilities, insurance, software, admin, and recurring store overhead.\"\u003ei\u003cspan role=\"tooltip\"\u003eRent, utilities, insurance, software, admin, and recurring store overhead.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"fixedOverhead\" data-owner-kind=\"money\" data-owner-label=\"Fixed overhead\" data-owner-note=\"Rent, utilities, insurance, software, admin, and recurring store overhead.\" data-low=\"7800\" data-base=\"8250\" data-high=\"9000\" name=\"fixedOverhead\" type=\"text\" inputmode=\"numeric\" value=\"8,250\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMarketing\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly marketing spend needed to keep traffic and repeat visits moving.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly marketing spend needed to keep traffic and repeat visits moving.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"marketing\" data-owner-kind=\"money\" data-owner-label=\"Marketing\" data-owner-note=\"Monthly marketing spend needed to keep traffic and repeat visits moving.\" data-low=\"1500\" data-base=\"2000\" data-high=\"2500\" name=\"marketing\" type=\"text\" inputmode=\"numeric\" value=\"2,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eDebt service\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly loan, financing, or required debt payments.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly loan, financing, or required debt payments.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"debtService\" data-owner-kind=\"money\" data-owner-label=\"Debt service\" data-owner-note=\"Monthly loan, financing, or required debt payments.\" data-low=\"0\" data-base=\"0\" data-high=\"1000\" name=\"debtService\" type=\"text\" inputmode=\"numeric\" value=\"\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eTax reserve\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of profit held back for taxes before owner take-home.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit held back for taxes before owner take-home.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"taxReserve\" data-owner-kind=\"percent\" data-owner-label=\"Tax reserve\" data-owner-note=\"Percent of profit held back for taxes before owner take-home.\" name=\"taxReserve\" type=\"range\" min=\"0\" max=\"45\" step=\"1\" data-low=\"12\" data-base=\"15\" data-high=\"18\" value=\"15\"\u003e\u003coutput\u003e15%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eReinvestment reserve\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of profit kept for inventory, working capital, repairs, and risk buffer.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit kept for inventory, working capital, repairs, and risk buffer.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"reinvestmentReserve\" data-owner-kind=\"percent\" data-owner-label=\"Reinvestment reserve\" data-owner-note=\"Percent of profit kept for inventory, working capital, repairs, and risk buffer.\" name=\"reinvestmentReserve\" type=\"range\" min=\"0\" max=\"35\" step=\"1\" data-low=\"6\" data-base=\"10\" data-high=\"12\" value=\"10\"\u003e\u003coutput\u003e10%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eTarget owner pay\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly owner income target used to calculate the target-pay gap.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly owner income target used to calculate the target-pay gap.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"targetOwnerPay\" data-owner-kind=\"money\" data-owner-label=\"Target owner pay\" data-owner-note=\"Monthly owner income target used to calculate the target-pay gap.\" data-low=\"6000\" data-base=\"8000\" data-high=\"12000\" name=\"targetOwnerPay\" type=\"text\" inputmode=\"numeric\" value=\"8,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/form\u003e\n\u003caside class=\"fml-owner-results\" aria-live=\"polite\"\u003e\u003cspan class=\"fml-owner-tag\"\u003eOwner income output\u003c\/span\u003e\u003cdiv class=\"fml-owner-metrics\"\u003e\n\u003cdiv class=\"fml-owner-metric is-primary\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eOwner Income\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly take-home after tax and reinvestment reserves.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly take-home after tax and reinvestment reserves.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"monthlyOwnerIncome\"\u003e$18,327\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eNet Margin\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Owner income divided by monthly revenue.\"\u003ei\u003cspan role=\"tooltip\"\u003eOwner income divided by monthly revenue.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"netProfitMargin\"\u003e37%\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eRevenue for Target Pay\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly revenue needed to support the target owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly revenue needed to support the target owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"revenueNeeded\"\u003e$34,186\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric is-target-gap is-positive\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eTarget Pay Gap\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Owner income minus target owner pay. Negative means the target pay is not covered.\"\u003ei\u003cspan role=\"tooltip\"\u003eOwner income minus target owner pay. Negative means the target pay is not covered.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"targetPayGap\"\u003e$10,327\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdl class=\"fml-owner-result-list\"\u003e\n\u003cdiv\u003e\n\u003cdt\u003eAnnual owner income\u003c\/dt\u003e\n\u003cdd data-owner-output=\"annualOwnerIncome\"\u003e$219,924\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eProfit before reserves\u003c\/dt\u003e\n\u003cdd data-owner-output=\"profitBeforeReserves\"\u003e$24,436\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eTax + reinvestment reserve\u003c\/dt\u003e\n\u003cdd data-owner-output=\"reserveAmount\"\u003e$6,109\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eTarget pay gap\u003c\/dt\u003e\n\u003cdd data-owner-output=\"cashAfterTargetPay\"\u003e$10,327\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003c\/dl\u003e\n\u003cdiv class=\"fml-owner-bridge\"\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"revenue\"\u003e\n\u003cspan\u003eRevenue\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 100%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$49,833\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"grossProfit\"\u003e\n\u003cspan\u003eGross profit\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 88%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$43,853\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"operatingCosts\"\u003e\n\u003cspan\u003eOperating costs\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 39%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$19,417\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"reserveAmount\"\u003e\n\u003cspan\u003eReserves\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 12%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$6,109\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"ownerIncome\"\u003e\n\u003cspan\u003eOwner income\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 37%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$18,327\u003c\/b\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbutton class=\"fml-owner-export\" type=\"button\" data-owner-export\u003eEXPORT XLSX\u003c\/button\u003e\u003c\/aside\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-note\"\u003e\n\u003cspan class=\"fml-owner-note-icon\" aria-hidden=\"true\"\u003e!\u003c\/span\u003e\u003cp\u003e\u003cstrong\u003ePlanning note:\u003c\/strong\u003e Research-based planning estimate only. Actual owner income is not guaranteed salary, tax advice, or owner distribution advice.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e\u003cbr\u003e\u003cdiv class=\"container_new_design_blog\"\u003e\n\n\u003cdiv class=\"text-section_blog text-2_new_design_blog\"\u003e\n\n\u003cdiv class=\"line_top_blog\"\u003e\u003cbr\u003e\u003c\/div\u003e\n\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow do you check owner income in the Fragrance Store model?\u003c\/span\u003e\u003c\/h3\u003e\n\n\u003cp\u003eOpen the \u003ca href=\"\/products\/fragrance-store-financial-model\"\u003eFragrance Store Financial Model Template\u003c\/a\u003e for revenue assumptions, COGS, payroll, rent, cash flow, and \u003cstrong\u003eowner take-home\u003c\/strong\u003e.\u003c\/p\u003e\n\n\u003ch4\u003eOwner-income model highlights\u003c\/h4\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eOwner take-home scenarios\u003c\/li\u003e\n\u003cli\u003eSales from $598K to $75M\u003c\/li\u003e\n\u003cli\u003eGross margin 88% to 90%\u003c\/li\u003e\n\u003cli\u003ePayroll from $110K to $240K\u003c\/li\u003e\n\u003cli\u003eLow, base, high cases\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003c\/div\u003e\n\n\u003cdiv class=\"image-section_blog image-2_new_design_blog\"\u003e\n\n\u003cdiv class=\"preview-card\" data-preview-src=\"\/cdn\/shop\/files\/fragrance-store-financial-model-dashboard-financialmodelslab_0e120a46-02a1-4abe-8815-93da7a8912a9.webp\"\u003e\n\u003cimg class=\"preview-img\" width=\"100%\" height=\"auto\" src=\"\/cdn\/shop\/files\/fragrance-store-financial-model-dashboard-financialmodelslab_0e120a46-02a1-4abe-8815-93da7a8912a9.webp?width=500\" alt=\"Fragrance Store Financial Model dashboard summarizes key KPIs, runway and cash position with a dynamic dashboard to track sales, margins, inventory and performance—investor-ready, fixes cash-flow blind spots\"\u003e\n\u003cdiv class=\"preview-overlay\"\u003e\n\u003cbutton class=\"preview-btn\" type=\"button\" style=\"align-items: center; vertical-align: middle; display: inline-flex; justify-content: center; gap: 6px; line-height: 1;\"\u003e\nPREVIEW \u003csvg fill=\"#fff\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" aria-hidden=\"true\" focusable=\"false\" role=\"presentation\" viewbox=\"0 0 448 512\" width=\"14\"\u003e\u003cpath d=\"M416 176V86.63L246.6 256L416 425.4V336c0-8.844 7.156-16 16-16s16 7.156 16 16v128c0 8.844-7.156 16-16 16h-128c-8.844 0-16-7.156-16-16s7.156-16 16-16h89.38L224 278.6L54.63 448H144C152.8 448 160 455.2 160 464S152.8 480 144 480h-128C7.156 480 0 472.8 0 464v-128C0 327.2 7.156 320 16 320S32 327.2 32 336v89.38L201.4 256L32 86.63V176C32 184.8 24.84 192 16 192S0 184.8 0 176v-128C0 39.16 7.156 32 16 32h128C152.8 32 160 39.16 160 48S152.8 64 144 64H54.63L224 233.4L393.4 64H304C295.2 64 288 56.84 288 48S295.2 32 304 32h128C440.8 32 448 39.16 448 48v128C448 184.8 440.8 192 432 192S416 184.8 416 176z\"\u003e\u003c\/path\u003e\u003c\/svg\u003e\n\u003c\/button\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow much revenue does a fragrance store need to pay the owner?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eA Fragrance Store needs about \u003cstrong\u003e$252K\u003c\/strong\u003e in annual sales before owner pay, because first-year contribution margin is \u003cstrong\u003e83%\u003c\/strong\u003e and fixed overhead plus payroll is \u003cstrong\u003e$209K\u003c\/strong\u003e. If you also cover the \u003cstrong\u003e$111K\u003c\/strong\u003e startup cash need, the sales hurdle rises to about \u003cstrong\u003e$386K\u003c\/strong\u003e before owner pay. The modeled first-year sales of \u003cstrong\u003e$598K\u003c\/strong\u003e leave room for owner distributions before taxes and debt.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eBreak-even math\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$209K\u003c\/strong\u003e fixed overhead plus payroll\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e83%\u003c\/strong\u003e contribution margin\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$252K\u003c\/strong\u003e break-even sales\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$209K ÷ 83%\u003c\/strong\u003e = break-even before owner pay\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eOwner pay hurdle\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$111K\u003c\/strong\u003e startup cash need\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$386K\u003c\/strong\u003e sales hurdle before owner pay\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$598K\u003c\/strong\u003e modeled first-year sales\u003c\/li\u003e\n\u003cli\u003eRoom remains for distributions and debt\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat are typical perfume store profit margins?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eIf you’re pricing a Fragrance Store, see \u003ca href=\"\/blogs\/startup-costs\/fragrance-store\"\u003eHow Much Does It Cost To Open Your Fragrance Store?\u003c\/a\u003e first, because the model shows a very strong \u003cstrong\u003e88%\u003c\/strong\u003e gross margin in Year 1 and \u003cstrong\u003e90%\u003c\/strong\u003e in Year 5. That comes from modeled product wholesale cost of \u003cstrong\u003e12%\u003c\/strong\u003e dropping to \u003cstrong\u003e10%\u003c\/strong\u003e, with the mix led by niche perfume at \u003cstrong\u003e60%\u003c\/strong\u003e, scented candles at \u003cstrong\u003e25%\u003c\/strong\u003e, discovery sets at \u003cstrong\u003e10%\u003c\/strong\u003e, and accessories at \u003cstrong\u003e5%\u003c\/strong\u003e. Real margin still depends on vendor pricing, discounting, exclusivity, damaged packaging, testers, theft, and whether add-ons lift the basket.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eMargin base\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e88%\u003c\/strong\u003e gross margin in Year 1\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e90%\u003c\/strong\u003e gross margin in Year 5\u003c\/li\u003e\n\u003cli\u003eWholesale cost modeled at \u003cstrong\u003e12%\u003c\/strong\u003e to \u003cstrong\u003e10%\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eNiche perfume drives \u003cstrong\u003e60%\u003c\/strong\u003e of Year 1 mix\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eWhat changes it\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eScented candles are \u003cstrong\u003e25%\u003c\/strong\u003e of mix\u003c\/li\u003e\n\u003cli\u003eDiscovery sets are \u003cstrong\u003e10%\u003c\/strong\u003e of mix\u003c\/li\u003e\n\u003cli\u003eAccessories are \u003cstrong\u003e5%\u003c\/strong\u003e of mix\u003c\/li\u003e\n\u003cli\u003eDiscounts and theft cut realized margin\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow does owner involvement change fragrance store income?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003e\u003cstrong\u003eOwner involvement can materially lift Fragrance Store income\u003c\/strong\u003e because the owner can cover sales, buying, local marketing, and store controls instead of paying for all of that. In Year 1, the model already includes a \u003cstrong\u003e$65K\u003c\/strong\u003e store manager and a \u003cstrong\u003e$45K\u003c\/strong\u003e senior sales associate, so that is \u003cstrong\u003e$110K\u003c\/strong\u003e in payroll before profit. Absentee ownership usually needs more sales to cover manager pay, training, scheduling, and shrink control, and growth from ecommerce, repeat buyers, and more locations only works if fulfillment, marketing, and inventory stay tight.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eOwner-led store\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003ePreserves cash\u003c\/strong\u003e in Year 1\u003c\/li\u003e\n\u003cli\u003eOwner handles daily sales\u003c\/li\u003e\n\u003cli\u003eOwner buys and resets inventory\u003c\/li\u003e\n\u003cli\u003eLocal marketing stays close\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eAbsentee ownership\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eNeeds higher sales first\u003c\/li\u003e\n\u003cli\u003eMust fund \u003cstrong\u003e$110K\u003c\/strong\u003e in payroll\u003c\/li\u003e\n\u003cli\u003eTraining and scheduling add load\u003c\/li\u003e\n\u003cli\u003eShrink controls must stay tight\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\n\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWant the six main fragrance store income drivers?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-main-income-drivers\" aria-label=\"Main Income Drivers for a fragrance store\"\u003e\u003carticle class=\"driver-option is-cards\"\u003e\u003cdiv class=\"main-driver-grid\"\u003e\n\u003carticle class=\"main-driver-card is-primary\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e1\u003c\/span\u003e\u003ch4\u003eSales Productivity\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e405-765\/wk\u003c\/strong\u003e\u003cp\u003eWeekly visitors rise from 405 to 765, and conversion climbs from 8% to 16%, so more traffic turns into paid orders.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e2\u003c\/span\u003e\u003ch4\u003eMargin Mix\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e88%-90%\u003c\/strong\u003e\u003cp\u003eWholesale cost eases from 12% to 10%, and the product mix stays tilted to higher-ticket fragrance, so more of each sale stays with the owner.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e3\u003c\/span\u003e\u003ch4\u003eStock Turns\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e1.1x-1.5x\u003c\/strong\u003e\u003cp\u003eUnits per order move from 1.1 to 1.5, which helps sell through inventory faster and reduces cash tied up on shelves.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e4\u003c\/span\u003e\u003ch4\u003eRent Load\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$8.25K\/mo\u003c\/strong\u003e\u003cp\u003eFixed store overhead runs $8.25K a month, so location traffic has to cover that drag before the business starts paying back.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e5\u003c\/span\u003e\u003ch4\u003eLabor Scale\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$110K-$240K\u003c\/strong\u003e\u003cp\u003ePayroll grows from about $110K to $240K as staffing expands, so labor has to rise with sales instead of ahead of them.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e6\u003c\/span\u003e\u003ch4\u003eRepeat Buyers\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e25%-40%\u003c\/strong\u003e\u003cp\u003eRepeat customers grow from 25% to 40% of new customers, which lifts lifetime value and reduces how much every sale costs to win.\u003c\/p\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/article\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eFragrance Store Core Six Income Drivers\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eStore sales productivity\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row1\"\u003e\n    \u003ch3\u003eStore Sales Productivity\u003c\/h3\u003e\n    \u003cp\u003eRevenue starts with \u003cstrong\u003eweekly foot traffic\u003c\/strong\u003e, then \u003cstrong\u003econversion\u003c\/strong\u003e, \u003cstrong\u003eunits per order\u003c\/strong\u003e, and \u003cstrong\u003eaverage order value\u003c\/strong\u003e. In the model, weekly visitors rise from \u003cstrong\u003e405\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e765\u003c\/strong\u003e in Year 5, conversion moves from \u003cstrong\u003e8%\u003c\/strong\u003e to \u003cstrong\u003e16%\u003c\/strong\u003e, and average order value climbs from about \u003cstrong\u003e$142\u003c\/strong\u003e to \u003cstrong\u003e$204\u003c\/strong\u003e. That is how sales scale from \u003cstrong\u003e$598K\u003c\/strong\u003e to \u003cstrong\u003e$75M\u003c\/strong\u003e.\u003c\/p\u003e\n    \u003cp\u003eMore sales do not mean more owner cash by default. Take-home income still depends on \u003cstrong\u003eCOGS\u003c\/strong\u003e, payroll, rent, marketing, and reserves. If traffic is strong but conversion stays weak, or upsells do not raise basket size, the store can look busy and still pay out little. The store has to sell more per visit, not just attract more visitors.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row1\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack the sales funnel weekly\u003c\/h3\u003e\n      \u003cp\u003eMeasure \u003cstrong\u003evisitors\u003c\/strong\u003e, \u003cstrong\u003econversion rate\u003c\/strong\u003e, \u003cstrong\u003eunits per order\u003c\/strong\u003e, and \u003cstrong\u003eaverage order value\u003c\/strong\u003e every week, then split the numbers by gifting season, repeat visits, and upsell success. Here’s the quick math: \u003cstrong\u003etraffic × conversion × basket size\u003c\/strong\u003e drives revenue, while gifts and add-ons push basket size higher. If conversion stalls below plan, owner pay usually stalls too.\u003c\/p\u003e\n      \u003cp\u003eWatch what cuts cash before drawing profit. More staffing, promo discounts, and extra samples can lift sales, but they also raise costs. The store should test which changes improve \u003cstrong\u003econversion from 8% to 16%\u003c\/strong\u003e and which only add expense. \u003cstrong\u003eMore traffic only helps if it turns into paid orders.\u003c\/strong\u003e\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eTrack visitors by day and season.\u003c\/li\u003e\n        \u003cli\u003eMeasure conversion at checkout.\u003c\/li\u003e\n        \u003cli\u003eWatch units per order.\u003c\/li\u003e\n        \u003cli\u003eTest gifting and upsell offers.\u003c\/li\u003e\n        \u003cli\u003eHold cash back for reserves.\u003c\/li\u003e\n      \u003c\/ul\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step1\"\u003e1\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eProduct mix and gross margin\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row2\"\u003e\n    \u003ch3\u003eProduct Mix Drives Gross Margin\u003c\/h3\u003e\n    \u003cp\u003eGross profit depends on what sells, not just how much sells. In Year 1, the mix is \u003cstrong\u003e60%\u003c\/strong\u003e niche perfume, \u003cstrong\u003e25%\u003c\/strong\u003e scented candle, \u003cstrong\u003e10%\u003c\/strong\u003e discovery set, and \u003cstrong\u003e5%\u003c\/strong\u003e fragrance accessory, with product wholesale cost at \u003cstrong\u003e12%\u003c\/strong\u003e of sales. That supports an estimated gross margin of \u003cstrong\u003e88%\u003c\/strong\u003e, which is the cash pool that funds payroll, rent, and owner pay.\u003c\/p\u003e\n    \u003cp\u003eBy Year 5, wholesale cost falls to \u003cstrong\u003e10%\u003c\/strong\u003e, lifting gross margin to \u003cstrong\u003e90%\u003c\/strong\u003e. That 2-point gain can matter more than a small rent change because discounting, vendor terms, exclusivity, and add-on sales change gross profit on every ticket. A store can grow sales and still starve owner income if the mix drifts toward lower-margin items.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row2\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Mix, Not Just Revenue\u003c\/h3\u003e\n      \u003cp\u003eMeasure gross profit by SKU and by basket, then compare it to the target mix. The key inputs are unit mix, selling price, wholesale cost, discount rate, and add-on rate. If candles or accessories lift basket size but pull margin down, the owner needs to see that before pay is set.\u003c\/p\u003e\n      \u003cp\u003eUse weekly checks on \u003cstrong\u003egross margin %\u003c\/strong\u003e, \u003cstrong\u003eaverage selling price\u003c\/strong\u003e, and \u003cstrong\u003ediscounts\u003c\/strong\u003e. Small changes in vendor terms or bundled add-ons can add more take-home cash than trimming a little overhead. If a promo lowers margin faster than it lifts volume, it reduces the cash available for owner draw.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step2\"\u003e2\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eInventory turnover and shrink\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row3\"\u003e\n    \u003ch3\u003eInventory Turnover and Shrink\u003c\/h3\u003e\n    \u003cp\u003eInventory is cash on a shelf until it sells. With \u003cstrong\u003e$30K\u003c\/strong\u003e in initial stock and wholesale cost at \u003cstrong\u003e12%\u003c\/strong\u003e of \u003cstrong\u003e$598K\u003c\/strong\u003e Year 1 sales, product buys already tie up real money. Slow scents, seasonal gift sets, testers, theft, damaged packaging, and overbuying all cut the cash that should fund owner pay.\u003c\/p\u003e\n    \u003cp\u003eHere’s the quick math: annual wholesale cost is about \u003cstrong\u003e$71.8K\u003c\/strong\u003e (\u003cstrong\u003e12%\u003c\/strong\u003e of \u003cstrong\u003e$598K\u003c\/strong\u003e). If average inventory stays near the \u003cstrong\u003e$30K\u003c\/strong\u003e starting buy, that is about \u003cstrong\u003e2.4 turns\u003c\/strong\u003e a year. Lower turns or higher shrink push profit away from the owner because cash gets stuck before replenishment and distributions.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row3\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Turns, Not Shelf Life\u003c\/h3\u003e\n      \u003cp\u003eMeasure inventory by SKU and watch \u003cstrong\u003esell-through\u003c\/strong\u003e (percent sold), \u003cstrong\u003eweeks of supply\u003c\/strong\u003e, and \u003cstrong\u003eshrink\u003c\/strong\u003e (lost or damaged stock). Cut reorders on slow movers, especially seasonal sets, and tie buying to paid orders instead of gut feel.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eTrack units sold by scent.\u003c\/li\u003e\n        \u003cli\u003eFlag testers and damaged boxes.\u003c\/li\u003e\n        \u003cli\u003eReview markdowns every month.\u003c\/li\u003e\n        \u003cli\u003eHold cash before owner draws.\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eKeep a reserve for the next restock before paying the owner. If shrink or overbuying rises, reduce open-to-buy, trim test stock, and order smaller lots. That keeps replenishment inside store cash, so the business does not lean on the owner’s personal money.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step3\"\u003e3\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eRent and location economics\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row4\"\u003e\n    \u003ch3\u003eFixed Rent and Location Pressure\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003eFixed rent\u003c\/strong\u003e hurts most when early traffic is weak because it must be paid before the owner takes anything home. Here’s the quick math: \u003cstrong\u003e$6K a month\u003c\/strong\u003e in rent equals about \u003cstrong\u003e$72K a year\u003c\/strong\u003e, or \u003cstrong\u003e12%\u003c\/strong\u003e of \u003cstrong\u003e$598K\u003c\/strong\u003e Year 1 sales. The stated annual fixed overhead is \u003cstrong\u003e$99K\u003c\/strong\u003e, about \u003cstrong\u003e17%\u003c\/strong\u003e of sales, so the lease and other fixed costs can crowd out owner pay fast.\u003c\/p\u003e\n    \u003cp\u003eHigh traffic alone does not make the location safe. If \u003cstrong\u003econversion\u003c\/strong\u003e, \u003cstrong\u003ebasket size\u003c\/strong\u003e, or \u003cstrong\u003epayroll control\u003c\/strong\u003e is off, the store can look busy and still miss profit. The owner’s income depends on sales covering rent and the rest of fixed overhead before inventory and staffing eat the margin.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row4\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eMeasure Lease Load Before You Commit\u003c\/h3\u003e\n      \u003cp\u003eTrack weekly \u003cstrong\u003efoot traffic\u003c\/strong\u003e, \u003cstrong\u003econversion rate\u003c\/strong\u003e, \u003cstrong\u003eaverage order value\u003c\/strong\u003e, and \u003cstrong\u003elabor cost\u003c\/strong\u003e next to rent. The test is simple: can the store still produce cash after \u003cstrong\u003e$6K\u003c\/strong\u003e monthly rent and \u003cstrong\u003e$99K\u003c\/strong\u003e annual fixed overhead? If not, the location is too expensive for the current sales engine.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eWatch traffic by daypart.\u003c\/li\u003e\n        \u003cli\u003eTest conversion weekly.\u003c\/li\u003e\n        \u003cli\u003eProtect basket size.\u003c\/li\u003e\n        \u003cli\u003eHold payroll to plan.\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eIf traffic is strong but conversion is weak, fix the store process before signing a bigger lease. If the lease only works with perfect volume, the owner is taking location risk, not buying growth.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step4\"\u003e4\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eStaffing and owner involvement\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"left-row5\"\u003e\n\u003ch3\u003ePayroll and Owner Labor\u003c\/h3\u003e\n\u003cp\u003ePayroll is the line that decides whether profit stays in the store or reaches the owner. In Year 1, the model shows \u003cstrong\u003e$110K\u003c\/strong\u003e payroll for one store manager and one senior sales associate, then \u003cstrong\u003e$240K\u003c\/strong\u003e by Year 5 as sales staffing and marketing support expand. If the owner works unpaid, cash flow can look better than true profit.\u003c\/p\u003e\n\u003cp\u003eThe key risk is hidden labor. Replacing the owner with staff reduces distributable cash dollar for dollar, so track \u003cstrong\u003eowner hours\u003c\/strong\u003e, \u003cstrong\u003ecommissions\u003c\/strong\u003e, \u003cstrong\u003etraining time\u003c\/strong\u003e, and \u003cstrong\u003emanager coverage\u003c\/strong\u003e separately. One clean rule: if coverage rises but sales do not, owner income gets squeezed fast.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row5\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Labor by Role\u003c\/h3\u003e\n\u003cp\u003eBuild payroll from roles, not one blended number. U\nse separate lines for manager pay, sales staff, commissions, and training so you can see what each hour of coverage costs and whether it supports more sales. The simple test is: if added staffing does not lift revenue or reduce owner labor, it lowers take-home income.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eCap unpaid owner hours.\u003c\/li\u003e\n\u003cli\u003eLog training and floor time.\u003c\/li\u003e\n\u003cli\u003eReview manager coverage weekly.\u003c\/li\u003e\n\u003cli\u003eCompare payroll to sales lift.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eThat matters most once payroll moves from \u003cstrong\u003e$110K\u003c\/strong\u003e to \u003cstrong\u003e$240K\u003c\/strong\u003e. At that point, the store needs real staff productivity, not just more people on the schedule, or the owner ends up paying for growth without getting paid for their own time.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n\u003cdiv class=\"step-circle step5\"\u003e5\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eRepeat customers and ecommerce sales\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"right-row6\"\u003e\n\u003ch3\u003eRepeat Customers and Ecommerce Sales\u003c\/h3\u003e\n\u003cp\u003eRepeat buyers matter because they turn a one-time fragrance sale into \u003cstrong\u003e6 to 12 months\u003c\/strong\u003e of follow-on orders if the customer stays active and buys \u003cstrong\u003e1 order per month\u003c\/strong\u003e. With repeat share rising from \u003cstrong\u003e25%\u003c\/strong\u003e of new customers in Year 1 to \u003cstrong\u003e40%\u003c\/strong\u003e in Year 5, the store depends less on walk-in traffic, but only if marketing, shipping, packaging, and fulfillment stay below the margin each order creates.\u003c\/p\u003e\n\u003cp\u003eHere’s the quick math: \u003cstrong\u003e1 order\/month x 6 to 12 months\u003c\/strong\u003e means \u003cstrong\u003e6 to 12 paid orders\u003c\/strong\u003e per repeat customer. Inputs to watch are repeat share, order frequency, average order value, gross margin, and delivery cost. If shipping and packaging rise faster than basket size, more ecommerce sales can lift revenue but still reduce owner draw.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"left-row6\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Repeat Margin, Not Just Repeat Sales\u003c\/h3\u003e\n\u003cp\u003eMeasure repeat customers by cohort, not just by total orders. Track \u003cstrong\u003erepeat customer share\u003c\/strong\u003e, months active, order count per customer, average order value, shipping cost, packaging cost, fulfillment labor, and marketing spend per repeat order. One clean metric is contribution per repeat order after variable costs; that tells you whether repeat sales actually add cash for the owner.\u003c\/p\u003e\n\u003cp\u003eUse loyalty offers, replenishment reminders, sampling, online ordering, local delivery, events, and gifting to raise repeat frequency, but test each one against margin. If a promo adds orders but cuts gross profit too hard, it is not helping owner income. A repeat sale is good only when the order pays its own variable costs and leaves room for overhead and profit.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eTrack cohorts\u003c\/strong\u003e by first purchase month.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eSubtract\u003c\/strong\u003e shipping, packaging, fulfillment.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eWatch\u003c\/strong\u003e order frequency per customer.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eTest\u003c\/strong\u003e offers against contribution margin.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n\u003cdiv class=\"step-circle step6\"\u003e6\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eScenario objective: Compare lean, base, and high-performing fragrance store income cases\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-scenario-table\" aria-label=\"Fragrance Store Owner Income Scenarios\" data-site-name=\"Financial Models Lab\" data-site-url=\"https:\/\/financialmodelslab.com\" data-source-title=\"Fragrance Store Owner Income Scenarios\" data-note-label=\"Planning note\" data-note-text=\"These scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or cash distributions.\"\u003e\u003cdiv class=\"fml-scenario-table-card\"\u003e\n\u003cheader class=\"fml-scenario-table-header\"\u003e\u003cdiv\u003e\n\u003cp class=\"fml-scenario-table-eyebrow\"\u003eOwner income scenarios\u003c\/p\u003e\n\u003cp class=\"fml-scenario-table-description\"\u003eTraffic, conversion, repeat buying, and staffing control swing owner income fast in this store. Early losses can last until volume builds, but stronger baskets and repeat sales lift pay.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-scenario-table-actions\"\u003e\u003cbutton class=\"fml-scenario-table-export\" type=\"button\" data-scenario-export\u003eEXPORT XLSX\u003c\/button\u003e\u003c\/div\u003e\u003c\/header\u003e\u003cdiv class=\"fml-scenario-table-wrap\"\u003e\u003ctable class=\"fml-scenario-table-grid\"\u003e\n\u003ccaption\u003eLow, base, and high owner income cases for a fragrance store.\u003c\/caption\u003e\n\u003cthead\u003e\u003ctr\u003e\n\u003cth class=\"fml-scenario-table-stub\" scope=\"col\" data-export-value=\"Scenario\"\u003eScenario\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"Low Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eLow Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eHard\u003c\/span\u003e\n\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"Base Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eBase Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eModerate\u003c\/span\u003e\n\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"High Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eHigh Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eEasier\u003c\/span\u003e\n\u003c\/th\u003e\n\u003c\/tr\u003e\u003c\/thead\u003e\n\u003ctbody\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Launch model\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-launch\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-launch-model.svg\" alt=\"Launch model icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eLaunch model\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"This is the weak-case path with thin owner income and tight cash.\"\u003eThis is the weak-case path with thin owner income and tight cash.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the modeled path using the source assumptions.\"\u003eThis is the modeled path using the source assumptions.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the strong-case path modeled off later-year scale, higher margin, and controlled staffing.\"\u003eThis is the strong-case path modeled off later-year scale, higher margin, and controlled staffing.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Typical setup\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-setup\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-typical-setup.svg\" alt=\"Typical setup icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eTypical setup\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"Lower weekday traffic, weaker conversion, slower repeat growth, tighter owner pay, and higher cash reserve needs keep income pressured.\"\u003eLower weekday traffic, weaker conversion, slower repeat growth, tighter owner pay, and higher cash reserve needs keep income pressured.\u003c\/td\u003e\n\u003ctd data-export-value=\"Year 1 revenue is about $598K, gross margin is 88%, fixed overhead is about $99K, payroll is about $110K, and first-year cash is about $176K after startup needs.\"\u003eYear 1 revenue is about $598K, gross margin is 88%, fixed overhead is about $99K, payroll is about $110K, and first-year cash is about $176K after startup needs.\u003c\/td\u003e\n\u003ctd data-export-value=\"Later model years show much higher revenue, about 90% gross margin, about $240K payroll, and about $615M operating profit before taxes, debt, and reinvestment.\"\u003eLater model years show much higher revenue, about 90% gross margin, about $240K payroll, and about $615M operating profit before taxes, debt, and reinvestment.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Cost drivers\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-drivers\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-cost-drivers.svg\" alt=\"Cost drivers icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eCost drivers\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"Low visitor traffic; weak conversion; slow repeat growth; tight owner pay; higher cash reserve needs\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eLow visitor traffic\u003c\/li\u003e\n\u003cli\u003eweak conversion\u003c\/li\u003e\n\u003cli\u003eslow repeat growth\u003c\/li\u003e\n\u003cli\u003etight owner pay\u003c\/li\u003e\n\u003cli\u003ehigher cash reserve needs\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"Modeled traffic; 88% gross margin; $99K fixed overhead; $110K payroll; repeat buyers\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eModeled traffic\u003c\/li\u003e\n\u003cli\u003e88% gross margin\u003c\/li\u003e\n\u003cli\u003e$99K fixed overhead\u003c\/li\u003e\n\u003cli\u003e$110K payroll\u003c\/li\u003e\n\u003cli\u003erepeat buyers\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"High traffic; stronger conversion; repeat buyers; 90% gross margin; $240K payroll\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eHigh traffic\u003c\/li\u003e\n\u003cli\u003estronger conversion\u003c\/li\u003e\n\u003cli\u003erepeat buyers\u003c\/li\u003e\n\u003cli\u003e90% gross margin\u003c\/li\u003e\n\u003cli\u003e$240K payroll\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Owner income range\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-range\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-planning-range.svg\" alt=\"Owner income range icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eOwner income range\u003c\/span\u003e\u003cspan class=\"fml-scenario-row-subtitle\"\u003eBefore owner reserves\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"Small or no draw\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003eSmall or no draw\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eHard case\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"Modest owner draw\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003eModest owner draw\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eModerate case\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"High-six-figure draw\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003eHigh-six-figure draw\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eEasier case\u003c\/span\u003e\n\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Best fit\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-fit\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-best-fit.svg\" alt=\"Best fit icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eBest fit\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"Fits owners stress-testing slow traffic, weak repeat sales, and stricter cash protection.\"\u003eFits owners stress-testing slow traffic, weak repeat sales, and stricter cash protection.\u003c\/td\u003e\n\u003ctd data-export-value=\"Fits a standard launch plan that uses the source traffic, margin, and payroll assumptions.\"\u003eFits a standard launch plan that uses the source traffic, margin, and payroll assumptions.\u003c\/td\u003e\n\u003ctd data-export-value=\"Fits owners testing the upside if traffic, basket size, and staffing stay under control.\"\u003eFits owners testing the upside if traffic, basket size, and staffing stay under control.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/tbody\u003e\n\u003c\/table\u003e\u003c\/div\u003e\n\u003cdiv class=\"fml-scenario-table-note\"\u003e\n\u003cspan class=\"fml-scenario-table-note-icon\" aria-hidden=\"true\"\u003e!\u003c\/span\u003e\u003cp\u003e\u003cstrong\u003ePlanning note:\u003c\/strong\u003e These scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or cash distributions.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e","brand":"FinancialModelsLab","offers":[{"title":"Default Title","offer_id":49303798841587,"sku":"fragrance-store-owner-makes","price":0.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0522\/6191\/2762\/files\/fragrance-store-owner-makes.webp?v=1782682935","url":"https:\/\/financialmodelslab.com\/products\/fragrance-store-owner-makes","provider":"Financial Models Lab","version":"1.0","type":"link"}