Question - GreenJobs

Costing isn’t Excel decoration; it’s survival math. Get it wrong, and you’re not just fooling investors — you’re fooling yourself. Illusions don’t pay bills.

Step 1 of 4

Q1: Bookkeeping vs. Costing; When you calculate “cost per unit,” what do you actually include?

Only raw materials and salaries — basics covered, right?

I add some overheads, but not every small detail.

I account for all direct and indirect costs.

Q2: The Average Cost Trap; How do you use averages in costing?

I rely heavily on average cost — it balances out.

I sometimes average, but I also check major outliers.

I break it down per unit, per channel, per geography.

Q3: Hidden Costs; Do you account for things like your own time, spoilage, pilferage, and compliance?

No — founder time is free, and spoilage is “minor.”

Sometimes I consider them, but not consistently.

Yes — I add even small costs into unit economics.

Q4: Pricing Logic; How do you set your price?

I price by gut feel or competition benchmarks.

I balance costs with market benchmarks.

I always base pricing on actual costs + value delivered.

Q5: Scaling Assumptions; How do you expect costs to behave as you scale?

Scale automatically reduces per-unit cost.

I assume some costs fall, but I don’t recalc often.

I recalculate costing at every growth stage.

Q6: Small Errors; How do you treat small costing gaps (₹2 here, 1% there)?

I ignore them — too small to matter.

I notice them, but don’t always fix.

I treat every leak seriously, no matter how tiny.

Q7: Courage to Face Numbers; How do you emotionally react to costing truths?

I avoid digging deep — optimism feels safer.

I look at numbers, but downplay the ugly ones.

I confront costing realities head-on.

Q8: Founder’s Own Cost; Do you factor your own time and salary?

No, my sweat equity is free.

Sometimes, depending on investor advice.

Yes, I always include founder cost.

Q9: Costing Granularity; How often do you drill down costs per channel/geography?

Rarely — I prefer broad averages.

Occasionally — when something looks off.

Regularly — I map costs per channel, geography, customer type.

Q10: Profitability Claim; When you say “I’m profitable,” what do you mean?

That topline > expenses — ignoring hidden costs.

Net profit after major costs, though not fully granular.

Net profit after all costs, hidden and direct.

Review

Question :
Q1: Bookkeeping vs. Costing; When you calculate “cost per unit,” what do you actually include?

Only raw materials and salaries — basics covered, right?

I add some overheads, but not every small detail.

I account for all direct and indirect costs.

Your Answer:

Question :
Q2: The Average Cost Trap; How do you use averages in costing?

I rely heavily on average cost — it balances out.

I sometimes average, but I also check major outliers.

I break it down per unit, per channel, per geography.

Your Answer:

Question :
Q3: Hidden Costs; Do you account for things like your own time, spoilage, pilferage, and compliance?

No — founder time is free, and spoilage is “minor.”

Sometimes I consider them, but not consistently.

Yes — I add even small costs into unit economics.

Your Answer:

Question :
Q4: Pricing Logic; How do you set your price?

I price by gut feel or competition benchmarks.

I balance costs with market benchmarks.

I always base pricing on actual costs + value delivered.

Your Answer:

Question :
Q5: Scaling Assumptions; How do you expect costs to behave as you scale?

Scale automatically reduces per-unit cost.

I assume some costs fall, but I don’t recalc often.

I recalculate costing at every growth stage.

Your Answer:

Question :
Q6: Small Errors; How do you treat small costing gaps (₹2 here, 1% there)?

I ignore them — too small to matter.

I notice them, but don’t always fix.

I treat every leak seriously, no matter how tiny.

Your Answer:

Question :
Q7: Courage to Face Numbers; How do you emotionally react to costing truths?

I avoid digging deep — optimism feels safer.

I look at numbers, but downplay the ugly ones.

I confront costing realities head-on.

Your Answer:

Question :
Q8: Founder’s Own Cost; Do you factor your own time and salary?

No, my sweat equity is free.

Sometimes, depending on investor advice.

Yes, I always include founder cost.

Your Answer:

Question :
Q9: Costing Granularity; How often do you drill down costs per channel/geography?

Rarely — I prefer broad averages.

Occasionally — when something looks off.

Regularly — I map costs per channel, geography, customer type.

Your Answer:

Question :
Q10: Profitability Claim; When you say “I’m profitable,” what do you mean?

That topline > expenses — ignoring hidden costs.

Net profit after major costs, though not fully granular.

Net profit after all costs, hidden and direct.

Your Answer:

Costing is not Excel’s job; it’s your mirror. Look deep, or the reflection will eventually crack.

Costing & Unit Economics

Review