A standalone HTML holding only the stores you choose. It carries
rate cards and rider pay, so it is admin-only, it is stamped with who asked for it,
and every build is logged. Pick the few stores someone actually needs rather than
handing over the estate. Filter by SFM to hand a manager exactly their own
stores.
CPO here is the rate card you control — base pay, order surge, distance pay,
daily incentive, weekly incentive and weekly login bonus. Rain surge, festive surge, every
other surge, daily bonus and the minimum guarantees are out, on both sides of the
comparison. Only riders based at this store are counted, and their incentive is counted in
full; riders based elsewhere who happened to deliver here are excluded, as is all
non-Amazon work.
Where the money moves
Every component in CPO, actual beside simulated. Green means spend
goes down, red means it goes up.
Total
Supply held constant. Same riders, same hours, same orders — only
prices change. A pay cut that would lose riders looks free here.
Why base CPO and full CPO differ
Every rupee this store cost, named and in one place.
Green is on the rate card — the six components you price
above, and the only ones an edit moves. Amber is outside it:
daily bonus, the weekly demand surge, rain and festive surges, minimum-guarantee burn and
the rest. They are the whole of the difference between the two CPO figures.
The amber rows are not levers on this page. A store paying most of
its cost as daily bonus will barely move however hard you edit the card — which is itself
worth knowing before you spend a morning on it.
Distance pay
Paid per order on distance travelled, so every order carries its own
amount — it is scaled rather than re-rated. This also moves rider earnings, so at
an earnings-slabbed store changing it shifts riders between incentive slabs and the
daily incentive moves with it. That second effect is shown below.
Per-order components
₹ per order, exactly as charged. New spend is
new rate × the orders actually charged at that rate.
Order surge grid
₹ per order by day type and time window. Every slot is shown so a
window priced at zero today can still be raised. An unpriced cell has no observed
eligible count, so it is estimated from the qualification rate in the priced cells and
flagged.
Daily Incentive
Weekly Incentive
Store performance by slot
OR2A % is the share of orders where the rider arrived
after the order was ready — i.e. the order waited. It is quoted as a percentage
rather than as an average duration because about 87% of orders are zero: the rider is
normally there first. Averaging the raw timestamp difference over all orders gives a
negative number, which is true but useless. So the two honest cuts are the share that
waited, and how long they waited when they did.