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"Stock exits: what leaves without being sold"

The colour used at the basin, the broken bottle, the gifted sample: declare it and stock goes down, with a reason that makes the figure useful.

Updated on 11 September 2026 2 min readBy the Buiiild teamIntermediate
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The colour used at the basin, the broken bottle, the gifted shampoo, the sample: declare it here and stock goes down. This is what explains why you have twelve products on the shelf when you've only sold three.

Stock exits.
Stock exits.

Products taken out

One line per product taken out.
One line per product taken out.

One line per product, with its quantity. The exit's value is calculated at your purchase price: it's consumption, not revenue, and it never enters your till.

Say why

Say why.
Say why.

Salon use, breakage, expiry, gifted, theft. The reason is what makes the figure useful: "€400 of products gone" tells you nothing, "€400 of breakage" makes you change a shelf.

Filtering by reason

Isolate breakage, or everything gifted. This reading tells you whether your margin is melting at the basin or in the bin — two problems that aren't solved the same way.

The exits history

Each exit, its reason, the team member involved and its value. Cross-check it against a count: a gap that nothing here explains deserves a closer look.

Frequently asked questions

Does a stock exit count towards my revenue?

No, it never enters the till. It's consumption, valued at your purchase price, not a sale.

How do I know if my margin is disappearing at the basin or in the bin?

Filter the history by reason: isolate breakage on one side, salon use on the other. This reading tells you which of the two problems to tackle first.

How do I check that an exit really matches reality?

Cross-check the exits history against a count. A gap that nothing explains deserves a closer look.

Why specify a reason instead of simply removing the quantity?

Because the reason makes the figure useful: "€400 of products gone" tells you nothing, "€400 of breakage" makes you change a shelf.

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