Plan revenue, costs, pricing, and purchasing before the quarter arrives.
Forecast lets operators build next quarter before it happens. Revenue is projected forward using audited Texas beverage data, then combined with commodity costs, consumer demand, pricing scenarios, and market conditions so operators can see where decisions land before committing to them.
Every quarter is a set of decisions made in advance: what to buy, what to charge, who to staff, and how much cash to hold. Forecast puts the numbers behind each of those decisions on the same page, so the plan is written against evidence instead of memory.
Underneath, Pourcast projects audited beverage revenue forward on a proprietary ensemble trained on nineteen years of receipts, alongside commodity input costs from public federal data and the consumer conditions your guests walk in with. The engine matters. The plan it produces is the product.
Revenue, commodities, consumer, scenarios, budget, approval. The full planning loop, one pass.
Eight surfaces, one planning workflow.
Projected beverage revenue for the venue, month by month, with the horizon and confidence band printed on the page. Where the quarter begins.
Beef, dairy, produce, energy, freight, labor, and packaging, refreshed as the agencies publish, with forward curves on the inputs that move your program most.
Local spending capacity, gas prices, wages, and rates, tied to their effect on beverage demand, so the plan reflects the guest actually walking in.
Move a price and see where it lands: the change in guest traffic against the change in revenue, before the menu goes to print.
Run the quarter with beef up eight percent, or with a wet summer, or with the price change applied. Compare scenarios side by side.
Roll the revenue forecast, the input costs, and the labor plan into a budget with a variance line waiting for actuals.
Aggregate any set of your venues into a single forecast. Portfolios steady the read, and the plan reads tighter than any one location.
Project revenue forward for a segment, city, county, or region. Underwrite a market before you enter it, or defend one before you leave.
Month by month, with the horizon and confidence printed on the page. The number that sets every other decision.
Beef, dairy, citrus, aluminum, freight. Refreshed as the agencies publish, with forward curves on the ones that move your program most.
Disposable income, gas prices, weather, local conditions. The forecast reflects what the guest can spend, not just what they spent last year.
What happens if margaritas increase a dollar. What if draft beer stays flat. Compare the moves side by side before anyone commits.
Labor, purchasing, inventory, cash flow. Every line rolls up from the same forecast, so a change in one place moves the others.
Kitchen, floor, ownership, and the accountant all working from the same assumptions. Actuals land against the plan, not around it.
Every step runs on the same engine: audited Texas beverage receipts projected forward, alongside public federal cost data and the consumer conditions that move demand. The plan is the product. The engine backs it up.
One venue's beverage revenue projected forward. One commodity's forward curve, updated as the agencies publish.
A quarter leaks in five places.
Revenue misses. Demand looked strong until the weather shifted. A forecast that reflects local conditions catches the miss in the plan, not on the P&L.
Ingredient inflation. Ordering against last year's prices quietly destroys margin. A forward curve on beef, dairy, and freight puts the real cost in the budget before the invoice does.
Pricing hesitation. The menu stayed flat while costs climbed. A pricing scenario shows the traffic and revenue tradeoff before the price moves, so the decision gets made.
Inventory mistakes. Ordering to last week's sales overbuys the slow weeks and stocks out the busy ones. Ordering to a forecast sizes the pack to actual demand.
Planning hours. A budget rebuilt every quarter in a spreadsheet is a week of nights. A forecast that rolls into the budget makes the same work a review, not a rebuild.
We could put a savings percentage here. The category is full of them, and none arrive with a source. Pourcast prints the horizon and the confidence on every forecast, the vintage and the release lag on every cost tile, and the assumptions behind every scenario. Check the math yourself.
Every forecast traces back to the assumptions that produced it: audited receipts, public economic inputs, commodity data, published pricing, and the horizon it was written for. No black boxes.
How much revenue will next quarter produce?
What happens if beef climbs another eight percent?
Can I afford another location?
Should I raise prices before costs move?
What does next summer probably look like?
Will my beverage mix change?
Pourcast writes forecasts months ahead and checks them against real results as the data lands. Every forecast prints its horizon and confidence band on the page. Chains and segments read tighter than a single venue, because the portfolio steadies the estimate.
Nineteen years of audited Texas beverage receipts, commodity input costs from public federal data, local consumer conditions like spending capacity and gas prices, and the pricing and scenario assumptions you set inside the plan.
Yes. Aggregate any set of your venues into a chain forecast. The portfolio steadies the read, so chain forecasts run tighter than any single location inside them.
Yes. The pricing simulator shows the change in guest traffic against the change in revenue for any proposed move, so you can see where a price lands before you commit.
Revenue forecasts refresh as new receipts publish. Commodity outlooks refresh as the federal agencies release. Consumer indicators refresh on their published cadence. Every tile carries its vintage.
Forecast projects beverage revenue directly, since that is what Texas audits. Food is planned through the same budget by rolling the beverage forecast, the mix, and your ticket assumptions together.
Yes. Run the quarter with different pricing, cost, or demand assumptions and compare them side by side. Each scenario keeps the assumptions it was built on.
Your revenue, costs, and pricing, planned against evidence.