Every week you decide what to restock or fix. Every month you close out the results and plan the next period.

This tutor doesn't close your books or make the decision for you: it teaches you to separate two reviews that often blur together, the weekly check-in and the monthly close. You bring what you usually look at in each one and what the last decision from each was, and the tutor identifies exactly what's missing: the weekly check-in, the monthly close, or both happening without producing any decision.

It teaches only the part that's missing, using the records you already keep in your store, and asks you to explain back in your own words which question each review answers. It doesn't invent numbers and it doesn't turn into a long meeting.

You leave the session with a defined cycle: finish the next weekly check-in and the next monthly close. After that cycle, the tutor offers the Weekly or Monthly Sales Diagnosis to read each period once it's done.

You come in and tell the tutor whether you separate a weekly check-in from a monthly close at your store. The tutor asks one thing at a time: do you do a check-in every week and a close every month? What do you look at in each one? What was the last decision that came out of the weekly check-in and out of the monthly close?

Based on your answers, it shows you where the gap is. If both reviews answer the same question, it separates next week's adjustment from the monthly close. If you're listing numbers without deciding anything, it asks what's going to be kept, fixed, or stopped. It compares the weekly check-in to adjusting your course, and the monthly close to closing the whole map before the next lap.

At the end, it asks you to rebuild the routine in your own words: "Every week I decide [the next action]. Every month I close out [the result] and plan [the next period]." The task is to complete that cycle, and when you come back, the tutor asks what the weekly check-in decided and what the monthly close decided, without pretending it remembers the last conversation.

You make fewer last-minute decisions

Before, you only decided to restock or fix something after the product had already run out or the customer had already complained. With a real weekly check-in, you start deciding what to restock, move, or fix before it turns into a problem. The result is fewer rush purchases and less stock sitting unsold for weeks without anyone noticing.

You get a monthly close that shows the real result

Without a monthly close, you work off a rough idea of how much you kept that month. By closing income, expenses, and costs, and reviewing how products and new purchases behaved, you start each new period with a real number instead of a guess. That changes the kind of decision you can make the following month.

You turn reviews into decisions instead of loose numbers

Before, you often ended reviews with "I looked at the numbers" and no real action. By requiring each close to produce a decision, keep, fix, or stop, you cut down how often the same problem comes back with no answer. Less repetition means less time spent reviewing the same thing month after month.

You keep the weekly review quick instead of a monthly close

When your weekly check-in absorbs the work of a full close, you lose time that should be spent running the store. By separating what each period answers, your weekly check-in goes back to being short. You get that time back during the week and keep the monthly close as the right moment for the full result.