A Vending Product Sells in Several Pack Sizes: Compare Like-for-Like Results
Sales of a snack in two pack sizes should not be treated as identical units without explanation. Ten small packs and ten large packs represent the same number of purchases only under particular counting rules, and they may represent different quantities, prices and customer occasions. Decide what you want to compare before combining their results.
Start by identifying the exact products and sizes in the stock record. Keep flavours and other variants separate where they differ. A shared brand name is not enough to establish equivalence. Record any product change during the period so that an apparent movement in sales is not simply the result of replacing one pack with another.
Choose the comparison question
If the question is how many packs customers bought, compare pack counts. If it concerns revenue, compare the relevant recorded sales value. If it concerns the amount of product sold, a weight or volume comparison may be useful where the units are genuinely comparable. State the measure rather than using the word “sales” for all three.
For a hypothetical example, twenty 40g packs represent 800g, while ten 80g packs also represent 800g. The pack counts differ, but the total weight is equal. These invented sizes illustrate arithmetic only. They do not establish equal revenue, margin, demand or nutritional value, and they should not be used to claim that the products are interchangeable.
Keep product identity and availability visible
Check how long each size was available and whether either faced stock gaps. A pack introduced halfway through the review period has had fewer selling opportunities. Compare suitable periods or explain the limitation. Do not interpret a lower total as customer rejection when the product was unavailable for much of the time being measured.
Review placement and price changes alongside the size change. If several things changed at once, the report cannot isolate the effect of pack size without further evidence. When planning a vending machine business, confirm suitability for the exact proposed pack rather than assuming a larger or smaller variant will work in the same arrangement.
Avoid misleading totals and averages
If you combine variants for a brand-level view, keep a breakdown underneath. Explain that the total contains different sizes and prices. A change in average revenue per pack may reflect a different mix rather than a price increase. Compare the individual variants before attributing the movement to customer willingness to pay.
Do not calculate a meaningful margin from revenue alone. Product costs and the chosen reporting method also matter. Use the business’s agreed accounting approach and seek appropriate advice where required. For an operational range review, it may be enough to show packs, revenue and availability separately without forcing them into a single performance score.
Turn the review into a practical trial
If a size change looks promising, define the next test clearly: the exact product, location, review period and question. Keep other changes limited where practical, and record those that cannot be avoided. Ask customers for specific feedback about the pack, while recognising that stated preference is not the same as a completed purchase.
At the end, report what the evidence supports and what remains uncertain. A smaller pack may sell more units while a larger one contributes more revenue; both observations can be true. Clear measures help the operator choose a range that suits the site without confusing pack count, quantity and financial performance.
Related guidance: A Vending Range Review Mixes Units and Revenue: Rank Products on the Question You Need to Answer.
For help assessing your site, contact Vending-Machines.ie.
