A revenue stream is one distinct source of money coming into your business, defined by what you sell and how customers pay for it. A subscription, a one-time product sale, and a commission are three separate streams. You list them separately because each has its own price, volume, and margin.
You name your revenue streams in the business model section and then model each one in the financial plan. A 3.50 euro coffee and a 90 euro workshop seat behave nothing alike, so they need separate lines.
An example. A coffee shop sells 9,000 drinks a month at 3.50 euros, which is 31,500 euros. It sells 400 bags of beans at 12 euros, which is 4,800 euros. It runs a barista course with 20 seats at 90 euros, which is 1,800 euros. Total monthly revenue is 38,100 euros, and drinks account for about 83 percent of it. That share tells you where an operational problem hurts most.
Two misunderstandings are common. The first is confusing revenue with profit. If the bean bags carry a 45 percent margin and the drinks carry 70 percent, the ranking by profit differs from the ranking by revenue, so show a margin next to every stream. The second is inventing streams. Consulting and partnerships are not streams until you can name the buyer, the price, and the delivery. A line with no price attached is a hope.
Two or three real streams read better than eight speculative ones, because readers treat the list as a statement about focus.
Foundor's generated plan splits revenue into named streams and carries each one into the financial projections. Check that every stream listed there matches something you can actually sell.
