What to sell in summer: demand, stock, and reorders

Summer changes demand in retail. People travel more, spend more time outdoors, buy goods for recreation, summer houses, sports, children, pets, and trips. For some businesses, this is a period of high sales; for others, it is a seasonal decline.

For an entrepreneur, it is important not to guess a fashionable product, but to find demand that can be checked, calculated, and served. The main task of seasonal trade is to have enough goods during the sales peak and avoid being left with excess stock after the season ends.

The working scheme looks like this:

customer need → demand check → economic calculation → initial purchase → actual sales → reordering fast-moving goods → stopping purchases of weak positions → working with remaining stock.

First determine why the product should be bought specifically in summer

Seasonal demand must have a clear reason. If there is no reason, the purchase turns into a bet on a random trend.

Stable reasons for summer demand:

• heat — drinks, cooling products, light clothing, hats;
• vacations and travel — suitcases, backpacks, travel accessories;
• outdoor recreation — tourist equipment, picnic goods;
• swimming and recreation near water — beach goods and accessories for water activities;
• summer house and private home — garden tools, irrigation, goods for the yard;
• school holidays — goods for active recreation and children's activities;
• growth of tourist traffic — rental, food, souvenirs, local services;
• more time with pets outdoors and on trips — carriers, travel bowls, leashes, and other accessories.

The list of specific product models changes. The reasons for seasonal demand are much more stable, so the assortment should be built around them.

How to check a summer business idea before purchasing

Look at your own sales history

For a store that has been operating for more than one year, the most valuable source is its own data.

Compare the same periods from previous years and determine:

• when sales growth began;
• when demand was at its highest;
• which goods sold faster;
• which sizes, colors, and models were fast-moving;
• what had to be urgently reordered;
• which goods remained after the season ended;
• when demand began to decline.

Do not mechanically copy last year's purchase. If a product ran out in the middle of last summer, actual sales do not show the full demand. The store simply could not sell more because the product was unavailable.

Check search demand

If you do not have your own statistics, use Google Trends and other search demand data. Select Ukraine, review several years, and see whether interest grows in the same period repeatedly.

Compare related products separately. For example, not just the query "tourist equipment", but specific categories: tents, sleeping mats, camping chairs, thermal bags.

Search interest is not the same as sales, but it helps distinguish recurring seasonality from a random information spike.

Check local demand

The same assortment does not work the same way in different places.

Customer needs differ for:

• a tourist city;
• a resort or recreation area;
• a regional center;
• a residential district;
• a suburb;
• a village;
• a store near a station;
• a point near a park, beach, or tourist route.

Before launching a temporary point, check foot traffic for several days specifically during the planned working hours. Look at which goods competitors already sell, what prices they set, and whether they have customers.

Test demand with a small batch

For a new product, it is better to get real sales than to try to predict the entire season accurately.

You can check a direction through:

• a small initial purchase;
• pre-orders;
• a temporary sales point;
• a fair or local event;
• adding a small category to an existing store;
• test placement of the product in an online store.

After the first sales, increase the stock of those positions where demand has been confirmed and do not repeat the purchase of goods that sell slowly.

Calculate the economics before launch

Assessing a seasonal product only by markup is not enough.

Result per product unit = selling price − purchase cost − commissions − packaging − delivery costs − other variable costs.

For a temporary retail point, add:

• rent;
• wages;
• equipment;
• transport;
• electricity;
• payment connection costs;
• goods storage;
• possible write-offs.

After that, determine how many units or checks you need to cover fixed costs.

If the business becomes profitable only under the most optimistic demand scenario, the risk is too high.

Consider how much money will be frozen in goods

Seasonal stock is purchased before it generates revenue. Because of this, even a profitable product on paper can create a shortage of working capital.

For example, a store spent a significant part of its available money on a summer collection. Sales turned out to be slower than forecast. The goods are lying in stock, and there is no longer enough money to purchase the regular assortment.

Before purchasing, determine the maximum amount the business can temporarily hold in seasonal stock without problems with core purchases, wages, rent, and other payments.

For seasonal trade, not only product profitability matters, but also the speed at which the money invested in it returns.

What to sell in summer

Instead of a list of random trending products, it is better to form the assortment according to customer needs.

Products for heat

• bottles and water containers;
• thermal bags;
• cooling products;
• portable fans;
• hats;
• light clothing;
• beach textiles.

Products for travel

• suitcases;
• travel bags;
• backpacks;
• organizers;
• travel bottles;
• chargers;
• accessories for car trips.

Products for tourism and camping

• tents;
• sleeping bags;
• sleeping mats;
• camping furniture;
• flashlights;
• camping cookware;
• thermoses;
• picnic goods;
• hiking accessories.

Products for recreation near water

• beach bags;
• towels;
• waterproof cases and bags;
• swimming goods;
• accessories for SUP boards, kayaks, and other water activities.

Summer clothing and footwear

For clothing and footwear stores, seasonality concerns not only models but also product characteristics.

You need to analyze separately:

• size;
• color;
• model;
• material;
• price group.

A store may sell most of a collection but remain with dozens of units in unpopular sizes. Therefore, repeat orders should be made based on actually sold characteristics, not by repeating the structure of the first batch.

Products for children

• outdoor toys;
• sports equipment;
• travel goods;
• picnic goods;
• goods for outdoor activities.

Products for pets

• carriers;
• travel bowls;
• water bottles;
• leashes and harnesses;
• travel accessories;
• goods for long walks.

Products for the garden and yard

• irrigation systems;
• hoses;
• garden tools;
• outdoor furniture;
• goods for cooking outdoors;
• accessories for relaxing in the yard.

Do not expand the assortment with random goods

For an existing store, the lowest risk is a seasonal product that its current customers need.

It is logical for a clothing store to add hats, beach accessories, or summer footwear. For a pet store — goods for walking and traveling with pets. For a home goods store — picnic, garden, and yard goods.

If a clothing store suddenly purchases random electronic gadgets only because they are popular on social media, it simultaneously gets a new category, new suppliers, different warranty conditions, different competition, and unfamiliar customer behavior.

Divide the seasonal assortment by risk level

Not all summer goods should be purchased in the same way.

Basic seasonal product

The category has recurring demand and has been sold before. Here, a larger stock can be planned if sales history confirms it.

All-season product with a summer peak

Sales grow in summer, but the product can also be sold after the season. The risk of remaining stock is lower.

Trending product

Demand is difficult to forecast, and interest can disappear quickly. Such positions are better tested in small quantities.

Complementary product

It is bought together with the main product. For example, a flashlight with a tent or an organizer with a suitcase.

Impulse product

An inexpensive product that the customer can add to a purchase without long consideration. It is reasonable to place it near the related category or at the checkout.

Most of the seasonal purchasing budget should go to goods with confirmed demand. Experimental assortment should not put the store's working capital at risk.

Do not confuse assortment width with product availability

A typical mistake is to buy many different items in minimal quantities.

The store gets a wide choice, but after the first sales, popular positions run out. Goods that customers choose less often remain in stock.

Therefore, you need to balance:

• width — how many different goods are presented;
• depth — how many units of fast-moving goods are in stock.

After the test period, it is worth increasing the depth of those positions where sales have confirmed demand, rather than endlessly adding new goods.

Supplier terms may be more important than the lowest purchase price

The sales season is limited in time. Therefore, delivery speed directly affects the result.

Before purchasing, clarify:

• minimum batch;
• delivery time;
• actual reorder time;
• whether separate models, sizes, or colors can be ordered;
• whether the supplier reserves goods;
• prepayment terms;
• terms for handling defects;
• whether the batch can be increased quickly;
• whether there are restrictions closer to the end of the season.

A supplier with a lower price and delivery in several weeks may be less beneficial than one who allows purchasing in smaller batches and replenishing stock quickly.

Purchase seasonal goods in parts

If delivery is fast enough, it is not necessary to buy the entire forecasted seasonal volume at once.

Practical scheme:

initial batch → first sales → analysis → reordering strong positions → reducing or stopping purchases of weak ones.

This reduces the risk of remaining stock and allows money to be directed into goods where demand has already been confirmed.

Calculate sales velocity

Revenue alone is not enough. An expensive product may generate significant revenue after several sales, while most of the stock remains in storage.

For seasonal trade, it is useful to calculate the sell-through rate:

Sell-through rate = quantity sold / (initial stock + receipts for the period) × 100%.

Compare this indicator between goods in the same category. It helps you understand which positions are really moving out of stock quickly.

Determine the reorder point

You need to order goods before the stock reaches zero.

Basic calculation:

Reorder point = average daily sales × delivery time + safety stock.

For example, a store sells an average of 4 units per day. Delivery takes 7 days. During the waiting period, the store may sell about 28 units. If a new order is placed when 5 units remain, the product will run out long before the next delivery arrives.

Safety stock is needed if sales are unstable or the supplier sometimes delays delivery.

Do not reorder at the old pace at the end of the season

One of the main causes of seasonal leftovers is that the store sees good sales and continues purchasing the same way as at the beginning of summer.

Before each repeat order, check:

• how much product remains;
• how many units are sold per day or week;
• how much time the supplier needs;
• how many weeks of active demand are still left;
• whether this product can be sold in autumn;
• whether the current stock is sufficient until the end of the season.

If the forecasted stock will be enough until the end of active demand, a repeat order will create excess.

Consider weather as a short-term signal

For some summer categories, temperature and precipitation affect sales more strongly than the calendar date.

Do not build purchases on a weather forecast for several months. Use the forecast as an operational signal for the nearest period.

For example:

a long heatwave is expected → check the stock of goods that sell in hot weather → speed up reordering if needed.

a long rainy period is expected → check the sales pace of outdoor recreation goods → do not repeat the order automatically.

After the weather changes, the decision must be checked again against actual sales.

Consider local events and tourist traffic

A festival, fair, sports event, or increase in tourist traffic can temporarily change demand more strongly than general seasonality.

For a store or temporary point, it is important to know:

• the date of the event;
• expected foot traffic;
• how many days it will last;
• what type of customer will come;
• which goods can be sold to this audience;
• whether the store will receive the goods before the event starts.

Do not transfer high sales during a large event into the forecast for a normal week.

Move goods between stores

If a business has several retail points, the same seasonal position may sell at different speeds.

For example:

store A: 30 units, slow sales;
store B: 3 units, the product regularly runs out.

In this situation, you do not necessarily need to make a new purchase. First, check whether part of the goods can be moved between retail points.

This simultaneously reduces excess in one store and the risk of a lost sale in another.

Synchronize stock between the store, website, and warehouse

For seasonal goods, sales speed is important, so one position is often sold through several channels at the same time.

A problem arises if store and online store stock levels are updated separately:

the last unit is sold in the store → the website continues to show the product as available → the customer places an order → the store has to cancel it.

If a product is sold offline and online, a single up-to-date stock balance or regular automatic synchronization is needed.

Do not forget about merchandising

Seasonal demand must be made visible in the store.

Goods that are used together should be placed nearby.

For example:

• tent → sleeping bag → sleeping mat → flashlight;
• suitcase → organizer → travel bottle;
• swimsuit → beach bag → towel;
• picnic goods → thermal bag → camping cookware;
• pet carrier → travel bowl → water bottle.

This simplifies the customer's choice and makes it possible to sell several related goods in one receipt.

Use bundles if the goods naturally complement each other

A bundle should solve one customer task.

For example:

• a picnic set;
• a basic camping set;
• a car travel set;
• a beach accessories set.

Do not add a product to a bundle only to get rid of a weak position. If the customer does not need it, the bundle does not become more valuable.

Plan pricing and markdowns before the season ends

A seasonal product loses part of its commercial value when the active sales period ends. Therefore, waiting until the last day of the season to work with leftovers is unprofitable.

A convenient logic:

Beginning of the season

Check demand and do not rush to discount a product that is starting to sell well.

Demand peak

The main task is to prevent fast-moving goods from being out of stock and, at the same time, not increase the stock of weak positions.

Demand begins to slow down

Reduce repeat orders. Check how much product can be sold before the end of the active period.

End of the season

Determine which goods should be:

• kept in the regular assortment;
• sold with a moderate discount;
• added to bundles;
• moved to another store;
• kept until next season;
• liquidated with a larger markdown.

When deciding to store goods until next summer, consider storage costs, frozen money, possible model changes, and the risk of losing saleable appearance.

Do not assess discount effectiveness only by sales growth

After a price reduction, the number of sales may increase, but the store may earn less.

Compare:

• quantity sold before and after the price change;
• revenue;
• gross profit;
• remaining stock;
• sell-through rate.

The goal of a seasonal markdown is to release money from remaining stock with an acceptable loss of margin, not simply to increase the number of receipts.

Mobile coffee shops, fresh bars, and seasonal food points

A mobile or temporary point can operate near a park, tourist route, market, fair, or another place with sufficient foot traffic.

Before buying equipment, check:

• the number of potential customers at different hours;
• average receipt;
• cost per serving;
• service speed;
• product write-offs;
• personnel costs;
• rent;
• access to electricity and water, if needed;
• food storage conditions.

For activities involving food products, it is necessary to separately check the requirements for state registration of facilities or obtaining an operating permit depending on the specific activity.

Rental of tourist and sports equipment

In tourist and recreational locations, you can organize rental of:

• bicycles;
• SUP boards;
• kayaks;
• tents;
• sleeping bags;
• camping furniture;
• sports equipment;
• picnic equipment.

For rental, you need to calculate not the trade markup, but the result from using each unit of equipment.

Result from one unit of equipment = income from all rentals − repair − maintenance − transportation − storage − other costs.

Determine separately:

• how many days per month the equipment will actually be rented;
• how many seasons it can work;
• how much repairs cost;
• how transfer and return will be recorded;
• what happens in case of damage or loss;
• where the equipment will be stored after the season.

Start with an equipment pool that matches confirmed demand. Expanding it is easier than maintaining unused units.

Tourism, excursions, and outdoor activities

A seasonal service can be:

• walking tours;
• bicycle routes;
• local tourist tours;
• water activities;
• sports training;
• outdoor classes;
• workshops;
• activities for children.

In such a business, product stock may be minimal. The main limitation is the number of customers that can be served per day.

Before launch, you need to check:

• the duration of one session or excursion;
• the maximum number of participants;
• the number of employees;
• transport;
• equipment condition;
• safety requirements;
• local rules for using the territory;
• an action plan in case of worsening weather.

Mobile and field services

To start a summer business, it is not necessary to buy a large stock of goods.

Seasonal demand may arise for:

• yard and green area care;
• bicycle repair and maintenance;
• car washing and care;
• maintenance of tourist equipment;
• installation of seasonal equipment;
• territory cleaning;
• organization of local events.

For services, calculate not only profit per order but also capacity.

If one employee can complete five orders a day, an advertising campaign that brings twenty customers at once will not create a fourfold increase in revenue. The business will physically be unable to serve some customers.

Seasonal production

For small production, goods with a short production cycle and raw materials that can be used after the season ends are better suited.

For example:

• textile bags;
• backpacks;
• hats;
• beach textiles;
• pet accessories;
• picnic goods;
• simple tourist accessories;
• souvenir products.

Before launching, calculate:

• product cost;
• cost of materials;
• production time;
• maximum production capacity;
• minimum batch;
• remaining raw materials after the season;
• time from purchasing materials to a finished product.

For unverified demand, it is more reasonable to produce small batches or work to order.

Calculate staff workload in advance

In seasonal trade, the limiting factor may be not product stock, but checkout, warehouse, or employees.

Before the sales peak, check:

• how many customers the checkout can serve per hour;
• how much time it takes to pick an online order;
• how many orders the warehouse can assemble per day;
• whether there are enough people to receive new deliveries;
• who handles returns;
• who is responsible for replenishing goods in the sales area.

For temporary staff, it is worth describing the main operations in advance: sale, return, working with payment, reservation, order pickup, and checkout.

Before launch, check payment and fiscalization

If a seasonal point accepts settlement transactions, check in advance the requirements for using an RRO or PRRO for the specific payment method and type of activity.

Do not postpone setting up the cash register, bank terminal, or PRRO until opening day. Check sale, return, printing or sending a receipt, and staff work before trading starts.

Think about returns and warranty after the season ends

A temporary point may close, but obligations to customers do not disappear.

Before launch, determine:

• where the customer applies after the seasonal point closes;
• who handles returns;
• where sales documents are stored;
• how warranty service works;
• where returned goods go;
• who works with the supplier in case of defects.

What to do with remaining stock after the season

The scenario for working with remaining stock should be determined before purchasing.

Stop reordering

This is the first action if the available stock is already sufficient until the end of the active demand period.

Move goods

If demand is higher at another retail point, moving goods may be more profitable than markdown.

Create a bundle

This is suitable for goods that the customer naturally uses together.

Reduce the price

It is better to start markdown when demand is already slowing down, but customers are still looking for seasonal goods.

Move into the regular assortment

Some goods have a summer peak but sell throughout the year.

Keep until next season

This makes sense for goods that:

• do not spoil;
• do not depend on fast fashion changes;
• do not require expensive storage;
• do not freeze a critical amount of business money.

When it is better not to launch a seasonal direction

Refuse the purchase or significantly reduce it if:

• demand is confirmed only by a short-term social media trend;
• there is no clear reason for summer demand;
• the supplier requires too large a minimum batch;
• the product cannot be quickly reordered;
• after the season ends, it is almost impossible to sell;
• the purchase takes a critical part of working capital;
• the margin is small, while logistics and storage costs are high;
• there is no way to test demand;
• payback is possible only with very high utilization;
• the business cannot serve the forecasted number of customers.

What to monitor weekly during the season

For seasonal assortment, it is not enough to look at the result after summer ends. Most management decisions need to be made while the season is still ongoing.

Monitor:

• quantity sold;
• revenue;
• gross profit;
• current stock;
• sales velocity;
• sell-through rate;
• goods that are running out;
• goods with no sales;
• sales by sizes, colors, and models;
• returns;
• write-offs;
• discount result;
• sales by stores;
• sales by channels;
• the amount of money invested in remaining stock.

Based on the results, specific decisions should be made:

the product sells quickly → check stock and delivery time → reorder;

the product sells slowly → check price, display, and local demand → do not increase stock;

the product does not sell → stop purchasing → decide whether to move, bundle, or mark down;

the product is running out in one store → check network stock → move or order.

How to analyze the summer season after it ends

After the season, you need to save the data that will help make the next purchase more accurate.

For each category, determine:

• initial stock;
• all receipts;
• quantity sold;
• remaining stock;
• period of maximum sales;
• goods that ran out too early;
• goods that had to be marked down;
• profit;
• discount result;
• returns and write-offs;
• suppliers that met deadlines;
• positions worth buying next season;
• positions that should be abandoned.

Such analysis gradually replaces assumptions with the store's own statistics.

How to control seasonal assortment in Torgsoft

If a store works in Torgsoft, accumulated sales and stock statistics can be used to plan a new season.

In the Product report for a period, you can view the movement of goods for a selected time range and compare sales for the same periods.

Warehouse stock analysis helps check actual balances, zero-stock goods, positions that are running out, and goods that need to be ordered.

Torgsoft analytics also provides profitability analysis, analysis of stale goods, sales, returns, stock balances, and ABC XYZ analysis. For seasonal assortment, this data helps separate fast-moving positions from goods where excess stock is accumulating.

For clothing and footwear, sold sizes can be analyzed by period and retail point. This helps reorder the characteristics that are actually selling, not the entire initial size range.

If one position sells at different speeds in different stores, the product can be moved between accounting centers instead of making a new purchase.

If the store sells both offline and through a website, the Online store synchronization option transfers goods, prices, stock balances, and orders between Torgsoft and the website. After an offline sale, the current availability can be automatically transferred to the online store.

For businesses that produce seasonal goods themselves, the Production: accounting of materials and finished goods option allows keeping records of materials, planning raw material needs, controlling product output and cost.

For fiscalization of settlement transactions, Torgsoft has Software RRO. Before launching a seasonal point, it is necessary to separately check which RRO or PRRO requirements apply to the specific type of activity and payment method.

Checklist before the summer season

• Determine the reason for seasonal demand.
• Check your own sales for previous periods.
• Check search and local demand.
• Do not use sales during a shortage period as a full indicator of demand.
• Calculate the result per product unit.
• Determine how much working capital can be invested in seasonal stock.
• Check the minimum batch and delivery time.
• Agree on the possibility of quick reordering.
• Start a new product with a test batch.
• Separate proven and experimental assortment.
• Do not sacrifice stock of fast-moving goods for excessive assortment width.
• Determine the reorder point.
• Analyze sizes, colors, and models separately.
• Check weather and local events as short-term signals.
• Synchronize stock balances between sales channels.
• Move goods between stores if demand differs.
• Plan bundles and display of complementary goods.
• Reduce purchasing before the season ends.
• Plan markdowns before critical stock accumulates.
• Determine in advance what you will do with the goods after the season.
• Check the workload on checkout, warehouse, and staff.
• For a seasonal point, set up payment and fiscalization in advance.
• Determine the procedure for returns and warranty service after the season ends.
• Analyze sales and stock weekly and adjust future purchases.