Like, yeah our margins were/are super high, and so were/are the distributors’, but once everything was spun up and running it was also very stable and predictable.
We were located on the outskirts of a 3rd tier Eastern European city and yet we were plugged right into the same global parts supply chain and capable of doing the same global distribution you could elsewhere. If you’re on to something, it’s a good time to be doing hardware. But you’re correct - 2/3 of the entire company was distribution/sales and R&D.
Gross profit = sales or service revenue less the expenses directly related to producing that revenue (this does not include backoffice functions, R&D, rent, etc.)
Net profit, which is the total revenue of the business less all expenses of the business (so, this includes R&D, rent, and the "backoffice" like HR, finance, legal, etc.)
Larger businesses with multiple business segment may account for gross profit separately for each business segment, but the business only ever calculates one net profit item.
There's also unit profit, which is essentially gross profit but at the level of a single unit of goods or services (for services, a unit is usually a customer contract, for recurring services it would be each period of the contract). Unit profit is generally the revenue from that specific unit less the costs directly associated with producing that revenue. Most companies don't calculate unit profit as generally it's not meaningful unless you sell high-value items, like automobiles or planes.
