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Office & professional services

Big Ambitions Graphic Designer Guide Graphic Designer

Set up the graphic designer's workstation and run an hourly service business.

Game 1.0 · written 2026-09-10

Profit Calculator

v1.0data-driven projection

This calculator is still being improved. Send feedback to sksms0431@naver.com.

Only values that can be read from data go into this calculation: customer capacity per building type, the visit rate by day and hour per business, and the prices of the main products. Foot traffic defaults to 30 and marketing to 0 — replace them with what the building and the game screen show. Contract values such as rent and wages you enter from the game.

Weekly customers17024.3/day · open 84 h
Demand factor30.0%Foot traffic 30 + marketing 0 · capacity 10/hour
Weekly revenue$38,3151 per customer × $225.65 · average of 1 products
Weekly gross profit$38,315Cost $0
Weekly operating profit—Rent and wages needed
Daily operating profit—Weekly operating profit ÷ 7
Startup investment$900Weekly return on investment —
Simple payback period—Operating profit and investment needed
Inputs and the daily breakdown

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Expected customers by day (weekly total 169.8)
DayOpening hoursHoursCustomersPer hour
Mon09:00 – 21:001232.42.7
Tue09:00 – 21:001232.82.7
Wed09:00 – 21:0012332.8
Thu09:00 – 21:0012332.8
Fri09:00 – 21:001232.82.7
Sat09:00 – 21:00122.90.2
Sun09:00 – 21:00122.90.2

How this is calculated

  • Customers per hour = capacity × that hour's visit rate × the demand factor. Capacity is the lower of the building limit and your equipment capacity. The demand factor = promotion ÷ 100 (capped at 100%); leave promotion blank and foot traffic + marketing is used instead. The game does not simply add those two (observed: foot traffic 15 + marketing 80 → promotion 87), so enter the promotion index if you know it.
  • Observed: in a coffee shop at 87% promotion and capacity 15, yesterday's hourly customers matched capacity × visit rate closely (15 from 07:00–09:00), with the graph lagging the visit-rate table by an hour. At a high promotion index this linear factor can understate customers.
  • Weekly customers = the sum over every open hour. The default hours are, for each day, the longest run of hours above 15% of that day's peak with the highest total visit rate; if it crosses midnight the next day's rates are used and the run is cut so it does not overlap the next opening.
  • Weekly revenue = weekly customers × items per customer × sale price. Sale price and unit cost default to the average of the included products (main products and services are included by default, other goods when you check them); pick a neighborhood and its prices are used. Cost = average wholesale box price ÷ box size, or the cheapest import unit price when there is no wholesale, and 0 for services.
  • Weekly operating profit = revenue − cost of goods − rent − wages − marketing − insurance/HQ/HR − other. Rent and wages must be entered; the remaining blanks count as 0.
  • Startup investment = equipment (the guide's example total by default) + initial stock + deposit + contract and installation + other. Payback = investment ÷ weekly operating profit, rounded up to whole weeks. Taxes, loan interest, employee skill and stock-outs are not modelled.

Instead of filling shelves you prepare the computer and the workspace the designer works at. Read the service price as an hourly rate.

1. Opening steps#

  1. Decide on the workspace for the service and the budget for staff. Compare floor area, neighborhood and capacity in the building list with the actual lease terms. Check in game that a Graphic Designer can open there before you sign.
  2. Set the business type to Graphic Designer. Check the requirements in the business management screen.
  3. Prepare the equipment. Prepare the workstation and office furniture for whoever delivers the service, and check the contract terms and the shift plan.
  4. Check shifts, supply and security. The business data lists the graphic designer. A role missing from the data is not proof it is unnecessary — check the requirements in game.
  5. Review the results once you open. Watch demand by hour, gaps in the schedule, the service pricing and the workstations, and adjust.

These steps are an editorial guide. The minimum floor area, the full list of required equipment, exact quantities and headcount have not been verified in game — check the business management screen as well.

2. Products, services and supply#

The source business data lists no separate main products. See the service information below.

Services

Listed services and how they are charged
ServiceChargedLowest listed fee
Graphic Designer Fee (Hourly)
per hour$160.00prices by neighborhood

Services are not stock you buy in. An hourly rate multiplied by your opening hours is not actual revenue.

Sale prices are reference values at 100% satisfaction with trained staff. Purchase data assumes default difficulty and a fully skilled purchasing manager, and can move with supply. A missing entry does not prove an item cannot be bought. We do not quote a margin from comparing wholesale and import prices that use different units.

3. Equipment and setup cost#

This links the display equipment from the product table, the staff workstations and the listed security equipment. It includes alternative displays and equipment for additional products, so it is not a shopping list. Read product capacity and customer capacity as two different things.

Equipment linked from the data — not a complete required list
EquipmentWhy it is listedCustomer capacityLowest listed price / unit
Computer
1 unit counted in the example total		staff workstation · Graphic Designer—$900.00IKA BOHAG
2 stores
  • IKA BOHAG · $900.00
  • Mr. Scotts Office Supplies · $900.00
Related furniture worth checking

Standard Office Desk · Office Chair

These are suggestions based on equipment names and uses. Whether they are required, and in what quantity, is unverified, and they are not in the example total below.

Example: one unit each of the 1 items marked in the table$900.00Sum of the lowest listed price per item · may span several stores

The example total is neither the full startup cost nor a minimum requirement. It counts one unit each, without duplicates, of the first listed display equipment for every main product plus the staff workstations and security equipment that could be linked. Equipment only used by additional products is left out. Budget separately for rent, deposit, desks, chairs, other furniture, stock, delivery, wages and extra units as you grow.

4. Staff and shifts#

Staff roles listed in the source business data
RoleListed workstationRecruited at
Graphic Designer
ComputerCity Workforce Inc.

The business data lists the graphic designer. A role missing from the data is not proof it is unnecessary — check the requirements in game.

The listed roles are not a headcount. Build the schedule from the hours you actually open, the number of workstations and the contract terms, and check in game whether roles missing from the list are needed.

The security field is empty in the source business data. Do not read that as security equipment being unnecessary.

5. Opening hours and footfall#

Averaging the daily figures hour by hour, 11:00 · 12:00 · 13:00 · 14:00 · 15:00 · 16:00 is the busiest slot, at 74.3%. That is the mean across all seven days — see the table below for the differences between days.

Visitors as a share of maximum capacity, by day and hour (%)
Day01234567891011121314151617181920212223
Mon11111111170701001001001001001001001007070111
Tue11111111173731001001001001001001001007373111
Wed22222222275751001001001001001001001007575222
Thu22222222275751001001001001001001001007575222
Fri11111111173731001001001001001001001007373111
Sat000000000551010101010109955000
Sun000000000551010101010109955000

These are visitors as a share of maximum capacity, not revenue or margin. A 0% is a recorded value, not a closed hour. Blanks show as ‘—’. Set your real opening hours by weighing demand against wages and running costs.

6. Checks while running#

What to check first in a Graphic Designer

Adding computers is not the same as delivering more service. Check staffing, shifts and customer demand as well.

The equipment is there but nothing runs

Check the business type and opening requirements, then whether staff are linked to workstations, then the hours they work. If you sell products, check stock and display equipment too. The capacity column alone does not tell you how many customers can actually be served.

Checking the cost before expanding

Weigh the wages, office furniture, rent and real demand, not just the price of another workstation.