If the Business model page tells you how DomiDo captures value, this page tells you what shapes the numbers behind that value. The detailed figures themselves — every cost, margin, runway figure, and pricing point — are commercially sensitive and are tracked in the company's working financial model rather than published here. What is published here is the conceptual structure: which costs scale with volume, which are fixed, which are passed through to the buyer, which depend on engineering choices, and how the economics evolve as DomiDo moves from low-volume launch through to mature operations. The page describes pricing as a discipline rather than as a number, because the only way to keep the model honest in public-facing documentation is to keep the actual numbers out of it.
Read this page alongside the business model for the revenue picture and the product strategy for the per-design context.
DomiDo operates two economies in parallel that share customers but have very different cost structures. The physical economy covers making, packing, and shipping block kits, and it is dominated by manufacturing fixed costs (injection-mould tooling), per-unit material and machine time, packaging, fulfilment, returns, and shipping; it is capital-intensive at the start and benefits from operational leverage as volumes grow. The digital economy covers artificial-intelligence design credits, marketplace commission, and software platform services, and it is dominated by per-call costs to artificial-intelligence providers, infrastructure hosting, and platform engineering investment; it scales smoothly and has high gross margins at modest volumes. The two are linked: the physical economy provides the headline value proposition (a real kit arrives at your door) and the digital economy funds the discovery-and-design experience (you can iterate without buying anything until you are ready).
DomiDo blocks are hollow-shell interlocking units injection-moulded in a UV-stabilised plastic. The leading material candidate is acrylonitrile butadiene styrene (commonly abbreviated ABS) with ultraviolet-resistance additives, though the material choice remains open as the team validates outdoor-weathering performance and tests alternatives. Block sizes span from a small 1×1×1 cube (in inches, the working unit) up to larger structural blocks up to 2×8×4, and the launch range includes ten distinct sizes. Walls are nominally two millimetres thick (within the industry-standard range for injection-moulded outdoor parts) and the fill ratio is roughly twenty to thirty percent — that is, seventy to eighty percent of the bounding volume is air. That hollow design substantially reduces material consumption per block while keeping structural integrity.
Block specifications relevant to economics include ultraviolet resistance rated for many years of outdoor exposure with the right additive package, continuous service temperature spanning the realistic range of United Kingdom outdoor conditions, full waterproofing because the material does not absorb water, and resistance to common garden chemicals and most household cleaners. The launch colour range covers a small set of core colours; additional colours multiply tooling and stock-keeping-unit costs.
A kit's manufactured cost is composed of material cost per block (determined by block size and therefore material volume at the fill ratio, the per-kilogram material price which is regional and varies with commodity-market conditions, and the fill ratio); machine and labour cost per block (where injection-moulding cycle time is roughly fifteen to seventy seconds depending on block size and per-unit machine cost scales with cycle time and the per-hour machine rate, which is higher in the United Kingdom and European Union than in Asia); tooling amortisation (the injection-moulding tools themselves are a fixed capital cost that has to be amortised over expected production volume — tools in regions like the United Kingdom and European Union typically have longer lead times and higher upfront costs but tighter tolerances, while Asian tools are cheaper and faster but carry shipping and import-duty additions; the same nominal tool can be configured with one, two, four, or eight cavities, where higher cavity counts roughly multiply the tool cost but cut per-part throughput proportionally, and a family-mould approach combines several similar-size blocks into a single tool, saving on tooling cost when block geometries are compatible); tool lifespan (aluminium rapid-tooling is cheaper but lasts thousands of cycles, production-grade steel tools last hundreds of thousands of cycles, and hardened steel tools last over a million, so the bridging strategy is to start with rapid tools for market validation, move to production steel once volume justifies it, and add multi-cavity hardened steel at scale); connectors, fasteners, and ancillaries (each kit ships with a set of bolts, nuts, rods, and other interlocking hardware whose cost varies by block count and structural geometry); packaging (kit boxes, instruction inserts, paper-bagged block sets sorted by assembly stage, the printed welcome card with QR code, branded packing materials, and stage-appropriate labels); fulfilment (pick-and-pack-and-ship costs from the third-party logistics provider, which have a fixed component per order plus a variable component per item); delivery (variable on the customer's shipping address and the kit's total size and weight — small kits versus thousands of blocks — so user-facing pricing never shows delivery as fixed or as "free" without knowing the address and weight); and a returns provision (a forecast return rate incorporated as a per-order provision, where returned kits are graded and refunded according to the published grading scheme — full re-entry to inventory at grade A, partial at grade B, partial at grade C, written off at grade D).
The platform's margin is what sits between the manufactured-cost stack above and the retail price, after subtracting payment-processing fees, customer-acquisition cost amortisation, and any Value-Added Tax due where DomiDo is the merchant of record.
Tooling is the dominant upfront capital expenditure, and three amortisation strategies are recognised. A straight-line approach charges all tooling cost into the first production run, which is simple but produces very high first-batch unit costs. A spread-over-lifetime approach charges tooling cost across a projected several-year volume, which is more accurate as a long-term unit cost. A phased-tooling approach starts with rapid tooling for the first core stock-keeping units to validate sales channels and collect customer feedback, moves to production-grade steel only after validation, and adds multi-cavity hardened steel at scale to maximise throughput; this is the planned approach because it minimises stranded capital if the product hypothesis fails.
The Phase B trigger in the launch plan is structured to ensure that committed manufacturing tooling is paid for only after the demand evidence justifies it; the Minimum viable product scope page covers the trigger conditions.
Per-unit manufacturing cost (excluding tooling) declines slowly with volume — the cycle-time-driven component is largely fixed once the tool is built — but tooling-amortisation cost per unit declines steeply with volume. The first thousand units carry a heavy tooling charge; by tens of thousands the tooling charge is in pennies; at hundreds of thousands the tooling component is negligible. This is why scaling matters — at low volume the kit must price for a heavy tooling load that is structurally temporary.
The launch catalogue is a small set of category demonstrations published by Avvyland Limited itself before the marketplace opens — early reference designs that show what the universal block system can build. They span a deliberately broad range of sizes and use cases, with prices set across the catalogue's tier architecture from an entry tier through to a statement tier. Each design's price reflects three things: an anchor against traditional alternatives (garden-centre pricing for the entry-tier configurations, professional landscaper quotes or hire-rate marquee pricing for the larger statement pieces — each anchor varies by use case); the block count and bill-of-materials cost (larger structures have more blocks, more fasteners, more weight, more shipping cost, so the kit cost stack rises accordingly); and a gross-margin gate (every design listed must demonstrate margin above the platform's minimum, and any design that cannot meet that threshold is redesigned or removed). Size variants are pre-computed for each reference design — a Garden Border configuration ships in three or four lengths, a Raised Bed in two or three sizes, a Privacy Screen in different module counts — and the price for each variant is calculated by a pre-computed scaling formula rather than running the pipeline at order time, which is what lets the catalogue checkout flow be fast. Custom designs (Mode A and Mode B) carry a blended price calculated from the actual bill of materials; the platform adds its margin and a fulfilment estimate, and customers see the price after the pipeline completes and before they add to cart.
The artificial-intelligence credit model funds the per-call cost of Mode B operations. The canonical credit costs by operation are one credit for image generation, no credit charge for background removal (it is included), five credits for three-dimensional model generation, and thirteen credits for a full Mode B pipeline of eight projections plus one three-dimensional model. Credits are reserved atomically when an operation starts and refunded in full if the operation fails. Subscription tiers begin at a free tier with a modest monthly credit allocation and progress through hobby, professional, and studio tiers with progressively larger allocations and progressively better economics for heavy users; subscriptions reset monthly.
Per-call costs to upstream providers vary by image-generation service, three-dimensional model provider, and background-removal service. The Mode B pipeline uses a primary provider with cost-optimised fallbacks: the primary image-generation route is one provider and a cheaper fallback chain runs through several alternatives in turn if it fails. The primary three-dimensional model provider is selected for its cost-quality balance; users can opt for higher-quality providers at higher credit cost. A decision rule in the launch plan switches the primary image-generation provider if cost per generation exceeds an internal threshold over a rolling seven-day window, which keeps the credit business positive even as upstream-provider pricing shifts.
The marketplace commission (activated in Phase C) is positioned at the upper end of marketplace norms — comparable to mobile-application stores or design-asset marketplaces rather than to handicraft platforms. The justification rests on the manufacturing-and-fulfilment value-add, the artificial-intelligence tooling provided free to designers, the discovery and curation, the dispute resolution and customer support, and the embedded uniqueness protection. Promotional rates apply to founding designers; tiered reductions apply at scale, with the commission stepping down as designer annual sales rise.
The blended customer-acquisition-cost target is bounded by a published figure in the operating plan rather than restated here. Achieving it requires a deliberate channel mix where high-volume organic channels (TikTok organic, Instagram organic, influencer seeding) subsidise paid acquisition (paid Meta and paid Google), because paid channels are more expensive per acquisition than organic. A channel-level acquisition-cost breakdown is maintained in the marketing operations data; if organic channels under-perform their projected volume share, the blended acquisition cost rises and either paid spend must contract or the blended target must be revised. A decision rule cuts paid Google spend and doubles TikTok organic posting cadence if the blended acquisition cost exceeds the published threshold for any calendar month.
Several levers shape unit economics most. Block count per design drives material, weight, and shipping cost — the pipeline's blockification step optimises for efficient block coverage, and the gap between the fastest solver and the optimal solver caps at fifteen percent on listed designs. Stock-keeping-unit count drives tooling investment and warehouse complexity — the launch range is the minimum that supports the breadth of the early reference designs. Material price fluctuates because plastic-resin commodity prices move; the launch material remains preliminary and other resin options stay open as the team validates outdoor weathering without changing the block geometry, with quarterly material reviews and a variance buffer in the budget protecting against commodity shocks. Returns rate is a real cost: the launch target keeps returns below five percent cumulative, tightening within months as fulfilment processes stabilise. Customer-acquisition-cost discipline is enforced through channel-level targets and decision rules. Assembly completion rate is not a financial line directly, but assembly-completion failure damages the customer experience and increases support load, so the launch target sits above an adjusted threshold for the initial period and tightens by month three.
Whatever the back-end economics, the customer-facing pricing rules are simple. Prices on listed designs and custom designs are quoted in the local currency for the user's jurisdiction and shown including Value-Added Tax where DomiDo is the merchant of record. Delivery is never shown as fixed or free without an address and a kit weight; the cart and checkout flow calculates delivery once enough information is in place. Pre-order language is unambiguous: in Phase A the call-to-action says "Pre-order — Ships [estimated month]", the confirmation email says the card will be charged only when the kit ships, and the dashboard distinguishes pre-orders from real orders. Artificial-intelligence credit costs are shown on the credit-balance screen and on each operation that consumes credits; free-tier exhaustion shows the exact shortfall and the date credits refresh. Refunds follow the published grading-table percentages: grade A returns full value, grade B returns most of the value, grade C returns partial value, grade D rejects the return, and the grading rubric is visible to buyers in advance.
Several effects compound as volume grows. Tooling becomes negligible per unit as the platform shifts from rapid tooling to production steel to multi-cavity hardened steel, and per-unit tooling cost falls toward zero. Negotiating power with suppliers improves — volume-tier pricing with the contract manufacturer, better terms with the third-party logistics provider, better rates with payment processors. Customer acquisition becomes cheaper as a growing organic audience reduces blended acquisition cost and gallery sharing and word-of-mouth carry more of the new-customer load. Marketplace commission grows as a share of revenue: as Phase C and beyond mature, third-party designers take a growing share of gross merchandise value, and the platform's take rate moves toward marketplace norms. Artificial-intelligence per-call costs may fall — upstream-provider pricing has trended down historically; even without that trend, the platform's ability to switch primary providers based on cost discipline insulates the credit business.
The Phase B trigger is intentionally structured as a three-part gate — validated demand, committed capital and cash runway, and operational readiness — rather than relying on projected pre-order revenue alone. Tooling cost is not the actual capital threshold for Phase B; manufacturing tooling, inventory, fulfilment setup, and runway together set the real bar. A SetupIntent-backed pre-order is not committed cash; it is a card-verified intent to buy that could fail at capture, and capital planning treats it accordingly.