Software Total Cost of Ownership
Compare vendor quotes over one to five years, with seat growth, renewals, setup and staff time.
Use software total cost of ownership →CALCULATORS BY INDUSTRY
Business essentials calculators
Compare common pricing, staffing, cash and operating decisions across business types.
46 free tools. No signup. Methods, examples and source links on every page.
Payment Fee Plan Comparison
Put two payment fee schedules against the same sales volume. Compare monthly charges, net receipts and the transaction volume where costs meet.
Use payment fee plan comparison →Price Increase & Sales Loss
See how many sales you could lose after a price increase while preserving the same modeled profit. Test a volume-loss scenario against your current business.
Use price increase & sales loss →Break-Even Jobs & Revenue
Calculate the whole jobs needed to cover monthly fixed costs or reach a profit target. Compare that threshold with your expected workload.
Use break-even jobs & revenue →Borrowing vs Supplier Discount
Compare paying an invoice in full at its net due date with borrowing the discounted amount to pay early. Include the financing rate, day count and one total financing fee.
Use borrowing vs supplier discount →Fully Loaded Hourly Labor Cost
Spread annual wages, estimated employer burden, benefits and allocated overhead across paid hours and productive hours. Keep the cost estimate separate from your customer billing rate.
Use fully loaded hourly labor cost →Make vs Buy Cost
Compare two fixed-plus-variable cost plans over the same volume and period. See how the lower-cost option changes with volume and where the cost lines meet.
Use make vs buy cost →Advertising ROAS & Profit Return
Turn attributed orders into revenue, contribution and campaign profit. Compare revenue ROAS with a clearly defined profit return and a whole-order break-even target.
Use advertising roas & profit return →Asset & Equity Returns
Calculate period ROA and ROE using beginning/end averages. Keep losses and negative equity visible instead of forcing positive ratios.
Use asset & equity returns →Cash Burn & Runway
Compare monthly cash inflow and outflow with unrestricted cash. Estimate a constant-rate runway without treating accounting profit as cash.
Use cash burn & runway →Debt & Leverage Ratios
Derive book equity, net interest-bearing debt and simplified leverage ratios. Keep nonpositive equity and EBITDA limitations explicit.
Use debt & leverage ratios →Interest Coverage
Calculate a simplified times-interest-earned ratio from period earnings and interest expense, including loss and zero-interest cases.
Use interest coverage →Liquidity Ratios
Build current, quick and cash coverage from explicit asset categories rather than entering overlapping totals.
Use liquidity ratios →Margin & Markup
Use one cost and selling price to compare unit profit, margin on price and markup on cost.
Use margin & markup →Profit & Margin Bridge
Compare revenue, variable costs and fixed costs across two compatible periods. See the arithmetic contributions to profit and margin change.
Use profit & margin bridge →Revenue Growth & CAGR
Compare total revenue growth with its smoothed compound annual rate over a stated positive number of years.
Use revenue growth & cagr →Inflation & Input Costs
Compare an unchanged annual cost with a constant entered increase or decrease over a bounded planning horizon.
Use inflation & input costs →Campaign Unit-Cost Metrics
Calculate click-through rate, lead conversion and unit costs from one consistent campaign funnel, without turning those counts into a profit claim.
Use campaign unit-cost metrics →Conversion Lift Impact
Hold visitor volume constant and compare two assumed conversion rates using contribution per conversion and a one-time implementation cost.
Use conversion lift impact →Customer Acquisition Cost
Spread marketing, sales and allocated tools across new paying customers in the same acquisition period or cohort.
Use customer acquisition cost →Lead Expected Value
Combine an assumed close rate with customer contribution and a handling cost paid for every lead.
Use lead expected value →Maximum Acquisition-Cost Allowance
Estimate the contribution available for acquisition after onboarding and a chosen profit allowance, using an explicit order horizon.
Use maximum acquisition-cost allowance →Annual vs Monthly Subscription
Compare a full one-year subscription commitment with a monthly plan you can stop after the expected whole months of use.
Use annual vs monthly subscription →Budget vs Actual Variance
Compare one period of revenue, labor, materials and other costs with its budget. Separate a spending variance from its opposite effect on modeled profit.
Use budget vs actual variance →Business Loan Repayment
Build an end-of-month repayment schedule with monthly cent-rounded interest, a deducted upfront fee and an adjusted final payment.
Use business loan repayment →Investment Dilution & Ownership
Calculate the new investor share and one existing owner’s percentage after a primary investment at an entered pre-money valuation.
Use investment dilution & ownership →Invoice Aging & Collections
Enter five due-date aging buckets and your collection assumptions. See the overdue total and an oldest-first review table without entering customer details.
Use invoice aging & collections →Payables Payment Timing
Arrange receipts and supplier payments in four thirty-day buckets. Compare opening and bucket-end cash with an entered minimum buffer.
Use payables payment timing →Receivables Collection Performance
Calculate turnover and implied collection days alongside a bridge from opening receivables, credit sales, collections and noncash reductions.
Use receivables collection performance →Startup Funding Requirement
Combine startup outlays, opening inventory, deposits and a positive-burn reserve, then compare the total with available funds.
Use startup funding requirement →Working Capital Requirement
Estimate receivables, inventory and supplier credit from steady activity and entered timing, then add minimum operating cash.
Use working capital requirement →Customer Retention & Churn
Separate the retained starting cohort from new customers still active at period end. Report customer-count retention and churn together.
Use customer retention & churn →Customer Lifetime Contribution
Apply entered monthly churn to a starting customer cohort and compare expected revenue, variable cost and onboarding outlay over a chosen horizon.
Use customer lifetime contribution →CAC Payback & Lifetime Ratio
Relate acquisition cost to monthly contribution and an explicitly entered paid-customer horizon, keeping payback separate from revenue.
Use cac payback & lifetime ratio →Campaign Budget Scenario
Turn a customer target into whole leads and clicks using your conversion assumptions, then compare sufficient target cost with a strict budget ceiling.
Use campaign budget scenario →Marketing Funnel Projection
Apply sequential visit, lead, qualification and sale rates, then extend expected revenue and contribution after campaign costs.
Use marketing funnel projection →Automation Investment Return
Value annual time released, state the share that becomes avoided cash spending, and compare net savings with upfront investment.
Use automation investment return →Business DCF Valuation Scenarios
Discount three explicit annual cash flows and a declared terminal-growth scenario, then subtract signed net debt.
Use business dcf valuation scenarios →Capital Project NPV, IRR & Payback
Compare three year-end project cash flows using NPV, year-end recovery checkpoints and an IRR only when the numerical method supports it.
Use capital project npv, irr & payback →Contribution & Target Profit Pricing
Relate unit contribution to fixed costs, a target profit and a whole-unit sales volume.
Use contribution & target profit pricing →Early Payment Discount — Seller View
Compare the discount a seller offers with a simple estimate of financing cost avoided by receiving cash sooner.
Use early payment discount — seller view →Extra Debt Repayment Comparison
Compare one fixed monthly amortization with an added monthly amount and an entered one-time prepayment charge.
Use extra debt repayment comparison →Loan Refinance Break-Even
Compare cash payments and remaining debt at the same holding-period checkpoints so a longer loan does not masquerade as a saving.
Use loan refinance break-even →Rolling Cash-Flow Forecast
Plan a rolling cash forecast with three entered event days. See receipts, payments and financing, the lowest modeled balance and its first day, and funding needed to retain your cash buffer.
Use rolling cash-flow forecast →Sales Mix Break-Even
Fix a whole-unit two-product basket and calculate the baskets needed to cover fixed cost and a target profit.
Use sales mix break-even →Observed Price Elasticity
Compare midpoint and base-period quantity responses to a price change without interpreting two observations as a causal demand curve.
Use observed price elasticity →Before you use these calculations
Match the same period and workload in both alternatives.
Separate cash, accounting costs and the value of owner time.
Check the method for omitted fees, financing, taxes and timing assumptions.
Start with the example, replace the assumptions with your measurements, then change one input to see its effect. Save or export the scenario if you need to keep its basis.
How Case calculators are built and checked →Read practical calculation guides or browse another industry.