Business
Most business metrics are two numbers divided by each other, and most disagreements about them are disagreements about which two. Each tool states its definition up front, because "LTV" computed three defensible ways gives three different answers and only one of them matches your board deck.
Pricing
Profit Margin CalculatorProfit margin with the equivalent markup, because confusing the two is the most expensive arithmetic error in pricing. A 30 percent markup is a 23 percent margin, so pricing at cost plus 30 when you meant a 30 percent margin loses seven points on every sale.Gross Margin CalculatorGross margin after direct costs only. The line that matters is what counts as COGS: put overhead in it and you are computing operating margin under a different name.Net Profit Margin CalculatorThe bottom line as a percentage of the top line. What survives after every cost, interest payment and tax.Operating Margin CalculatorOperating profit as a share of revenue. The margin of the business itself, before financing structure and tax.Contribution Margin CalculatorWhat each unit contributes toward fixed costs once its own variable cost is paid. This is the number that decides whether selling more helps or hurts.Markup CalculatorSelling price from a markup, with the margin it actually produces. A 100 percent markup is a 50 percent margin, so setting one while meaning the other loses the difference on every unit.Markup vs Margin ConverterConvert between markup and margin in either direction. A 50% markup is a 33.3% margin; a 50% margin is a 100% markup. Getting these the wrong way round is a pricing error that compounds on every sale.Break-Even Point CalculatorThe volume at which revenue covers cost, with the margin of safety against your current sales and a price change you can test. A ten percent price cut usually needs a far larger volume increase than people expect, and this page shows how much larger.Multi-Product Break-Even CalculatorBreak-even across a product range, weighted by the sales mix. The answer depends on the mix as much as on the costs, so a month that hits its unit target through the wrong products can still miss break-even.Target Profit Volume CalculatorThe volume needed to hit a profit target rather than merely to break even, with the target stated either as an amount or as a margin on revenue. A margin target is the harder of the two, because the revenue it is a percentage of moves with the volume.Cost-Plus Pricing CalculatorPrice from cost and a target margin. The division by (1 − margin) is the step people get wrong. Adding the margin to cost undershoots the target every time.Value-Based Pricing CalculatorPrice anchored to value created rather than cost incurred. Cost sets the floor and value sets the ceiling, and cost-plus pricing ignores the ceiling entirely.Discount CalculatorDiscounted price with optional tax applied afterwards, and the effective discount once tax is counted.Successive Discount Calculator"30% off, then 20% off" is not 50% off. It is 44%. This shows the effective discount and the difference from simply adding them.Tiered / Bulk Pricing CalculatorGraduated against volume tier pricing on the same schedule. Volume pricing creates a cliff at every break where buying one more unit lowers the total bill, which graduated pricing never does.
Sales
Commission CalculatorCommission with an accelerator above quota, which is how most plans actually work. The effective rate across all sales is shown, since that is the number a plan is usually judged on.Sales Quota Attainment CalculatorQuota attainment against pace, with pipeline coverage of the gap. Coverage weighted by win rate is the honest measure, and raw pipeline of three times the gap is the conventional minimum.
SaaS
Customer Acquisition Cost CalculatorFully-loaded acquisition spend divided by customers acquired, with payback period and the LTV ratio that decide whether it is affordable. The definition argument is what counts as fully loaded: salaries and tooling belong in it, and leaving them out flatters the number.Customer Lifetime Value CalculatorLifetime value in undiscounted and discounted form, with the CAC ratio. The undiscounted figure overstates at low churn, because money arriving four years out is not worth its face value today.LTV to CAC Ratio CalculatorThe ratio of what a customer is worth to what they cost to acquire. Three times is the conventional floor; much above five usually means underspending rather than efficiency.CAC Payback Period CalculatorHow long a customer takes to repay what they cost to win. Cash-flow reality that the LTV:CAC ratio hides. A 4× ratio over five years still starves a business of cash.Churn Rate CalculatorCustomer and revenue churn, with net churn after expansion. The two measures often disagree, and net revenue churn below zero is the state that lets a subscription business grow without acquiring anyone.Retention Rate CalculatorRetention measured properly. New customers subtracted out, so growth cannot disguise churn.Net Revenue Retention CalculatorNet revenue retention from a fixed cohort, with gross retention alongside. Above 100% the existing base grows on its own; gross retention shows what that number is hiding.MRR and ARR CalculatorMRR and ARR from a mix of monthly and annual contracts. Annual deals are normalised to a monthly rate rather than counted when they are billed.ARPU CalculatorRevenue per active user. The definition of "active" does more work here than the arithmetic does.Cohort Revenue CalculatorRevenue from one cohort as it decays. Retention compounds, so 92 percent monthly leaves under a third of the cohort after a year, which is why small retention differences dominate everything else.Rule of 40 CalculatorGrowth plus margin. The heuristic is that a software business should clear 40 on the sum of the two, trading one against the other freely.SaaS Magic Number CalculatorNew ARR divided by the previous quarter's sales and marketing spend. Above 0.75 the standard advice is to spend more; below 0.5, to fix efficiency first.
Marketing
ROAS CalculatorReturn on ad spend, plus the break-even ROAS your margin actually requires. A 4× ROAS is a loss at a 20% margin.CPC CPM CPA CalculatorThe three cost metrics from one campaign, with the funnel rates that connect them. Improving cost per acquisition is usually a conversion-rate problem rather than a bidding one, and this shows which.Ad Budget CalculatorAd budget worked backwards from a revenue target. The test is not whether the campaign returns more than it costs, but whether the gross profit per order exceeds the cost of acquiring it.Conversion Rate CalculatorConversion rate with the value per visitor, which is the figure that decides how much traffic is worth buying. One extra percentage point is usually worth more than any plausible traffic increase.A/B Test Sample Size CalculatorSample size per arm for a two-proportion test. The inverse-square relationship is the insight: halving the detectable effect quadruples the sample you need.A/B Test Significance CalculatorA/B test significance by a two proportion z test. The p value is the probability of seeing data this extreme if the variant made no difference, which is not the probability that the variant works, and reading it the second way is how underpowered tests ship as wins.Funnel Conversion CalculatorStep-by-step and end-to-end funnel conversion, with the weakest step identified. Rates multiply rather than average, so one bad step caps everything downstream.Email Marketing ROI CalculatorEmail campaign returns through the full funnel. Three rates multiply, so respectable-sounding figures at each stage compound into well under one percent of the list ordering.Influencer Campaign ROI CalculatorInfluencer campaign return through engagement, clicks and conversion. Follower count is the least important input, which is the opposite of how these deals are usually priced.SEO ROI CalculatorSEO return with the ramp modelled. Gains arrive gradually, so a calculation using the end-state traffic across the whole period overstates the return by roughly half.
Startup
Burn Rate & Runway CalculatorRunway on both a flat burn and one allowing for growth, with the date to start raising. A company growing revenue faster than costs has more runway than the flat figure says, and one hiring ahead of revenue has considerably less.Startup Equity Dilution CalculatorWhat a funding round does to your stake, separating the dilution from the new investors from the dilution from the option pool. A pool created pre-money comes entirely out of the existing holders, and that detail moves a founder stake by several points while the headline terms look unchanged.Cap Table CalculatorA cap table before and after an issue of new shares, worked in share counts rather than percentages. Percentages are the output here, never the input, because a table maintained in percentages stops adding to a hundred the first time anything unusual happens.SAFE Note Conversion CalculatorWhat a SAFE converts into at a priced round, and which of the cap and the discount actually governed. The cap is the term that matters in a good outcome: in a strong round the discount is irrelevant and the cap is doing all the work.Convertible Note CalculatorA convertible note through to conversion, with the accrued interest converting alongside the principal. Unlike a SAFE, a note is debt: it accrues interest, it has a maturity date, and both of those are real terms rather than formalities.Employee Option Pool CalculatorHow many new shares an option pool needs and what it costs the existing holders. The arithmetic is circular, since the new shares are part of the total they are a percentage of, and getting that wrong undersizes the pool every time.
Operations
Inventory Turnover CalculatorInventory turnover and days of stock. It uses cost of goods rather than revenue, because inventory is carried at cost and dividing revenue by it mixes two different bases.Economic Order Quantity CalculatorThe order quantity that minimises ordering plus holding cost, and how much it saves against what you order now. The cost curve is remarkably flat near the optimum, so being twenty percent off the EOQ costs about two percent, which is worth knowing before anyone argues about the inputs.Reorder Point CalculatorThe stock level at which to place the next order, covering demand through the lead time plus a buffer for variability in both demand and lead time. Lead time variability is usually the larger of the two and is the one most often left out.Invoice & Quotation CalculatorAn invoice total with tax added and withholding deducted. Withholding is computed on the pre-tax value rather than the invoice total, which is the detail that makes reconciliations disagree.MSME Late Payment Interest CalculatorInterest on delayed payment to a registered MSME. The MSMED Act caps the credit period at 45 days regardless of what was agreed, and sets the interest at three times the RBI bank rate compounded monthly.Labor Cost Percentage CalculatorLabour cost percentage and prime cost. Prime cost, labour plus food, is the figure that decides whether a restaurant works, and sixty to sixty-five percent is the ceiling.
Finance
Days Sales Outstanding CalculatorDays sales outstanding, and the cash locked up by collecting late. Each day of DSO above terms is a day of revenue sitting in someone else's bank account.Cash Conversion Cycle CalculatorThe cash conversion cycle and the working capital it demands. A negative cycle means customers pay before suppliers do, which funds growth for free and is why retail and subscription businesses scale without capital.Working Capital CalculatorWorking capital with the current and quick ratios. The quick ratio removes inventory, on the view that stock you cannot sell in a hurry is not much use when a bill falls due.Current & Quick Ratio CalculatorCurrent, quick and cash ratios together. They form a ladder of strictness, and a large gap between the current and quick ratios says the balance sheet is held up by stock.Debt-to-Equity Ratio CalculatorLeverage as a ratio, with interest coverage alongside. The ratio says how much debt there is and coverage says whether it can be serviced, and only the second is about survival.Interest Coverage Ratio CalculatorInterest coverage on three bases, with the headroom before profit stops covering the interest bill. Lenders write covenants against this ratio, which is why the headroom figure matters more than the ratio itself.EBITDA CalculatorEBITDA with the gap to net income shown item by item. It is a useful comparison measure and a poor proxy for cash, and the add-backs on this page are why.Free Cash Flow CalculatorFree cash flow and how well profit converts to cash. Persistent conversion below one hundred percent means reported profit is not arriving in the bank, which is worth explaining.Payback Period CalculatorHow long an investment takes to pay for itself, both undiscounted and discounted. The two differ by more than people expect, and the discounted figure is the honest one because a rupee arriving in year six is not a rupee today.Equipment Lease vs Buy CalculatorLeasing against buying a piece of equipment over the lease term, netted against the residual value you still hold. The same comparison as a vehicle, and the residual assumption matters even more because specialised kit can be worth very little second-hand.
Valuation
WACC CalculatorThe blended rate a business pays for its capital, and the usual discount rate in a valuation. Debt looks cheap partly because interest is deductible, and the tax shield is shown separately so that is visible.Cost of Equity (CAPM) CalculatorCost of equity by the capital asset pricing model, extended to a WACC where a capital structure is given. Every input is an estimate, and the output inherits all of that uncertainty, so the page shows how far the answer moves when beta does.DCF Valuation CalculatorA two-stage discounted cashflow valuation, with the terminal share shown as a percentage. That percentage is usually most of the answer, which is the honest thing to know about the method.Business Valuation CalculatorIndicative valuation on three multiple bases. Multiples value the enterprise, and net debt must be subtracted to reach what the shares are worth, which is the step most often skipped.
E-commerce
Payment Gateway Fee CalculatorPayment gateway fees including tax and the fixed component. The advertised rate is neither: tax on the fee and a flat charge per transaction both push the effective rate above it, and small tickets suffer most.Marketplace Seller Fee CalculatorMarketplace economics after commission, logistics and returns. A return does not just cancel a sale: the outbound cost is already spent and the return shipping is charged again, so a twelve percent return rate costs far more than twelve percent of profit.Dropshipping Profit CalculatorDropshipping unit economics with advertising and refunds. Advertising cost per sale is the input that decides everything, and it is the one that rises as you scale.Print-on-Demand Profit CalculatorPrint on demand margins per item. The trade is no inventory risk in exchange for a per-unit cost that never falls with volume, which caps the margin permanently.
More
Revenue Growth Rate CalculatorTotal and per-period growth between two revenue figures, compounded properly rather than divided.Month-over-Month Growth CalculatorPeriod-over-period growth and what it annualises to. Multiplying a monthly rate by twelve understates it badly, because growth compounds.Compound Monthly Growth Rate CalculatorCompound monthly growth rate, the standard measure for early-stage growth. Multiplying a monthly rate by twelve badly understates the annual figure, because monthly compounding is fast.ROI CalculatorReturn on investment, annualised and adjusted for inflation and tax. Total return cannot be compared across different holding periods, and dividing it by the years overstates because it credits none of the return with compounding.Restaurant Food Cost CalculatorFood cost percentage from stock movements. Using purchases instead of food actually used is the standard error, and it makes a month with a stock build look far worse than it was.Recipe Costing CalculatorRecipe cost per portion and the menu price it implies. Dividing by the target food cost is the correct operation, and adding a markup percentage instead gives a different and wrong answer.