Vocations · Professional Development
Enter a price, what each sale costs you and what you pay every month no matter what. The page shows how many you have to sell to cover it all, draws the chart, and lets you test a higher price or a cheaper supplier before you commit.
The worked example is a made-up student business selling printed shirts at $18. Change any number, drag the handle on the chart, or pick another example from the menu.
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Vocations · Professional DevelopmentFree
Cost-volume-profit analysis, in plain terms.
Variable costs rise with every sale: the blank shirt, the ink, the bag, the card fee. Fixed costs are owed for the period whatever you sell: rent, equipment, software, insurance. Some costs are a mix of both, such as a phone plan with a base charge and usage fees. Put the base in fixed costs and the per-sale part with the unit costs.
Contribution margin for one unit = price − variable cost of one unit. Break-even in units = fixed costs ÷ contribution margin. Break-even in sales = fixed costs ÷ contribution margin ratio, where the ratio is the margin divided by the price. Units for a profit goal = (fixed costs + the goal) ÷ contribution margin. Margin of safety = expected sales − break-even sales. Profit swing = total contribution margin ÷ profit: how many times as fast as sales the profit moves. The closer you are to break-even, the bigger it is.
With several products, the margin used is the average across the mix, weighted by how many of each you sell. That answer holds only while the mix holds.
The lines on the chart are straight. Real prices drop with discounts, unit costs fall when you buy in bulk, and fixed costs jump when you outgrow a space or a machine. The calculation also ignores income tax and counts your own time as free unless you enter a wage for it. Treat the result as a first test of a plan, and run it again when a number changes.
Every amount is held in whole cents, so nothing is lost to rounding. Before each release the calculator is run against exact fractions on 4,500 random cases and has to agree on every one.
The examples are made up. A break-even estimate is only as good as the costs you enter; it does not include income or sales taxes, and it is not accounting, tax or legal advice. Before you spend real money, check your numbers with someone who knows your kind of business. Support: team@caveatacademic.com.