Pricing and billing
Reseller profit planner
Every product line you bill in a month, the fixed costs no single sale sees, and the client count it takes to cover them.
Free, no accountIn your browser
One line per product: a name, how many you sell a month, what each one costs you, what you charge - separated by commas.
Everything you pay whether you sell anything or not: tooling, hosting, support, your own time.
Result
$1,754.60 revenue · $789.60 gross · $389.60 net for the month
3 lines against $400.00 of fixed costs, at a 45.0% margin on revenue.
- Info
$389.60 left after fixed costs
$1,754.60 of revenue, less $965.00 of cost of sales, leaves $789.60 gross - a 45.0% margin on revenue. Take the $400.00 of fixed costs off that and the month ends at $389.60.
- Info
6 clients cover the fixed costs
At $78.96 of gross profit per client - $789.60 spread across the 10 clients served now - it takes 6 of them to cover $400.00 a month, which lands at $473.76 and leaves $73.76 over. You have 10.
- Info
Domains carries the thinnest margin
At $8.50 cost against a $14.99 price, Domains keeps 43.3% of what the customer pays and contributes $259.60 of the month's $789.60 gross profit. A percentage point here moves more money than a point on a line you barely sell.
Each line, for the month
| Line | Qty | Price each | Line profit | Margin |
|---|---|---|---|---|
| Domains | 40 | $14.99 | $259.60 | 43.3% |
| Mailbox licences | 120 | $9.00 | $480.00 | 44.4% |
| Phone numbers | 25 | $3.00 | $50.00 | 66.7% |
Line profit is the month: price less cost, times the quantity entered. Margin is per unit, so the quantity does not flatter it.
The month
- Revenue
- $1,754.60
- Cost of sales
- $965.00
- Gross profit
- $789.60
- Fixed costs
- $400.00
- Net profit
- $389.60
- Margin on revenue
- 45.0%
Break-even
- Clients now
- 10
- Gross profit per client
- $78.96
- Clients needed to cover fixed costs
- 6
- Surplus at that count
- $73.76
- Every figure here is one you typed. The planner has no idea what the market charges for a domain or a mailbox, what your supplier will quote you next quarter, or what a customer would actually agree to pay.
- It assumes each line sells the quantity entered every single month. Renewals do not behave like that: an annual domain renewal lands in one month in full rather than a twelfth of it twelve times, so a renewal-heavy book is lumpier than this table.
- The break-even count treats every client as the average client. One customer who buys three times the average pulls the real count below it, and a tail of tiny accounts pushes it above.
What this is
Most of what a reseller profit calculator is asked to do is the arithmetic of one sale, and one sale is the easy part. This planner takes the whole month instead - domains at one margin, mailbox licences at another, numbers at a third - subtracts the fixed costs that no individual sale ever sees, and says how many clients like today’s it takes to pay for them.
A line is a product: its name, how many of it you move in a month, what your supplier charges you for one, and what you charge a customer for one. The planner works each line out per unit, multiplies by the quantity, and stacks the lines into one month of revenue, cost of sales and gross profit.
Fixed costs are the part a per-sale margin calculation cannot see: the tooling, the support hours, the hosting and your own salary, all of which arrive whether or not anyone buys anything. Gross profit pays for them before any of it is yours, which is why a healthy-looking margin on every line can still end a month behind.
Pricing what you resell: cost, markup and margin (/blog/pricing-what-you-resell-cost-markup-and-margin) opens with exactly this planner, for the reason above: a margin that looks fine line by line can still leave a month behind once fixed costs come off the total, which the rest of that guide works through tool by tool.
How to read the result
Read the line table first and look at the Margin column rather than the Line profit column. The thinnest margin is where a price rise earns the most for the least argument, and the planner names it for you underneath.
Then read the Net profit row, not the Revenue row. Revenue going up with net profit flat is the signature of a line that is busy and not worth carrying, and the break-even block says how many clients the current mix needs before the fixed costs stop eating the month.
Common mistakes
What goes wrong most often, and how to tell.
- Planning a month off one sale’s marginA 45% margin on a mailbox licence says nothing about whether the month pays for itself, because the month also pays for the tools, the support time and the hours spent provisioning. Gross profit is what is left to pay the fixed costs with; net profit is what is actually yours.
- Spreading an annual renewal across twelve monthsA domain renews once a year and the whole invoice lands in that one month. Entering a twelfth of your renewal book as a monthly quantity makes the planner smooth, and makes the two months a year that carry the bulk of your renewals look like every other month.
- Treating a busy line as a profitable oneVolume and contribution are different columns. A line that sells in the hundreds at a few cents of margin can contribute less to the month than a line that sells twice at a healthy one, and only the line profit figure settles which is which.
- Assuming the next client looks like the average oneThe break-even count divides fixed costs by the gross profit of an average client, and real books are not averages: one large account can be carrying the arithmetic, in which case losing it moves the count further than the number suggests.
Questions
What people ask about this tool.
- Work each product out per unit first - price less cost - then multiply by how many you sell in the month and add the lines together. That total is gross profit; subtract the fixed costs you pay regardless of sales, and what is left is the month’s net profit, which is the figure this planner ends on.
- Anything you owe in a month where you sell nothing: your control panel or automation subscriptions, hosting, support tooling, accounting, insurance, and the hours you or your staff are paid for regardless of order volume. Supplier costs that only exist when you make a sale belong in the line’s cost instead.
- Because the price you entered is below the cost you entered, which means every unit sold widens the gap rather than closing it. That happens most often on a legacy price that was never raised when the supplier cost moved, and the planner names the line so it can be repriced or dropped.
- Enter the quantity for a typical month and treat the result as that month, not as a twelfth of the year. For anything seasonal or renewal-driven, running the planner twice - once for a quiet month and once for a busy one - is more useful than averaging the two into a month that never happens.
Use it from the API
The same check, as one request.