Free business operating tool
Measure what each lead, appointment, and new customer costs—and compare acquisition spend with estimated revenue and gross profit.
Enter costs, lead volume, booked appointments, new customers, average revenue, and gross margin from one consistent period.
Primary formula: Total acquisition cost ÷ new customers acquired. Funnel, profit, break-even, ROI, and return-on-spend figures use the additional volume, revenue, and gross-margin inputs shown above.
These are operating estimates. Results depend on accurate inputs and do not automatically allocate overhead, refunds, repeat purchases, customer lifetime value, or costs outside the reporting period.
The calculator keeps the denominator visible so a business can distinguish lead volume, booked work, closed customers, revenue, and gross profit.
Add advertising, marketing tools, agencies or freelancers, attributable sales payroll and commissions, and other acquisition expenses from the same period.
Compare total cost with leads, booked appointments, and new customers to see cost per lead, cost per appointment, customer acquisition cost, and conversion rates.
Average revenue and gross margin estimate revenue, gross profit, break-even customers, acquisition ROI, and revenue return on spend.
Customer acquisition cost, often shortened to CAC, is the marketing and sales cost required to add one new customer. A useful CAC calculation uses acquisition costs and customer counts from the same month, quarter, or campaign period. Mixing annual costs with monthly customers—or leads from one source with customers from another—creates a misleading result.
Cost per lead and booking rate show what happens before the sale. Appointment close rate and lead-to-customer rate show how effectively the business converts demand. Estimated gross profit and break-even customers add the context that revenue alone cannot provide.
For a vehicle-dependent business, customer growth can create route density, crew, cargo, delivery, and fleet-capacity needs. Use CAC alongside gross profit, repeat business, service area, technician capacity, vehicle utilization, and customer lifetime value before increasing acquisition spend or adding vehicles.
When new customers create more routes, crews, deliveries, or service calls, commercial vehicle planning should account for the operating demand behind that growth.