Model the economics of better audience selection.
Enter your baseline, then change individual assumptions to compare an illustrative scenario. No improvement is assumed by default.
Editable sample baseline · all scenario changes start at zero. Inputs stay in this page until you choose to include the model in an inquiry.
Your baseline
Your scenario
Model a possible relevance change by estimating its effect on CPL. This is your assumption; the tool does not infer a measured relationship between relevance and cost.
Negative CPL change models a lower cost. Rate changes are percentage points: 30% + 5 points = 35%. Both improving and worsening scenarios are supported.
| Monthly estimate | Baseline | Scenario |
|---|---|---|
| Estimated leads | 100 | 100 |
| Appointments | 30 | 30 |
| Shows | 21 | 21 |
| Customers | 4.2 | 4.2 |
| Revenue | $21,000 | $21,000 |
| Gross profit | $10,500 | $10,500 |
| Ad + sales cost | $10,000 | $10,000 |
| Acquisition cost / customer | $2,381 | $2,381 |
| Contribution after acquisition | $500 | $500 |
| Revenue / ad spend | 2.1× | 2.1× |
| Return after acquisition cost | 5% | 5% |
| Sales cost / prospect | Not defined | Not defined |
Leads = spend ÷ CPL. Appointments, shows, and customers apply each successive rate. Gross profit = revenue × gross margin. Acquisition cost includes ad spend and optional sales cost. Contribution and return exclude DemandVerified fees, other software, overhead, taxes, and time delays. Add those costs to your decision model once scoped. Customer value and spend must use a comparable measurement horizon. Fractional customers are expected values, not literal forecasts. Prospecting volume affects only sales cost per prospect.