Revenue leak calculator
What is the blind spot costing you? Enter traffic, conversion rate, AOV and refunds, then set what fixing each one would look like. The annual number is usually larger than people expect.
Store sessions for a typical month.
Orders divided by sessions, as a percent.
Net revenue divided by orders.
Refunded revenue as a share of gross revenue.
What would fixing it look like?
Points added to your current conversion rate.
Share of current refunds prevented by catching the products and channels causing them.
Increase in average order value from bundling, thresholds or mix.
Enter traffic, conversion rate and AOV to size the gap.
By the Numbers shows which products, channels and cohorts are behind each of these three numbers. See the reporting
Where the money goes
Each lever is priced against your current baseline and none is credited twice, so the three parts add up to the total. That matters, because the instinct is to attack the biggest bar. Often the right move is the second biggest: conversion work is slow and contested, while a refund pattern concentrated in three SKUs can be fixed in a week.
The conversion lever is worth breaking down by first-time versus returning visitors before you act on it: the two behave differently enough that a blended rate hides which one is failing, as first-time customer conversion sets out. The order value lever is usually the fastest of the three, and the frequently bought together method is where most stores find the first few percent.
One caution: this models the same customers behaving slightly better. It does not model growth. If you want the version that includes repeat purchase and compounding, the AOV and repeat purchase modeler does that, and the margin calculator tells you how much of any recovered revenue you keep.
Leak questions, answered
What counts as a revenue leak?
Revenue your current traffic and customers could produce but do not, because something goes unmeasured and therefore unfixed. This calculator prices three of them: sessions that never convert, revenue handed back in refunds, and order value left on the table at checkout.
Are the improvement assumptions realistic?
They are yours to set. The sliders default to modest moves: half a point of conversion rate, a quarter of refunds avoided, five percent on AOV. Those are the sort of gains that follow from fixing one specific thing, not a heroic redesign. Drag them to whatever you believe.
Why does the refund lever matter so much?
Refunds come straight off gross profit, and they cluster: a handful of products, sizes or channels usually produce most of them. Stores that never break refunds down by product and channel cannot act on the pattern, so it repeats every month.
What do I do with the number?
Treat it as the budget you are already spending on not knowing. If the annual figure is larger than what better reporting and a few fixes would cost, the decision makes itself.
The leak is not the problem. Not seeing it is.
By the Numbers shows which products, channels and cohorts sit behind each of these three numbers, updated daily.
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