RESOURCES / FREE PLANNING TOOL
Estimate upfront payments, six-month customer value and ROI from your own meeting, conversion and cost assumptions. No sign-up needed.
YOUR SCENARIO
Enter your own meeting volume and customer economics. These editable example values are not a LeadScorer forecast or quote.
All amounts use this currency. Switching changes the unit, not the numbers; no exchange-rate conversion is performed. Replace example amounts with your own costs and use consistent tax treatment.
Where to find reliable inputs →Share of bookings that actually take place.
Share of held meetings that meet your agreed criteria.
Expected wins ÷ qualified held meetings.
Amount you expect to collect when a customer closes.
Total value over six months after closing, including the upfront payment.
Used for profit-based ROI, not applied to upfront receipts.
Replace these illustrative amounts with your actual proposal and internal costs.
Only costs not already included in the program fee.
Your team’s allocated cost over this program.
Use zero if included above or not charged.
Approximate time from meeting to closed sale.
LIVE ESTIMATE
Expected six-month gross profit less modeled acquisition costs—not cash collected during the program. Monetary results are in USD.
TAKE THE MODEL INTO YOUR BUYING DECISION
Keep the assumptions beside the result. Export this USD scenario’s meeting funnel, customer value, costs, calculated outcomes and formula explanations as a CSV for Excel or Google Sheets. No signup or email is required; the file is created in your browser.
This is a snapshot, not a spreadsheet with live formulas. Change assumptions here and export again to compare scenarios. Illustrative estimates are not actual results or a revenue promise.
Six-month value is measured after each modeled close.
Six-month customer value × your gross margin; before acquisition costs.
Fixed, extra tools, setup, internal follow-up and $0 in variable fees.
Unavailable with zero expected wins. Not a fully loaded company-wide CAC.
Whole wins needed to cover this scenario’s cost at your stated margin. Recalculate if meeting volume changes.
Six-month customer value starts after a win—not at campaign launch.
Timing assumes meetings are spread through the program. Ramp-up, buyer delays, invoicing and payment terms are not modeled.
In booked-meeting mode: held = booked × booked-to-held rate; qualified held = held × held-to-qualified rate. In qualified-held mode, the value entered is used directly. Both modes then calculate expected wins = qualified held × win rate.
Upfront payments = expected wins × upfront payment per customer. Six-month cohort value = expected wins × total six-month value per customer; that total already includes upfront payments. Gross profit = six-month value × gross margin. Costs = monthly program and extra tools × program months + setup + allocated internal cost + qualified held meetings × variable fee. Net contribution = gross profit − cost; ROI = net contribution ÷ cost.
These are transparent scenarios, not audited forecasts or cash-flow projections. They do not estimate reachable accounts, launch ramp, retention beyond six months, payment timing or actual conversion rates. Use your own cohort evidence where possible. Do not enter confidential customer information.
Currency USD. Qualified held meetings 18; expected wins 3.6; modeled upfront payments $9,000; six-month customer value $36,000; net modeled contribution $12,600.
Estimate wins from qualified meetings and your own close-rate assumption, then calculate expected gross profit and subtract the full campaign cost. Divide net contribution by cost to express ROI. Keep the period, margin and outcome definitions consistent. This calculator produces a scenario from your inputs, not a revenue prediction.
BUILD A SCENARIO YOU CAN CHECK
Use your own calendar, CRM and finance records where available. For each assumption, keep its source, cohort dates, sample size and observation window. Separate US and UK cohorts when you have enough comparable records; do not assume a visitor’s country is the market a campaign targets.
| Input | Definition | Where to check it |
|---|---|---|
| Booked meetings and attendance | Use unique appointments with a scheduled date in your chosen cohort. Attendance = appointments held ÷ appointments booked × 100. | Check calendar outcomes against CRM records. Do not count each reschedule as a new appointment; keep no-shows in the booking denominator. |
| Qualification rate | Qualified held appointments ÷ all held appointments in that same cohort × 100. | Use a recorded acceptance decision against one agreed qualification standard. A booking or positive reply is not an accepted meeting. |
| Close rate | Won customers attributable to that meeting cohort ÷ qualified held appointments × 100. | Use a cohort old enough for the usual sales cycle to finish. A CRM opportunity win rate uses a different denominator and cannot be substituted unchanged. |
| Customer value and gross margin | Use total revenue per won customer over the first six months, including any upfront payment. Gross margin = (revenue − direct delivery costs) ÷ revenue × 100. | Reconcile invoices and delivery costs with finance. Do not enter annual contract value as six-month value unless that is genuinely earned within the six-month window. |
| Acquisition costs and timing | Add supplier fees, incremental tools, setup, allocated follow-up cost and meeting-linked fees once. Measure the time from first qualifying meeting to close. | Use the proposal, invoices and internal cost allocation. Keep all amounts in one currency and apply a consistent tax basis; the calculator does not calculate tax or exchange rates. |
In an illustrative cohort, 20 unique bookings produce 15 held appointments, 12 accepted qualified appointments and 3 wins. Attendance is 15 ÷ 20 = 75%; qualification is 12 ÷ 15 = 80%; close rate is 3 ÷ 12 = 25%. Using 3 ÷ 20 as the close rate would apply attendance and qualification twice in this calculator.
With 12 qualified held appointments, one additional win changes the observed close rate by about 8.3 percentage points. Label a small or unfinished cohort as uncertain. Keep inbound referrals separate from cold outbound, and compare the same offer, buyer segment and observation window.
Mark unmeasured values as assumptions, use a lower-conversion scenario alongside your base case, and replace assumptions as cohorts mature. The defaults and the worked USD illustration below are teaching examples—not US or UK market averages. Switching the live calculator to GBP does not convert those static examples.
METHOD / WORKED EXAMPLE
A fixed illustration of the model—not a LeadScorer result, quote or performance benchmark. Changing the calculator above does not change this reference example.
10 booked meetings per month over 3 months gives 30 bookings. At 80% attendance, 24 are held. If 75% of those meet your qualification criteria, the campaign has 18 qualified held meetings.
A 20% close rate produces 3.6 expected wins. At $10,000 six-month value per customer, modeled cohort revenue is $36,000. A 60% gross margin leaves $21,600 in gross profit before acquisition costs.
($2,500 monthly program fee + $100 extra tools) × 3 months, plus $500 setup and $700 internal follow-up, gives $9,000. This example has no additional fee per qualified held meeting.
($21,600 − $9,000) ÷ $9,000 × 100 = 140% modeled ROI. The $12,600 contribution is not cash collected during the three-month campaign.
All three examples use 30 bookings, $9,000 modeled acquisition cost, $10,000 six-month customer value and 60% gross margin. Only the stated conversion assumption changes.
| Scenario | Qualified held | Expected wins | Gross profit | Modeled ROI |
|---|---|---|---|---|
| Illustrative baseline80% attend; 20% of qualified held meetings close | 18 | 3.6 | $21,600 | 140% |
| Lower attendance60% attend; all other inputs unchanged | 13.5 | 2.7 | $16,200 | 80% |
| Lower close rate10% of qualified held meetings close; all other inputs unchanged | 18 | 1.8 | $10,800 | 20% |
A positive model is not proof that a campaign will be profitable. Replace example inputs with your own data, account for uncertainty and sales-cycle timing, and do not add upfront receipts to six-month value—the latter already includes them.
Estimate qualified held meetings and multiply by your close rate to model expected wins. Multiply wins by customer value and gross margin to estimate gross profit. Subtract acquisition costs, divide the remainder by acquisition costs, and multiply by 100. Use the same cohort and value period throughout; revenue divided by spend is not profit-based ROI.
Yes. Use meeting-stage inputs and costs for the campaign you are assessing, whether it uses cold email, LinkedIn or a combined outbound approach. Do not count the same meeting twice across channels. The calculator does not predict replies, deliverability or the number of appointments a particular budget will produce.
Expected wins are a planning average, not a count of actual customers. For example, 18 qualified held meetings at a 20% close rate produce 3.6 expected wins. Real closed deals are whole numbers. Compare weaker scenarios and use actual observed conversion data before making spending decisions.
Keep appointment definitions and conversion assumptions consistent with your own reporting cohorts. If the size of your reachable market is still unclear, build the account pool before forecasting campaign returns.
Enter booked meetings and the share that are held and qualified, or enter qualified held meetings directly. The tool never invents appointment volume from your budget. Explore B2B appointment setting services →
Booked, held, qualified held and won are different events. Every rate uses the immediately preceding stage as its denominator. Define a qualified appointment →
Model program fees, extra tools and data, setup, your team’s follow-up time and any fee per qualified held meeting. Avoid counting costs already included in another field.
Apply your gross margin to expected cohort revenue before subtracting acquisition cost. The result is a planning scenario, not an audited forecast or cash-payback calculation.
Compare the upfront amount with six-month customer value, which includes that upfront payment. Neither is necessarily collected during outreach. Understand performance-based appointment setting →
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