Break-even estimate
Estimate the number of units that cover fixed costs using your own inputs.
QUÉ BOLÁFREE BUSINESS TOOLSEspañol ↗Put your numbers
in perspective.
Business planning tools and a scientific calculator. Use your own values, inspect the formulas, and adjust the assumptions.
PLAN, COMPARE AND SHARE · FREE
Open business planner Your business, in one project.
Save your plans, use editable templates, and compare conservative, base, and optimistic scenarios. Download your reports as PDF or CSV.
Cost per unit
Add the components for a batch and divide by the quantity produced.
Restock reference
Estimate stock to cover usage during supplier lead time plus a chosen day buffer.
Production pace
Calculate observed output per labor hour for a period.
Scientific calculator
Enter an expression with parentheses, powers, trigonometric, or logarithmic functions.
Calculations run in this page. Your entries are not saved. These are arithmetic estimates, not business, accounting, tax, legal, or financial advice.
QUÉ BOLÁ · Business
Business planning
13-week cash flow, products, channels, actual results and versions.
MANAGEMENT AND PLANNING
Understand cash. Decide with your numbers.
Plan cash receipts and payments, measure each channel’s contribution and compare results. Start with your own assumptions.
Opening your workspace… · All calculations in USD. No bank account connection.
13-week cash flow
Enter cash expected to arrive and leave each week, including tax, debt or investment when applicable. These are cash movements, rather than accrual revenue and expenses.
Ending cash$0.00
First closing below minimumNo weeks
From products and channels to cash flow
Prepare a scenario from current products and channels, including discounts, fees and fixed costs. Previewing does not change your plan.
| Week | Receipts USD | Payments USD | Closing USD | Minimum shortfall | Note |
|---|---|---|---|---|---|
| 1 | $0.00 | $0.00 | |||
| 2 | $0.00 | $0.00 | |||
| 3 | $0.00 | $0.00 | |||
| 4 | $0.00 | $0.00 | |||
| 5 | $0.00 | $0.00 | |||
| 6 | $0.00 | $0.00 | |||
| 7 | $0.00 | $0.00 | |||
| 8 | $0.00 | $0.00 | |||
| 9 | $0.00 | $0.00 | |||
| 10 | $0.00 | $0.00 | |||
| 11 | $0.00 | $0.00 | |||
| 12 | $0.00 | $0.00 | |||
| 13 | $0.00 | $0.00 |
Closing cash = previous balance + receipts − payments. Shortfall = maximum of zero and target minimum − closing cash. Weekly closing is evaluated; positive balances do not rule out shortages within the week.