Contribution margin, break-even volume and a realistic ramp. Enter the investment and the unit economics to see when the cumulative position turns positive.
Rent, salaries, maintenance contract, insurance, loan servicing — everything you pay whether or not a single patient walks in.
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Break-even volume
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Volume is assumed to build linearly to your target over the ramp period. Cumulative position starts at minus the upfront investment.
Capacity is easy to buy. Utilisation is the hard part.
The business case usually fails on volume, not on price. Drapto tracks utilisation, procedure mix and revenue per room so you find out in month two whether the assumption held — not in year two.
It is revenue per procedure minus the variable cost of doing it. Fixed costs are paid out of contribution, so break-even volume is simply fixed cost divided by contribution. If contribution is thin, no amount of volume rescues the investment.
Because a new machine or branch almost never opens at full capacity. Assuming day-one volume is the single most common error in these business cases, and it usually hides several months of losses that still have to be funded.
Yes, if you are financing the purchase. Put the upfront amount you actually pay in the investment field and the monthly servicing in fixed costs, so the payback figure reflects real cash.
For most clinical equipment, yes. If an investment has not turned cumulative-positive within two years, the assumptions usually deserve a second look rather than more patience.