revfactory ROI Calculator — ROI calculation framework
pricing-strategist / solution-architect agent investmentrevenue analysis tablelevel.
ROI basic official
ROI = (profit / totalinvestmentcost) × 100
profit = total revenue - total cost
totalinvestmentcost = initial investment + operations cost
TCO (Total Cost of Ownership) analysis
cost category
| category | item | calculation standard |
|---|---|---|
| initial investment | , , building | daywhen |
| implementation cost | , , training | project duration |
| operations cost | maintenancereportnumber, personcase, person | annualbetween |
| cost | nature , opportunitycost, risk | estimation |
TCO comparison template
| cost item | current(AS-IS) | proposal(TO-BE) | gap |
|---|---|---|---|
| initial investment | ₩0 | ₩500M | +₩500M |
| annualbetween operations | ₩300M | ₩100M | -₩200M |
| 3year TCO | ₩900M | ₩800M | -₩100M |
| 5year TCO | ₩1500M | ₩1000M | -₩500M |
Payback Period (investmentnumberduration)
investmentnumberduration = initial investment / annualbetween currentflow
examplewhen:
initial investment: ₩500M
annualbetween reduction: ₩200M
Payback = 5 / 2 = 2.5year
NPV (currentvalue)
NPV = Σ [CF_t / (1+r)^t] - initialinvestment
CF_t = tyear also currentflow
r = to doperson (report WACC or goalrevenuerate)
t = annualgap (1~N)
judgment standard:
NPV > 0 → investment value
NPV < 0 → investment basiseach
NPV total template
| annual also | currentflow | to dopersontotalnumber(10%) | currentvalue |
|---|---|---|---|
| 0 | -₩500M | 1.000 | -₩500M |
| 1 | ₩1.500M | 0.909 | ₩1.3600M |
| 2 | ₩200M | 0.826 | ₩1.6500M |
| 3 | ₩2.500M | 0.751 | ₩1.8800M |
| 4 | ₩2.500M | 0.683 | ₩1.7100M |
| 5 | ₩2.500M | 0.621 | ₩1.5500M |
| NPV | ₩3.1500M |
IRR (withindepartmentrevenuerate)
IRR = NPV = 0 to doperson
judgment standard:
IRR > WACC → investment value
IRR > goalrevenuerate → investment capabilityquality
tablecurrent:
" investment IRR 28%,
company revenuerate 15% "
naturequality
categoryby calculation method
| type | calculation method | examplewhen |
|---|---|---|
| time reduction | reduction time × whengrade × annualbetween number | 20h × ₩5 only × 50 = ₩5 only |
| error decrease | error casenumber decrease × case cost | 100case × ₩50 only |
| nature | processing increase × case revenue | +200case × ₩10 only |
| rate decrease | decrease personKRW × hiringcost | 5people × ₩2> |
| client | NPS → re- → sales | between estimation |
scenario analysis
| scenario | ROI | Payback | |
|---|---|---|---|
| reportnumberquality (Pessimistic) | 50%, cost 120% | 85% | 3.2year |
| basic (Base) | 100%, cost 100% | 180% | 2.1year |
| quality (Optimistic) | 130%, cost 90% | 290% | 1.4year |
**proposal **: reportnumberquality scenariofrom also investment value persuasioncapability .
proposal ROI tablecurrent guide
Korean degree ROI summary
┌──────────────────────────────┐
│ investment summary │
│ total investment: ₩500M │
│ 3year ROI: 180% │
│ Payback: 2.1year │
│ NPV: ₩3.1500M (to doperson 10%) │
│ │
│ core Top 3: │
│ 1. operations reduction: annual ₩200M │
│ 2. nature : annual ₩8 only │
│ 3. error cost decrease: annual ₩5 only │
└──────────────────────────────┘
quality checklist
| item | standard |
|---|---|
| cost completeness | TCO 4versus category |
| basis | each calculation specify |
| scenario | reportnumberquality/basic/quality 3items |
| to doperson | basis specify (WACC etc.) |
| whentotal | minimum 3year, recommended 5year |
| risk | key also analysis |