A 10% discount on 30% contribution needs 50% more units. See your number.
A discount is a price cut with a marketing costume. Enter your price, variable cost and the proposed discount; see what it does to contribution per unit and exactly how many extra units you must sell to stand still.
| Discount | Contribution / unit | Volume needed |
|---|---|---|
| 0% | ₹300 | 1× |
| 5% | ₹250 | 1.2× |
| 10% | ₹200 | 1.5× |
| 15% | ₹150 | 2× |
| 20% | ₹100 | 3× |
| 25% | ₹50 | 6× |
| 30% | ₹0 | Impossible |
Contribution per unit = net selling price − variable cost. A discount of d% reduces price to price × (1 − d); the new contribution is that minus unchanged variable cost.
Volume preservation: to keep total contribution constant, units must rise by old contribution ÷ new contribution. With ₹1,000 price, ₹700 cost and 10% off: contribution falls ₹300 → ₹200, so volume must rise 1.5× — 50% more units for the same money.
If the post-discount contribution is zero or negative, the tool says so plainly: no finite volume rescues the deal. The 0–30% curve shows how steeply the requirement climbs.
Illustrative figures, not a client outcome.
Yes — when they buy something measurable: trial from new customers, a listing, or volume that clears perishable stock. The simulator makes the price of that purchase explicit so it can be a decision rather than a habit.
Everything that scales per unit: product, packaging, delivery, marketplace fees, payment fees. Fixed overheads stay out — discounts are priced against contribution, not EBITDA.
Yes. Use day-rate or project price as price and direct delivery cost as variable cost. The arithmetic of discounting is identical.
Version 1.0 · Reviewed 2026-10 · Methodology is fixed and version-controlled; results depend on your inputs.
Discounts are decisions. Want a pricing system that governs them?
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