Three decisions you can calculate.
Change the assumptions and see how a financial question becomes a clear decision. The models cover cash flow, pricing and the choice between hiring and flexible capacity.
Profit is positive. Why is cash running low?
The fictional company invoices DKK 12m annually and starts with DKK 350,000 in cash. Customers pay after 50 days on average. In the illustrative 13-week plan, normal receipts are DKK 230,000 per week, payments DKK 250,000 and an extra DKK 150,000 payment falls in week 8.
Test collection timing
Explore faster customer payments and different weekly payments.
Opening cash DKK 350,000; normal receipts DKK 230,000 per week; extra DKK 150,000 payment in week 8. Only customer payment timing changes.
Cash balance by week
Swipe the chart to see all weeks.The modelled collection improvement closes the 13-week gap. Verify invoice age and payment dates before acting.
Can the company meet its obligations at the low point of the cash curve?
Payment terms, invoice age and actual payment dates.
Agree earlier payment with a selected customer group and measure the result.
Can prices rise without reducing contribution?
A fictional service has 1,000 annual orders, a DKK 1,000 price and DKK 600 of variable cost per order. The client wants to know how far order volume can fall before a price rise makes the business worse off.
Test price and volume
Change the price increase and expected loss of orders.
Variable costs are DKK 600 per order and assumed unchanged. Other costs and competitor responses are outside this simple model.
Contribution before and after
Sensitivity to three volume losses
| Volume loss | Contribution | Versus before |
|---|---|---|
| 3 % | DKK 436,500 | +DKK 36,500 |
| 8 % | DKK 414,000 | +DKK 14,000 |
| 13 % | DKK 391,500 | DKK -8,500 |
The tested price and volume combination raises contribution. Pilot it in one segment and measure actual orders and churn.
Which price produces the strongest total contribution?
Price per order, variable costs and actual customer demand.
Pilot the price in part of the market and track both volume and contribution.
Hire or buy capacity flexibly?
A fictional company expects 1,200 additional billable hours. Each hour contributes DKK 750 before the cost of new delivery capacity. An employee costs DKK 750,000 per year in total; a freelancer charges DKK 650 per hour.
Test demand
Compare two ways to deliver the same number of hours.
Contribution before delivery: DKK 750 per hour. Both options can deliver all selected hours. Onboarding, quality, absence and contract terms require separate assessment.
If demand differs
| Hours | Hire | Freelancer |
|---|---|---|
| 800 | DKK -150,000 | DKK 80,000 |
| 1,000 | DKK 0 | DKK 100,000 |
| 1,200 | DKK 150,000 | DKK 120,000 |
Hiring gives the higher modelled contribution. Confirm the sales pipeline, onboarding time and achievable billable hours first.
Is demand stable enough to carry a fixed cost?
Achievable hours, contribution per hour and the cost of each delivery option.
Qualify the order pipeline and set a threshold for hiring.
Want to test a decision with your own data?
A real analysis starts with your figures, data quality and the decision at hand. These models illustrate the approach and do not promise a particular outcome.