Illustrative figures. Sample rates, prices and quantities are illustrative—not current market benchmarks. All fee/revenue inputs exclude GST. This is a planning aid, not a determination of taxes, permits, regulations or investment viability. Professional review is recommended.
Enter your business numbers
Replace the demonstration inputs with your latest quotations, accounts and operating records.
Financial and operating results
Live output from the entered figures. All rupee results are monthly unless otherwise stated.
EBITDA and accounting profit are different: interest and depreciation are shown below operating surplus, not blended into variable cost.
2-minute financial explanation
Repair shops sometimes report high gross margins on parts without accounting for unpaid rework and technician queues. A good estimate separates labour billing, spare-parts gross margin, accessory sales and warranty warranty-return work, while keeping technician headcount as a capacity limit.
How this calculation works
How to use the calculator
- Separate service labour revenue from spare-parts billed amounts, both excluding GST.
- Cost replacement components using actual purchase invoices and record average per-job consumables.
- Use historical free-comeback rate and expected out-of-pocket recovery cost.
- Enter technician capacity using genuinely productive hours after breaks and administration.
- Confirm whether break-even paid repairs fit available technician hours.
Important checks and limitations
The model includes expected warranty rework costs but no probability distribution or refunds. It does not determine who must register as a refurbisher/recycler under E-Waste Management Rules: applicability depends on actual operations. Consumer warranty promises and component disposal requirements must be checked independently.
The benchmark is the financial outcome of your supplied assumptions. A capacity-feasible model can still be unattractive after working-capital, debt repayment, owner compensation, income taxes or seasonal volatility. Net cash flow is not the same as EBITDA or accounting profit. Depreciation is non-cash; loan principal repayments require a separate cash schedule.
Stress test: Lower unit sales/occupancy by 10%, raise variable cost per unit by 10%, and see whether the break-even flag changes. Repeat with demand increases that remain within physical capacity.
Compliance and reporting context
Operate under applicable national, state and municipal licensing, GST, labour, contract, consumer and environmental rules. No automatic permission or legal classification is provided by this calculator; check local registration and site approvals.
Institutional references
- CPCB E-Waste Management System — institutional context, not an endorsed pricing benchmark.
- Official MSME Udyam Registration — institutional context, not an endorsed pricing benchmark.
Sources substantiate the surrounding regulatory framework only. They do not establish sample business prices, productivity, service fees or costs.
Frequently asked questions
Does a warranty comeback generate sale revenue?
No. This model assumes it is performed for free and adds only its expected direct cost and technician time.
Is a repair shop automatically a registered e-waste refurbisher?
Not necessarily. Rules are activity-specific; verify whether the work involves regulated refurbishment, collection or recycling.
Are technicians counted twice?
No. Monthly paid technicians are assumed included in fixed costs; technician hours constrain work volume rather than being added again as variable labour.
Educational working tool. Results follow the scope and assumptions described on this page and the figures you enter; they are not accounting, audit, tax, legal, investment or financing advice. Sample values are illustrative, not market benchmarks. Treatment depends on facts, contracts and the law or standard in force for the relevant period, so reconcile to your records and consult a qualified professional before you rely on a result.