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Bicycle repair Owner Earnings per Hour

Include unpaid administration when evaluating what the business earns for its owner.

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Bicycle repair / repair order economics

Bicycle repair Owner Earnings per Hour

Your result27.777778 per owner hour

11.1112,00019.4413,50027.7815,00036.1116,50044.4418,000Period revenue
Other inputs stay fixed. Point labels show the calculated result in per owner hour; this is a scenario comparison.

Owner return = (revenue − costs excluding owner pay) / owner hours

What you’ll need

Gather repair orders, parts invoices and technician time logs. Include parts, workshop time, and collection handling. The starting figures are examples. Replace them with your own records.

Formula and worked example

Owner return = (revenue − costs excluding owner pay) / owner hours

Example figures
InputExample
Period revenue15,000
All costs excluding owner pay10,000
Owner delivery and admin hours180
Calculated result27.7778 per owner hour

Choose reliable inputs

Separate parts, technician time and bay availability for each repair order. For this bicycle repair calculation, use repair orders, parts invoices and technician time logs and a consistent definition of one repair order.

  • Parts: include the portion belonging to this repair order or reporting period, and record where the value came from.
  • Workshop time: include the portion belonging to this repair order or reporting period, and record where the value came from.
  • Collection handling: include the portion belonging to this repair order or reporting period, and record where the value came from.

Use the same currency for every money input. Do not mix weekly costs with monthly revenue, or count the same expense in both an itemised cost and allocated overhead.

Should I include unpaid admin hours?

Include selling, travel and administration. This is pre-tax return and does not value invested capital.

Compare a different assumption

What if this input changes?

If period revenue rises by 10%, this example changes by 8.3333 per owner hour. This shows the effect of one change; it does not predict what will happen.

Open the calculator, save your baseline, then change the input supported by the least reliable estimate in your records. Compare both scenarios before committing to a price or capacity promise.

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