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Dance school Marketing Contribution ROI

Compare attributed contribution with marketing cost.

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Dance school / class place economics

Dance school Marketing Contribution ROI

Your result100 %

6012,0008013,50010015,00012016,50014018,000Attributed revenue
Other inputs stay fixed. Point labels show the calculated result in %; this is a scenario comparison.

ROI = (revenue × contribution margin − marketing cost) / marketing cost × 100

What you’ll need

Gather attendance records, teaching schedules and room costs. Include teaching time, rent, and enrollment handling. The starting figures are examples. Replace them with your own records.

Formula and worked example

ROI = (revenue × contribution margin − marketing cost) / marketing cost × 100

Example figures
InputExample
Attributed revenue15,000
Pre-marketing contribution margin40 %
Marketing cost3,000
Calculated result100 %

Choose reliable inputs

Connect teaching time, preparation, attendance and room capacity to each lesson or class. For this dance school calculation, use attendance records, teaching schedules and room costs and a consistent definition of one class place.

  • Teaching time: include the portion belonging to this class place or reporting period, and record where the value came from.
  • Rent: include the portion belonging to this class place or reporting period, and record where the value came from.
  • Enrollment handling: include the portion belonging to this class place 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.

How is marketing ROI different from ROAS?

ROAS divides revenue by advertising spend. This model subtracts variable delivery costs and marketing spend before calculating return.

Attribution is an input assumption; revenue is not the same as profit.

Compare a different assumption

What if this input changes?

If attributed revenue rises by 10%, this example changes by 20 %. 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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