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Dog walking Break-Even ROAS

Find revenue return on ad spend needed to cover advertising from contribution.

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Dog walking / walk booking economics

Dog walking Break-Even ROAS

Your result2.5 × revenue / ad spend

3.13322.78362.5402.27442.0848Contribution margin before advertising (%)
Other inputs stay fixed. Point labels show the calculated result in × revenue / ad spend; this is a scenario comparison.

Break-even ROAS = 1 / contribution margin

What you’ll need

Gather booking history, care schedules and cleaning records. Include walking time, travel, and scheduling. The starting figures are examples. Replace them with your own records.

Formula and worked example

Break-even ROAS = 1 / contribution margin

Example figures
InputExample
Contribution margin before advertising40 %
Calculated result2.5 × revenue / ad spend

Choose reliable inputs

Include travel, preparation, cleaning and staffed capacity for each booking. For this dog walking calculation, use booking history, care schedules and cleaning records and a consistent definition of one walk booking.

  • Walking time: include the portion belonging to this walk booking or reporting period, and record where the value came from.
  • Travel: include the portion belonging to this walk booking or reporting period, and record where the value came from.
  • Scheduling: include the portion belonging to this walk booking 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.

Why is a ROAS above one sometimes unprofitable?

Revenue must also pay delivery costs. At 40% contribution margin, 2.5 times ad spend is needed just to fund that spend.

Assumes attributable sales and a stable contribution margin; fixed costs are excluded.

Compare a different assumption

What if this input changes?

If contribution margin before advertising rises by 10%, this example changes by -0.2273 × revenue / ad spend. 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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