Establish the baseline
Use matching definitions.
Take sessions, conversion rate and average order value from a consistent period and reporting source. A user-based rate is not interchangeable with a session-based rate.
Conversion Revenue Calculator · Scenario planning
Give a conversion idea a clear set of numbers.
Compare your current inputs with a proposed scenario. See how sessions, conversion rate and order value change the model—without treating an opportunity as a promised result.
Compare scenarios
Conversion Revenue Calculator
What changes if the inputs change?
Use the same reporting period for both scenarios. Calculations stay in your browser; choosing a period labels the comparison and does not rescale your inputs.
02 / See the difference
Your revenue comparison
Enter your figures or load an illustrative example.
How the maths works
Estimated orders = sessions × conversion rate. Estimated revenue = estimated orders × average order value. Revenue change = proposed revenue − current revenue.
Percentage-point change is the difference between conversion rates; relative change divides that difference by the current rate. Relative change from a zero baseline is undefined.
Fractional orders are expected values, not literal orders. Calculations use unrounded values; displayed figures are rounded. These are scenarios, not forecasts, proof of uplift or A/B test significance. Revenue is not profit: costs, margins and acquisition spend are outside this model.
Plain-text summary
Put it to work
Make the assumption visible.
The most useful scenario has a clear question behind it. Keep the rest of the inputs steady before combining changes.
Isolate the idea
Change one input first.
Start with the proposed conversion rate while traffic and order value remain unchanged. That makes the effect of this assumption easier to explain.
Add another scenario
Be explicit about traffic and basket value.
Advanced settings let you change sessions and average order value too. Blank fields keep the baseline values; entering zero means zero.
Illustrative example
Half a percentage point. A different revenue scenario.
Illustrative monthly comparison with 10,000 sessions and a $100 average order value. Only conversion rate changes.
Current inputs
$20,000 modelled revenue
- Sessions
- 10,000
- Conversion rate
- 2%
- Average order value
- $100
- Modelled orders
- 200
Proposed inputs
$25,000 modelled revenue
- Sessions
- 10,000
- Conversion rate
- 2.5%
- Average order value
- $100
- Modelled orders
- 250
+0.5 percentage points
Moving from 2% to 2.5% is a 25% relative increase in conversion rate. Those are two ways to describe the same change.
+$5,000 modelled revenue
The scenario adds 50 expected orders. It does not establish that a design change will achieve them or that the extra revenue is profit.
Sessions × conversion rate × average order value = modelled revenue. The arithmetic is certain; the proposed inputs still need evidence.
Before you move on
Use the scenario to shape the next question.
Choose a testable change.
Connect the assumption to a specific friction point: product information, form completion or checkout clarity. A number alone does not explain the mechanism.
Keep the commercial context.
Traffic quality, discounts, returns, capacity and additional costs can change the value of an improvement. This calculator does not model them.
Measure what actually happens.
Compare observed outcomes with the assumption after implementation. The scenario does not measure statistical significance or prove causation.
Your questions
A little more clarity.
Why are expected orders sometimes fractional?
Orders are modelled as sessions multiplied by conversion rate. Fractional values represent expectations, not partial real orders. Calculations use unrounded values even when display values are rounded.
What happens when the baseline is zero?
An absolute difference can still be shown, but a relative percentage change from zero is undefined. Revenue per session is also undefined when sessions are zero.
Is this a forecast or an A/B test result?
Neither. It is an arithmetic scenario using your assumptions. It does not predict future demand, assess statistical significance, include acquisition costs or calculate profit.
Turn a scenario into a practical improvement.
Tell us where customers hesitate and what you want to improve. We can help identify a focused change and a sensible way to measure its effect.
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