Growth Gap Analyzer
Split the gap between today's revenue and your target into price, volume, retention, and new-offer levers.
Example scenario—not a forecast or verified benchmark. Enable JavaScript to edit inputs, view charts, save locally and export your analysis.
Example inputs
- Current annual revenue
- 4,000,000
- Revenue target (12 months out)
- 5,000,000
- Active customers
- 800
- Annual customer churn
- 20
- Gross margin
- 40
- Price lever: realistic average price increase
- 5
- Volume lever: added net-new customers per year
- 120
- Retention lever: churn reduction (points)
- 5
- New-offer lever: % of customers who buy it
- 10
- New-offer lever: annual price of the new offer
- 1,500
Example results
Closing your $1M growth gap (25%): planned levers add $1.1M (112% coverage); volume (new customers) is the biggest at $600K.
- Revenue gap to target
- $1,000,000
- Revenue from planned levers
- $1,120,000
- Gap coverage
- 112%
- Unexplained shortfall
- $0
- Gross profit from levers
- $568,000
- Revenue per customer
- $5,000
- Growth required
- 25%
What stands out
Levers cover 112% of the $1M gap
You have $120K of cushion if one lever underdelivers.
Volume (new customers) is your biggest lever: $600K (60% of the gap)
Win 120 more net-new customers through a focused acquisition channel with a clear cost-per-customer target.
Price drops $200K straight to gross profit
A 5% increase yields as much gross profit as $500K of new-volume revenue at your 40% margin.
Next actions
- Start with price: it needs the least investment and adds $200K of gross profit.
- Resource volume (new customers) as the main growth initiative: Win 120 more net-new customers through a focused acquisition channel with a clear cost-per-customer target.
- Track each lever monthly against its share of the gap; reallocate effort if one falls behind by more than 20%.
Model assumptions & limitations
- Price increase is applied to all current revenue with no volume loss; real elasticity will reduce it somewhat.
- New and retained customers are valued at today's average revenue per customer for a full year.
- Levers are treated as independent and additive; interactions (e.g. price on churn) are not modeled.