Free tool · 3 minutes
Break-even point: how much you need to sell
The sales figure you need so you don't lose money. With fixed costs, variable cost and average ticket.
Your result
Fill in the numbers and press calculate. Your result will appear here.
What it measures and how to read it
The break-even point is fixed costs divided by contribution margin. The margin is what's left of each sale after variable costs.
Guests per day are an estimate: they divide the break-even point by your average ticket and the operating days you enter.
The cushion compares your current sales with the break-even point. It doesn't replace an income statement or an accountant's review.
The ranges are indicative for independent full-service restaurants in LATAM. They don't replace your income statement or an accountant's review.
Three decisions after the result
1. Look at the gap
Compare the result with your target. If it's out of range, don't change everything at once: pick the lever with the biggest impact.
2. Turn it into money
Convert the gap into dollars per month and per year. That tells you whether it deserves a meeting, a supplier change or a price increase.
3. Run a test
Set one action for the next 7 days, measure the result and come back to the tool. One decision per week.
Download the weekly P&L template Email access; includes 12 weeks and the prime cost and EBITDA columns.
Frequently asked questions
What are fixed costs?
The ones you pay even when sales are low: rent, utilities, insurance, admin and part of the team. Don't include food here, because it's variable.
What does variable cost include?
Food cost, packaging, delivery commissions and any cost that rises with every sale. If you're unsure, use food cost plus an allowance for commissions.
What is the safety cushion for?
It measures how far your sales can fall before you go into loss. A low cushion means any slow month leaves you without margin.
Reviewed by the Editorial board · Last review: October 2026 · Method and assumptions
Further reading
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One number, one decision
One idea you can apply to your restaurant: costs, sales, team or operations. No filler and no promises of endless growth.