For sales agencies of 3–10 people
What would a CRM
upgrade need to earn back?
Compare staying with switching. Bring your quotes, count the changeover costs, and see the extra gross profit needed to close the gap.
Your comparison
Start with the numbers.
All amounts cover your whole team. Required costs and hours need an explicit 0 if none apply.
Behind the numbers
A clear cost model.
An open decision.
Compare the same period.
First year means the next 12 months from your planned switch date. Ongoing costs compare one full renewal year, without repeating changeover costs.
Find the hurdle, not a promise.
The extra cash cost is the gross-profit hurdle. Deal thresholds round up to whole deals using the gross profit you supply. Neither is a forecast of what a CRM will deliver.
Give time its own column.
Internal hours have an opportunity cost. A capacity valuation helps you weigh it, but does not turn those hours into cash savings or add them to the cash comparison.
Use this before you switch.
- Collect both quotes and check which payments are still due. Exclude prepaid, unrecoverable costs.
- Enter whole-team totals, switching payments and staff hours. Use the same currency and tax basis.
- Compare the cash and time thresholds with improvements you can actually support. A calculated hurdle is not evidence that a CRM will deliver it.
See the fictional worked example
The example button uses a five-person team with current first-year payments of USD 1,200, candidate payments of USD 2,400 and USD 700 of switching payments. The extra cash cost is USD 1,900. At USD 500 gross profit per additional deal, covering it needs 4 extra deals. These are invented figures, not Pipedrive prices or expected results.
How this calculator handles data
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