Contribution MarginvsUnit Economics

Contribution margin measures how much revenue from each unit sold contributes to covering fixed costs and generating profit after variable costs are subtracted. If you sell a subscription for $100/month and the variable costs (hosting, support, payment processing) are $20/month, your contribution margin is $80 (80%). This is the TRUE profit engine — every additional dollar of revenue at 80% CM adds $0.80 directly toward covering fixed costs. Once fixed costs are covered, contribution margin becomes pure profit. DoorDash operated at negative contribution margin for years (-$1.50 per order in 2019), meaning they lost money on every single delivery before even counting corporate overhead.

Unit economics is the direct revenue and costs associated with a single 'unit' of your business model (usually one customer). If your unit economics are positive, every new customer generates profit. If negative, every new customer accelerates your death. The core calculation: Unit Profit = (LTV × Gross Margin) − CAC. If LTV is $2,000, gross margin is 80%, and CAC is $1,200, unit profit is ($2,000 × 0.80) − $1,200 = $400 per customer. This means each customer eventually contributes $400 toward covering fixed costs and generating profit.

The trap is confusing contribution margin with gross margin. Gross margin includes ONLY cost of goods sold. Contribution margin includes ALL variable costs — sales commissions, payment processing, variable customer support, transaction costs. A SaaS company might report 85% gross margin but have 55% contribution margin once you include the 15% variable sales commission and 15% variable support cost. Fundraising on 85% gross margin while operating on 55% contribution margin creates dangerous investor misalignment about unit economics health.

Founders often achieve 'positive unit economics' by excluding fixed costs entirely or misclassifying variable costs. True unit economics must include a fair allocation of all variable costs. The second trap: assuming unit economics stay constant as you scale. They can improve (economies of scale in hosting, support) or worsen (higher CAC from market saturation, more support tickets from less-sophisticated users). Track unit economics by cohort and by scale.

List every cost that increases or decreases proportionally with each additional customer or sale. These are your variable costs. Subtract them from revenue per unit. Contribution Margin = Revenue per Unit - ALL Variable Costs per Unit. Then calculate your break-even: Fixed Costs ÷ CM per Unit = Units needed to break even. Track CM by product line and by customer segment — you'll often discover that 20% of your product mix has negative contribution margin, subsidized by the other 80%.

Calculate profit per unit: (LTV × Gross Margin) − CAC. If this number is negative, do NOT scale. Fix your pricing, reduce CAC, or improve retention first. Scaling negative unit economics is like pouring gasoline on a fire — you burn faster. Once positive, track the 'contribution margin ratio': Unit Profit ÷ Revenue per Customer. This tells you what percentage of each revenue dollar covers fixed costs.