Margin, Markup, and Price
Margin and markup describe the same profit from two different reference points. Margin asks what share of the money coming in you keep; markup asks how much you added on top of what you paid. Neither is more correct — but mixing them up costs real money.
Formulas
Margin % = (Price − Cost) ÷ Price × 100
Markup % = (Price − Cost) ÷ Cost × 100
Price from margin = Cost ÷ (1 − margin)
Margin from markup = markup ÷ (100 + markup)
Because price is always larger than cost for a profitable item, markup is always the larger of the two percentages. A 100% markup is a 50% margin; a 50% markup is a 33.3% margin; a 25% markup is a 20% margin. Anyone quoting a percentage without saying which they mean is worth asking.
The Expensive Mistake
The most common pricing error in small business is adding the target margin percentage to cost. It feels right and it always undershoots.
Wanting 30% margin, adding 30% to cost
An item costing 70 priced at 91 yields a margin of 23.1%, not 30%. The correct price is 70 ÷ 0.70 = 100. On a 30% target you have given away nearly a quarter of the intended profit.
Discounting without checking the remaining margin
A 20% discount on a product carrying a 30% margin does not leave 10% — it leaves 12.5% of the new lower price, and the profit per unit falls by two thirds. Always recalculate the margin on the discounted price.
Forgetting the variable costs of selling
Payment processing, marketplace commission, shipping, and returns all sit between the price and the profit. Include them in cost, or the margin shown here will be higher than the money you actually keep.
Gross Margin Is Not Net Margin
This calculator works at the unit level, on the cost of the goods themselves. That is gross margin: what each sale contributes before any of the costs of running the business are paid.
Net margin subtracts everything else — rent, salaries, software, marketing, interest, and tax — and is calculated over a period rather than per unit. A business with a healthy 45% gross margin can still lose money if its fixed costs are too high for its sales volume, which is the point at which break-even analysis becomes the more useful tool.