Evaluate
Define the baseline, the problem and the costs being replaced.
EIIARS™ Business Value Realization Framework
Know the value before you buy the software.
Build a transparent business case for any SaaS application. Quantify the full cost, productivity gains, margin impact and payback period without relying only on vendor claims.
Your business case
SaaS ROI Calculator
Evaluate CRM, ERP, HRMS, helpdesk, finance, analytics, project management or workflow platforms.
Illustrative starting point: the prefilled figures are examples only. Replace every value with your organisation’s validated assumptions before using the results.
ROI model inputs
01
Investment and current cost baseline
Separate costs already incurred from the proposed one-time and recurring investment.
users
INR
INRSoftware the proposed SaaS will replace
INR
INR
INR
INR
INR
02
Quantified business benefits
Revenue benefit uses gross margin, not the full headline revenue increase.
hoursCalculated using 48 productive weeks annually
INR
INR
%
%
INR
%
03
Realisation assumptions
Adoption and attribution protect the model from best-case bias.
%
%Exclude improvements caused by unrelated initiatives
%
years
Benefit ramp: 65% in Year 1, 85% in Year 2 and 100% from Year 3 onwards.
Decision view
How value develops over time
Year 0 contains the one-time investment. Benefits ramp as adoption matures.
Year-wise cash flow
INR · Base case| Period | Benefits | Investment | Net cash flow | Cumulative cash flow |
|---|
Model signal
Not an approval ruleThe model creates ₹34,37,000 of net value across 3 years after entered costs.
ROI formula
(Total benefits − Total investment) ÷ Total investment × 100- Revenue value uses gross margin, not headline revenue.
- Benefits are discounted for adoption and attribution.
- Productivity is capacity released, not guaranteed cash savings.
Scenario comparison
Stress-test the same inputs without rewriting the model.
Formula summary: one-time investment includes implementation, integration, training and contingency. Annual benefits combine avoided cost, productivity capacity, gross-margin gain and risk reduction, adjusted for adoption, attribution, scenario and the annual ramp. Payback uses cumulative cash flow with monthly interpolation. This output is a decision aid, not a purchase verdict.
The EIIARS™ difference
ROI is not a sales claim. It is a chain of evidence.
Adoption
Discount theoretical benefits by the people who will actually use the system.
Realization
Track outcomes after go-live and replace assumptions with actual evidence.
Use this as a decision aid, not a purchase verdict.
Productivity represents capacity released and is not guaranteed cash savings.
Validate every assumption with Finance and functional owners. Actual benefits should be measured after implementation and compared with this baseline.
Discuss your value case