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Return on investment

Work out what the switch is actually worth.

Nobody signs off on new pharmacy software because the screens look nicer. They sign off because somebody put a number on it. So here is the number, with every assumption on the table where you can change it.

Read this first. We have not measured your pharmacy. Every figure below starts from a default we can defend and none of them are promises. Change the inputs to match what you actually see, and if a number looks generous, cut it. A model you argue with is worth more than one you believe.

Your pharmacy

Facts about your operation. Only you know these.

For scale: a single-site compounding pharmacy runs around 300 a day, a mid-market shop around 1,500, a large business-to-business operation around 3,000.

Technicians, pharmacists, shipping, front of house. Anyone who touches a screen.

/hr

Wage plus payroll tax and benefits, not the hourly rate on the offer letter.

/hr

Used only for the state reporting line, because that task lands on the pharmacist in charge.

/yr

Your yearly license cost, plus any additional tools or apps you have to run alongside it.

This number can vary based on multiple factors, so we recommend using the lowest common figure for typical prescriptions.

Where the time goes each day

The three drains operators name most often. If one of them is not a problem in your shop, set it to zero.

hrs/wk

Across the whole team: status chasing, refill requests by phone, or "Was it called in yet?"

min/day

Logging into each state portal and uploading yesterday's file by hand. Scale this to the number of states you are licensed in.

min/day

The small stuff: hunting for a record, reopening windows, retyping what the system already knows.

What we assume changes

These are our assumptions, not measurements, which is exactly why they are editable. None of them are set to 100 percent, because software never removes all of anything.

%

Patients who can see the status themselves stop calling to ask for it. Some still call.

%

Someone still reviews the exceptions each morning. That is the 10 percent we leave in.

%

The most arguable number on this page. Your team will have muscle memory on the old system, but it will be much less of a training commitment within ours.

%

Cash-pay, patient-direct work where the patient chose you. Not your wholesale or contracted volume.

%

Set low on purpose. Pharmacies charge multiples more for the same compound when the experience around it is better, but we are not going to model that and hand you a number you cannot defend to an owner.

Why we model a premium at all

A pharmacy can make the same cream as the shop down the street, put it in a frosted glass jar with a silver lid instead of a fifteen cent plastic tub, and charge a multiple more for it. That is a real thing operators do, and it is the argument that makes software a pricing tool rather than a cost line. MortaRx builds the experience half of it: the status tracker, the notifications, the account the patient logs into. You still have to buy the nice jar, and you still have to decide what to charge.

What MortaRx costs

Placeholders, not a quote. We price per pharmacy after we have seen your operation. Put your own expectation in here and the math still works.

/yr

We have not published pricing, and this figure is not a quote. Put in the number you are working with. What we can tell you now: we charge flat for the pharmacy, not per seat, so it does not climb when you hire.

Also your figure, not ours. The payback period is measured against it. Whatever the number turns out to be, your first month of service is free on top of it.

The fine print, in plain language

How this is calculated.

Nothing here is hidden in a spreadsheet you cannot see. Here is every formula and every constant the page uses.

The constants we did not put on a slider
  • 250 working days a year. Roughly a five day week with holidays taken out. Used for the reporting, screen time, and prescription volume lines.
  • 50 working weeks a year. Used for the phone call line.
  • Nothing is inflated year over year. Every figure is in today's dollars.
Cost reclaimed, line by line
  • Status calls. Hours a week, times 50 weeks, times the share a portal removes, times the technician hourly cost.
  • State reporting. Minutes a day, times 250 days, divided by 60, times the share automation removes, times the pharmacist hourly cost. We use the pharmacist rate because in most shops this task sits with the pharmacist in charge.
  • Screen time. Minutes a person a day, times the number of people, times 250 days, divided by 60, times the share recovered, times the technician hourly cost.
  • Software cost change. What you pay today minus what MortaRx costs. This is frequently negative. We show it either way rather than quietly dropping it.
Revenue enabled, line by line
  • Prescriptions a year. Prescriptions a day times 250 days.
  • Carrying a premium. That total times the share of your work where the patient chose you and can feel the difference.
  • Added revenue. Those prescriptions times average revenue per prescription times the premium percentage.
  • This is revenue, not profit. On a compounded preparation the incremental margin on a price increase is close to all of it, but your books are the authority, not ours.
Net benefit and payback
  • Annual net benefit is labor reclaimed, plus the software cost change, plus added revenue.
  • Payback is the one time setup cost divided by one twelfth of the annual net benefit. If the net benefit is zero or negative the page says so instead of printing a number.
  • Every dollar figure is rounded: to the nearest thousand above ten thousand, the nearest hundred above one thousand, the nearest ten below that. Hours are rounded to the nearest ten above a hundred.
What this model deliberately does not count
  • Headcount reductions. The model assumes you keep every person. We are not going to sell you software on the basis of firing your team.
  • Avoided fines and lost licenses. A missed day of state controlled-substance reporting is a license risk, and license risk is not a number we are willing to invent. It belongs in the decision, just not in this arithmetic.
  • Dispensing errors avoided. Same reason.
  • Downtime during upgrades, and failed restores. Real costs on legacy systems, too shop-specific to model here.
  • Growth. No new patients, no new prescriber relationships, no new volume of any kind.
  • The cost of switching beyond the setup line. Your team will spend real hours learning a new system during a parallel run. Budget for it.
Which of this is shipping today

Fair question, and the one the market has been burned on. Ask us on the call and we will tell you exactly what is running, what is in build, and what is on the roadmap, feature by feature. We will show you the working software rather than a slide about it. If a line in this calculator depends on something we have not shipped yet, we would rather you find that out from us in the first meeting than from your staff in month three.

Bring us your real numbers and we will run this with you.

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