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ROI calculator for
padel venues: 10-Jahres-Cashflow.

Six inputs, three scenarios, one ten-year cash flow. With realistic DACH defaults for hourly rate, utilization, rent, staff costs and energy. Best, average and worst case side by side.

verified 270 / 365 playing days payments Constant monthly payment warning Worst case -22% revenue

info What do we calculate?

Annual revenue from court bookings plus pro shop, F&B and events, minus energy, staff, insurance and marketing. This produces annual operating profit and cumulative cash flow over ten years.

Operating profit (EBITDA): Cash left before interest, taxes, depreciation and amortization: the real cash engine of the venue.
Payback: The year in which profit has paid back the investment: the point where the line crosses zero.
Annuity: Constant monthly payment for the loan, interest plus principal. Taxes and depreciation are not included here.

ROI results are scenarios, not a financing commitment. View methodology and limits.

Planned investment amount, net and turnkey

If you completed the cost calculator, the values are already filled in. You can overwrite them.

Lower range (EUR)

Upper range (EUR)

Number of courts

More courts reduce fixed costs per court, but they also require more utilization.

Indoor share

100% indoor means 365 playing days at 14 hours = 5,110 usable hours per court. 0% outdoor means 270 days at 12 hours = 3,240 hours.

100 %

Realistic utilization

Typical DACH scenarios: young urban venues reach 50-60% utilization in year 2, rural venues 35-45%. Below 35%, the venue is usually loss-making.

50 %

Booked hours / year

10.220

Pro Court

2.555

Industry benchmark

Commercial sweet spot

Hourly price, average across all slots, net

Indoor in a major city: EUR 32-44 · outdoor: EUR 18-28. Include season mix and member discounts.

32 €

Additional revenue from pro shop, F&B and events

Share of court revenue. Pure booking venue without counter: 5-10%. With bistro and events: 25-35%.

20 %

Site costs: rent / lease / ground rent p.a.

The biggest blind spot in many business plans. Leased existing hall: often 20,000–30,000 EUR per court and year. Owned site or new build: only ground rent and reserves, much less. We estimate a starting value from your investment level — please replace it with your real rent or lease offer.

40.000 €

Opex level (energy, staff, other)

Indoor with heating in northern Germany = high. Outdoor in southern Germany with self-service = low.

LowOutdoor, southern Germany, self-service. Approx. EUR 7 / booked court hour. MidIndoor/outdoor mix, small team. Approx. EUR 11 / booked hour. HighIndoor, premium service, bistro, northern Germany. Approx. EUR 16 / hour.

Equity share

Depending on bank, credit quality and collateral, a meaningful equity share is common. Higher equity lowers the annuity but ties up capital.

30 %

Nominal interest p.a.

Use a realistic offered interest rate from your financing. The preset value is only a planning assumption.

4,8 %

Repayment term (annuity)

Sports real estate typically 12-18 years. A longer term lowers monthly burden but increases total interest costs.

15 years

Which scenario in the main result?

The other two scenarios are still shown in the cash-flow chart.

Best case+12% revenue, -8% costs. Mature venue, ideal location, fully booked pro shop. Average caseRealistic DACH market assumption. Standard assumption. Worst case-22% revenue, +10% costs. Slow ramp-up, competition, energy price shock.

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timeline Main result · Average case

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Simplified payback: time until the investment is earned back through profit, excluding loan payments.

Annual revenue–
Site costs (rent/lease)–
Operating profit–
Profit margin–
Loan payment (p.a.)–
Cash flow year 10 (total)–

gavel Continue to step 3: check permits forum Or: transfer values to consultation

Note: payback shows in simplified form how long it takes until operating profit has earned back the investment. The cash-flow line below also includes the loan payment from a bank perspective. Taxes and depreciation are not included.

10-year cash flow (cumulative)

Best · average · worst case

Best Average Worst

In year 0, the investment flows out. Each following year adds operating profit with 3% organic growth minus the loan payment. The intersection with the zero line is the break-even year.

Detailed breakdown

Everything at a glance.

The key KPIs for your venue, in the average case with the range to the other scenarios.

Annual revenue

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Operating profit / year

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Profit margin

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Payback (simplified)

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Methodology

The assumptions behind the model.

We use verifiable defaults and explicit planning assumptions. The limits of the model are documented on the methodology page page.

Playing days: Model assumption for usable opening hours: indoor 365 × 14 h = 5,110 h / court · outdoor 270 × 12 h = 3,240 h / court.
Utilization: Share of usable hours actually booked. The average case uses 50% as planning assumption.
Hourly price: Average across peak and off-peak hours. The EUR 32 default should be replaced with local price benchmarks.
Additional revenue: Share of court revenue for pro shop, F&B, events and racket rental. Standard model assumption: 20%.
Operating costs per court and year: Planning assumption for energy, maintenance and consumables: indoor EUR 18,000-32,000 · outdoor EUR 6,500-11,000.
Site costs (rent / lease / ground rent): Default derived from the investment level: leased existing hall approx. 24,000 EUR per court p.a., owned/new build approx. 12,000 EUR per court p.a. (ground rent, property charges, reserves). Please replace with your real offer.
Staff: 28,000–80,000 EUR per venue and year (reception/part-time + student staff).
Other fixed costs: EUR 12,000-28,000 (marketing, insurance, licences, accounting, IT).
Growth: 3% organic p.a. after ramp-up phase (year 1 is treated as year 0 ramp-up; year 2 equals 100% plan).
Best / average / worst: ±12% / 0% / -22% revenue; ∓8% / 0% / +10% costs.
Loan payment (annuity): Constant monthly payment from principal and interest over the selected term, with fixed nominal interest.

Note: default values are planning assumptions and benchmarks. Financing, taxes, depreciation and reinvestments must be checked separately for the specific project.

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