Often used for
- Comparing written offers
- Testing debt capacity
- Reusing transparent formulas without an account
Check closely
- Illustrative assumptions
- No lender approval prediction
- Factor-rate estimates are not contractual APRs
- Professional review for material transactions
Start with the business need
Define the amount, date required, use of funds and expected cash return. Those four facts narrow the product set before any lender markets an offer.
Compare like with like
For free business loan tools, put cash received, total repayment, term, payment frequency, fees, security and early-pay treatment into one table. The lowest advertised rate is not useful when products use different cost formats.
Check the downside
Model the payment against a weak month and include existing debt, payroll and tax obligations. Financing should bridge or fund a defined business outcome, not hide a recurring operating loss.
Download the free business-funding toolkit
Every file below is editable and available without registration. The Excel workbooks keep assumptions in visible yellow cells and calculations in formula-driven green cells. The source bundle works offline in a browser and can be adapted into another website, internal portal or client workflow.
Business funding calculator toolkit
Formula-driven term loan, credit line, factor advance, factoring and DSCR calculators.
Download free →Excel modelXLSXLender offer and contract comparison
Compare six written offers and complete a 15-clause contract checklist.
Download free →Source bundleZIPStandalone calculator code
Browser-ready HTML and reusable JavaScript with no external libraries or account.
Download free →JavaScriptJSCalculator functions only
Term, line, factor, factoring and debt-coverage functions for developers.
Download free →What the spreadsheet formulas do
The calculator workbook uses standard monthly amortization for a conventional term loan. The line-of-credit section estimates one draw held at a constant balance. The factor section calculates purchased amount, net proceeds and average weekly remittance. The factoring section shows the initial advance, reserve and time-based fee. The DSCR screen compares annual cash available for debt with existing and proposed payments.
The comparison workbook does not rank a lender automatically. It places provider role, product structure, cash received, total repayment, payment count, guarantee, lien and payoff treatment in one view. That keeps a lower periodic payment from looking cheaper merely because its term is longer.
How to reuse the free code
The JavaScript bundle exposes five functions through a browser global or CommonJS export. It has no tracking, remote API call or package dependency. Keep input validation when adapting it. Display the assumptions beside every result and do not label a factor-rate calculation as a contractual APR.
The standalone HTML file provides a working interface for four product calculators. Put it in the same folder as the JavaScript file and open it in a modern browser. Developers can replace the styles, connect the inputs to their own forms or call the functions from tests. Attribution is requested in the source header.
Three checks before relying on any result
1Enter the written terms. Marketing ranges are not adequate inputs for a funding decision.
2Match the formula to the contract. Monthly amortization cannot price a daily sales remittance or a changing credit-line balance.
3Review the downside. Test weak revenue, slower customer payment, higher variable rates and delayed refinancing.
The tools are educational planning aids. They do not predict approval, interpret an agreement or include every tax, legal and accounting consequence. A material guarantee, lien, balloon or ownership transaction deserves qualified professional review.
Worked funding decision
A business needs $75,000 for a documented project expected to produce cash over three years.
Target$75,000
ComparisonThree complete written offers
Stress testWeakest recent revenue month
Run the math. The owner records net cash, total repayment, term, payment frequency, fees, guarantee, collateral and the payoff amount after one year.
Decision. The suitable offer is the one whose contract and repayment source fit the project, not necessarily the result with the fastest approval or largest ceiling.
Start with the legal structure
Free business loan tools should be classified by its legal agreement, not its marketing label. Download formula-driven Excel models, offer-comparison sheets and reusable calculator code for business funding analysis.
Marketing categories often mix the use of funds with the contract. Working capital describes what the money does. A term loan, revolving line, lease or receivables purchase describes the obligation. Keeping those labels separate stops a fast sales pitch from turning unlike products into one rate table.
Put price on one clock
Compare net cash, total repayment, fees and time on one worksheet.
A useful example starts with a real amount, a real term and the weakest likely month rather than a lender maximum. The example is not a market quote. It shows the arithmetic an owner should run with the actual amount, payment dates and fees from a written offer.
Repayment and security
Match each payment date to the cash event expected to support it. Read guarantees, liens, collateral and default rights before accepting.
Run the proposed schedule through a low-revenue month. Keep taxes, payroll, rent, suppliers and existing debt in the forecast. If the business needs another advance merely to carry the new payment, the amount or product is wrong.
A five-column comparison before applying
Decision rule
Use the product only when the repayment source is specific and documented.
Before submitting bank data, write down the amount required, date needed, expected cash return and maximum safe payment. Those four facts will eliminate more poor offers than a long list of advertised lender limits.
Documents and questions that change the answer
Put the request in one sentence before contacting a provider: amount, exact use, date required and the cash event expected to repay it. Then prepare recent bank statements, current financials and a debt schedule. A precise file gives the underwriter less room to guess and gives the owner a cleaner basis for rejecting an amount that is too large.
Ask every provider the same written questions. Who supplies the money? What cash reaches the account after withheld fees? How many payments leave, on which dates, and what disappears after early payoff? Finish with the guarantee, lien and default clauses. A sales call can be friendly. The agreement is the part that collects.
Keep the first comparison small enough to read. Three written offers are more useful than ten callbacks with missing figures. Reject any result that will not identify the provider, total obligation or payment schedule before acceptance, then spend the saved time checking the agreements that remain.