Explore the example
Location A
One location in detail · all amounts in CAD.
Where does time sit empty?
Utilisation is the share of available practitioner time spent treating, after recorded breaks. A quieter hour is a starting point for a question.
| Day | 10a | 11a | 12p | 1p | 2p | 3p | 4p | 5p | 6p | 7p | 8p |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Mon | 15% | 26% | 30% | 42% | 37% | 35% | 39% | 41% | 65% | 69% | 33% |
| Tue | 15% | 26% | 33% | 40% | 40% | 33% | 31% | 37% | 65% | 66% | 31% |
| Wed | 13% | 31% | 32% | 38% | 32% | 31% | 35% | 41% | 62% | 65% | 32% |
| Thu | 14% | 27% | 32% | 37% | 37% | 33% | 39% | 44% | 63% | 65% | 32% |
| Fri | 11% | 26% | 28% | 32% | 35% | 37% | 39% | 45% | 63% | 68% | 30% |
| Sat | 23% | 45% | 41% | 55% | 55% | 54% | 50% | 43% | 48% | 42% | 19% |
| Sun | 27% | 49% | 43% | 52% | 58% | 53% | 50% | 43% | 48% | 40% | 15% |
After breaks, existing reservations, rooms and appointment-length constraints.
Potential additional contribution / month. A scenario, not a forecast.
What this scenario assumes
Compatible shortest treatments plus ten-minute turnover are fitted into recorded staff and room gaps. This estimates feasible space, not demand or an optimal schedule. The value uses the location’s actual fictional service mix and net contribution per occupied hour. A different mix would change both the space needed and its value.
Contribution deducts practitioner commission, an assumed 2% payment cost and an assumed $3 supply cost per visit (CAD in this fictional example). Rent and other fixed overhead are excluded. Extra staffing, administration or acquisition costs would reduce the opportunity.
Patterns first. Then a conversation.
The weekday treatment utilisation here is 38%, compared with 44% on weekends. That describes the pattern; it does not explain customer demand or tell us to cut shifts.
What I’d investigate with the team
- Can customers find a suitable appointment when they want one?
- Is the booking process easy, and what happens when someone cancels?
- Which treatments, rooms and practitioners are actually available?
- Would quieter hours suit customers—or simply move existing visits?
Staff coverage by hour
| Hour | Available staff | Occupied staff equivalents | 75% scenario |
|---|---|---|---|
| 10:00 | 3.9 | 0.5 | 0.7 |
| 11:00 | 3.9 | 1.2 | 1.6 |
| 12:00 | 3.5 | 1.3 | 1.8 |
| 13:00 | 4.7 | 2.0 | 2.7 |
| 14:00 | 4.7 | 2.0 | 2.7 |
| 15:00 | 5.3 | 2.1 | 2.9 |
| 16:00 | 5.1 | 2.2 | 3.0 |
| 17:00 | 5.2 | 2.5 | 3.4 |
| 18:00 | 3.8 | 2.8 | 3.8 |
| 19:00 | 3.8 | 3.0 | 4.0 |
| 20:00 | 3.8 | 1.7 | 2.3 |
The 75% target is an assumption: completed treatment plus turnover divided by 75%. It does not identify staff “needed”, account for turned-away customers, or match each practitioner’s treatment capabilities. Discuss coverage and service requirements before changing shifts.
Service economics from payments
| Service | Completed visits | Revenue / occupied hour | Contribution / occupied hour |
|---|---|---|---|
| Acupuncture 25 min | 362 | $94 | $40 |
| Acupuncture 50 min | 1,286 | $100 | $45 |
| Acupuncture 60 min | 305 | $103 | $47 |
| Acupuncture 75 min | 108 | $102 | $47 |
| Body treatment 60 min | 664 | $94 | $43 |
| Cupping and guasha 25 min | 476 | $76 | $32 |
| Deep tissue 60 min | 556 | $73 | $32 |
| Deep tissue 90 min | 206 | $75 | $34 |
| Facial 50 min | 1,122 | $95 | $42 |
| Foot reflexology 50 min | 455 | $65 | $28 |
| Relaxation massage 30 min | 483 | $67 | $28 |
| Relaxation massage 50 min | 828 | $65 | $28 |
| Relaxation massage 60 min | 1,429 | $64 | $28 |
| Relaxation massage 90 min | 322 | $66 | $30 |
Revenue uses payments after discounts. Contribution also deducts the recorded commission and assumed per-visit supplies and payment fees. These figures exclude fixed overhead and do not indicate service quality.
Practitioner detail and its limits
Available hours exclude breaks. Commission per available hour spreads recorded commission across that time; it is not an hourly wage. Differences may reflect shifts, service mix, appointment allocation and customer needs.
| Practitioner | Treatment utilisation | Visits / shift | Commission / available hour | Rebooked within 24h |
|---|---|---|---|---|
| A-P01 | 42% | 4.3 | $21 | 15% |
| A-P02 | 41% | 4.3 | $21 | 15% |
| A-P03 | 42% | 4.3 | $21 | 15% |
| A-P04 | 39% | 3.7 | $18 | 14% |
| A-P05 | 38% | 3.7 | $18 | 16% |
| A-P06 | 39% | 3.7 | $18 | 14% |
| A-P07 | 40% | 3.9 | $19 | 14% |
Did the change add anything?
Example: randomly split customers whose last completed visit was 60–365 days ago and whose fictional records show express messaging consent with no opt-out. Offer one group $10 off (CAD in this fictional example) on Tuesday–Thursday, 11am–3pm. The holdout group receives no offer, providing a comparison.
Simulated outcome — shows how a test is evaluated, not a result. Four weeks is an example observation window, not a promise of enough evidence.
| Four-week simulated result | Offer | Holdout |
|---|---|---|
| Assigned customers | 201 | 202 |
| Completed visits · all days | 29 | 27 |
| Visits per assigned customer | 0.144 | 0.134 |
| Net contribution per assigned customer | $5.28 | $4.84 |
| Weekday visits · diagnostic only | 21 | 18 |
Adjusted for group sizes; an estimate, not a count of identified customers.
For the offer group’s size, after redeemed discounts and messaging. Not net profit.
Uncertainty, costs and measurement
95% uncertainty range for additional visits: -0.069 to +0.085 visits per person
95% uncertainty range for contribution per assigned customer: $-2.52 to $3.30
The range describes uncertainty from the sampled customers under this example’s assumptions; it is not a guarantee. We resample whole customers within each group, keeping repeat visits together. Ranges are withheld when either group has fewer than 30 people, fewer than 10 returning customers, or no outcome variation. An all-zero result means insufficient evidence, not zero uncertainty.
Payments already include discounts, which are not subtracted twice. Redeemed discounts total $30; message costs total $4. Everyone assigned is included, even if they never return. Compare contribution across all days so moving a Saturday visit to Tuesday does not count as an extra visit. Any additional setup or operating costs still need to be deducted.
A real test would agree the minimum worthwhile change, sample size, observation window and decision rule before sending anything. Consent and eligibility need verification in the actual system. This demo sends no messages.
Keep the useful questions visible.
Weekly review
Sep 21–Sep 27, 2026| Measure | Last full week | Prior four-week average |
|---|---|---|
| Completed visits | 154 | 160.5 |
| Weekday visits | 91 | 101.5 |
| Revenue | $12,650 | $13,356 |
- Weekday visits down 10% vs the prior four-week average.
The 10% alert threshold is illustrative. Check holidays, staffing, service mix and data changes before interpreting an alert as a problem.