- Are we busy? (bookings, hours, customers)
- Are we using our capacity well? (coverage, utilization, hours chart)
- Are we earning well from that capacity? (booking value, RevPAR, revenue breakdown)
1) Start here: choose the period (and optional comparison)
Pick a period
- Use presets (Today, Last 7 days, This month, etc.) for quick checks.
- Use a custom range when you want to evaluate a campaign, a price change, or a specific event window.
Optional: turn on comparison
- Comparison is best for answering “is this improving?”
- Without comparison, you’re answering “what happened?”
2) The top KPIs: your quick health check
Bookings
How to use it
- Track demand changes after marketing, pricing, or opening hour changes.
- Pair with Hours booked to see if you got more bookings or just longer bookings.
Hours booked
How to use it
- This is your best “volume” metric. If revenue changes but hours don’t, pricing/mix is likely the reason.
Booking value
How to use it
- Use this to judge operational performance (“what was this week worth in playtime?”).
- Compare it to Hours booked to understand pricing effectiveness.
Unique customers
How to use it
- A growing customer count usually means you’re reaching new demand (not just the same people booking more).
3) Coverage vs utilization: the two “capacity truth” metrics
Coverage (sales coverage)
- High coverage = you’re selling a lot of what you’re open for.
- Low coverage = you have sellable hours going unused.
Utilization (total usage)
- High utilization with lower coverage often means you’re busy, but not necessarily selling (events/blockings take space).
- Low utilization means you simply had unused capacity.
Practical interpretation
- Low coverage + low utilization: demand problem (pricing/marketing/visibility/time slots).
- Low coverage + high utilization: schedule problem (too many blocks/events, or hours not sellable).
- High coverage: demand is healthy; focus on price optimization and upsells.
4) Member vs drop-in: where demand comes from
Member bookings
Drop-in bookings
Member share
How to use it
- If member share rises, you may see higher hours and occupancy without the same increase in booking payment revenue (members don’t always pay per visit). That’s normal—use it to understand demand mix, not just income.
5) The charts: where to take action
Hours chart (Booked / Blocked / Events)
Use it to
- Spot peak times (staffing, pricing, minimum duration rules)
- Spot quiet times (promotions, adjust opening hours, add off-peak offers)
- Confirm whether low sales are caused by blocking or low demand
Booking value over time
Use it to
- Validate whether you improved “busy days” (not just payment timing)
- Find patterns by weekday/week and plan staffing + pricing changes
6) RevPAR: one metric that combines “full” and “price”
RevPAR (revenue per available hour)
- Goes up when you either fill more hours, raise average price per booked hour, or both.
Occupancy rate
Average hourly rate
Potential revenue
How to use this section
- Low occupancy + decent hourly rate: focus on filling hours (marketing, discoverability, offers).
- High occupancy + low hourly rate: focus on pricing (peak pricing, packages, minimums).
- Both low: fix product + schedule first (opening hours, friction in booking flow, promos).
7) Revenue breakdown: what people are buying
Use it to
- See if you’re overly dependent on one product type
- Track membership growth vs booking-driven growth
- Evaluate whether vouchers/gift cards are spiking (often seasonal)
8) The one thing that confuses everyone: two kinds of “revenue”
- Total revenue: money received in the period (purchase timing)
- Booking value (and RevPAR): value tied to when customers play (activity timing)
When to use which
- Use Total revenue for cashflow and “what was purchased”
- Use Booking value/RevPAR for operations, capacity, and pricing performance