Pet services
Dog Daycare Revenue Calculator
Projects daycare revenue, where dog days rather than client count is the unit.
Result
Service lines rarely carry the same margin. Splitting them is the only way to see which part of the business is paying for the rest, which is frequently not the part that looks busiest.
Get a Free Business AuditHow the calculation works
Capacity times operating days times utilisation times the average rate per dog day. The unit is dog days rather than clients, since a client attending five days a week and one attending once produce very different revenue from the same relationship.
What moves the number
- Capacity and operating days.
- Utilisation by day of week.
- Average rate per dog day across the pricing mix.
- Attendance frequency per client.
Where this one goes wrong
A client attending more frequently is worth several attending once, which means the growth question is frequency as much as new clients, and encouraging an additional day from existing clients is usually easier than finding new ones. Measure average days per client. The day-of-week pattern is the other thing to model, since total utilisation can look acceptable while specific days are turning dogs away and others sit half empty.
Before you quote
- Measure average days per client, not just client count.
- Model utilisation by day of week.
- Use the average rate across the pricing mix, not the list price.
Questions
About this calculator
Should daycare growth come from clients or frequency?
Frequency is usually easier. An existing client adding a day is a simpler sale than finding a new client, and a client attending five days a week is worth several attending once. Measuring average days per client makes that visible.
Why model by day of week?
Because total utilisation can look acceptable while specific days turn dogs away and others sit half empty. That is a distribution problem with a pricing solution, and the aggregate figure conceals it entirely.
Which rate should a projection use?
The average across the actual pricing mix rather than the list price, since packages and recurring schedules are discounted. Projecting at list price overstates revenue by the whole discount the mix carries.
The formula
revenue = appointments x average value; gross profit = revenue x margin
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How to use this calculator
- Appointments per month. Enter your own figure; the page starts at 28.
- Average value ($). Enter your own figure; the page starts at $78.
- Gross margin on this work (%). Enter your own figure; the page starts at 55%.
- Share of total revenue (%). Used to show what the whole business turns over.
The result updates as you type, so you can try a figure, see what it does to service revenue per month, and change it back. Nothing you enter is sent anywhere or saved.
A worked example
These are the figures the calculator opens with. Every number in the results column below is produced by the same calculation the page runs, so you can follow it through before putting your own figures in.
What goes in
| Input | Value |
|---|---|
| Appointments per month | 28 |
| Average value | $78 |
| Gross margin on this work | 55% |
| Share of total revenue | 40% |
What comes out
| Result | Value |
|---|---|
| Service revenue per month main result | $2,184 |
| Per year | $26,208 |
| Gross profit per year | $14,414 |
| Implied total business revenue | $65,520 |
The repair line brings in $26,208 a year and earns $14,414 of gross profit on it.
How sensitive the answer is
Holding everything else steady and changing only average value, this is what happens to service revenue per month. It is worth knowing which of your inputs the answer actually hinges on, and which barely move it.
| Average value ($) | Service revenue per month |
|---|---|
| $39 | $1,092 |
| $59 | $1,652 |
| $78 example above | $2,184 |
| $117 | $3,276 |
| $156 | $4,368 |
Every other input is held at the example value while this one changes, which is not how a real job behaves. Treat it as a guide to which number matters most, not as five separate quotes.
What each figure means
- Appointments per month
- A number, between 0 and 10000, starting at 28.
- Average value ($)
- A money amount, starting at $78.
- Gross margin on this work (%)
- A percentage, between 0 and 95, starting at 55%.
- Share of total revenue (%)
- Used to show what the whole business turns over.
What the results tell you
| Result | What it is |
|---|---|
| Service revenue per month | The headline result. A money figure. |
| Per year | A money figure. |
| Gross profit per year | A money figure. |
| Implied total business revenue | A money figure. |
Estimating is the easy part
The jobs you never hear about cost more than the ones you mis-measure. BDEVY builds the marketing, systems and automation that bring them in.