Year/Quarter review metric definitions
Uncover actionable insights. Gain a clear picture of your business performance with our tailored Year/Quarter Review. We analyze your key metrics and present the most relevant metrics from the list below based on your relevancy and usage.
Theme | Metric | Formula | Definition |
|---|---|---|---|
Growth Story | Deposits | # of bookings => which had advanced deposits taken | Zenoti offers the flexibility to collect advanced deposits for services at the time of booking, reducing the risk of no-shows and last-minute cancellations. The feature is categorized as that it helps in improving the utilization rate. We highlight the value it brings by showing the number of bookings through deposits. |
Automated Waitlist | Number of bookings => which were filled by guests from the automatic waitlist
Sale =>Sale value from those successful bookings | Automated Waitlist enables your guests to join a waitlist for their preferred appointment time and date through your webstore or customer mobile app (CMA). When a slot becomes available due to a cancellation or rescheduling, the system automatically notifies the first guest in line via email or SMS, giving them the chance to confirm the appointment within a specified time frame. | |
Parallel Booking | Time saved from parallel booking (in hours) => Total parallel bookings * 0.5 | Parallel bookings enable you to maximize staff utilization while creating more available time slots in your appointment book for additional appointments. The value we show is in the form number of hours saved due to parallel booking. | |
Upsell | Sale from Upsell => Service upsell + product upsell + GC upsell | When a customer purchases another service, product, or gift card after their service has already started, it is classified as an appointment with an upsell. The value delivered is communicated by the sales value brought through upselling. | |
Nearby Slots | Number of bookings => successful through nearby slot recommendations | In situations where customers are unable to find their desired timeslot at a center but still wish to be serviced at that specific date and time, Zenoti offers a solution to prevent losing them to competitors. The system provides the option to suggest alternative timeslots at nearby locations from your organization, ensuring customer retention. The value provided here would fall under the category of improved utilization rate. We show the number of bookings, nearby slots that have helped you bring along with the sale value of those bookings. | |
Sale => Sale value from those successful bookings | |||
Prioritized Provider Specific Requests | Time opened up(saved) => is equal to the number of slots opened (# of appts prioritized) * 0.5 | When a customer books a service with no specific provider in mind, your system could book a popular provider, then, imagine another loyal customer wants to book that provider at the same time your other customer did. Our system automatically moves providers and opens availability for the specific provider requested. The value bought by the feature shown would be in terms of slots opened (time saved). | |
Demand Pricing | Additional sale generated = Final price including demand price surge - Actual price without surge | On certain days when appointments are in high demand, Zenoti enables you to take advantage of this by implementing demand pricing. This feature allows you to charge a premium for selected services based on your requirements, thereby increasing revenue per visit. We show the value bought by this feature in terms of premium received through the help of Demand Pricing. | |
Dynamic Pricing | Additional sale generated = Final price including dynamic price surge - Actual price without surge | Zenoti allows you to automatically charge a premium as demand for your services on certain days and times grows. Our system analyses the trends in your appointment book, and once it detects a high probability a business will get "sold out", the system starts increasing the prices of services in increments you can configure. We show the value bought by this feature in the form of premium received through the help of Dynamic Pricing. | |
Online Add-ons | Sales from online add-ons => sales from add-ons sold through Webstore + CMA | By recommending additional services to customers when they are scheduling their next appointment, you can increase the average ticket size without extending the appointment duration. You have the flexibility to configure which add-ons are displayed for each service. | |
The numbers presented here are based on bookings and sale value made through the consumer mobile app and Webstore. | |||
Service segments | Time saved = Total hours freed up due to service segments | Zenoti simplifies services by breaking them down into different segments (stages). By doing so, you can assign therapists to specific stages, freeing up more time slots for senior staff members. This, in turn, allows them to accommodate additional appointments and generate increased revenue. We show the time saved in hours as the value delivered. | |
Payment Links | Time saved (in hours) = # of payments through links * 3/60 | Payment links not only expedite the checkout process but also maximizes pre-appointment payment collections. The positive outcome includes a less congested front desk, improved cash flow from receiving advance payments, and an overall enhanced customer experience. The value delivered is showcased as the time saved (in hours). | |
Abandoned Cart Notification | # of bookings => which were recovered by sending a notification to the customer | Many potential customers drop off the booking flow for various reasons, from getting distracted to being undecided about the service they want. Having an automated system that reminds them via email, notification to complete their booking helps bring back those potential customers. Clicking on the email drops them right where they left off, making the completion process seamless. The value delivered is showcased as the number of bookings recovered along with the sale value bought. | |
Sale value => sale value of items bought by the customers from the recovered bookings | |||
Guest-specific service duration | Time-saved => Considering only appointments where time duration for service was decreased than the original, the cumulative difference in reduction of time is shown | Tailoring service time to each guest allows service providers to assess whether a specific customer needs more or less time for a particular service. When the time is reduced compared to the original estimate, we convey the total hours saved. If the time is increased, it optimizes the process flow, but we do not include this non-quantifiable value in the year in review. | |
Guest-specific service price | Additional sale generated => Considering only appts where the time duration for service was increased than the original, the cumulative difference in increase of prices is shown | Tailoring service prices to each guest allows service providers to charge higher or lower as each guest is different. In cases where prices were increased, we communicate that this feature allowed them to generate $X in premium. | |
Referral Marketing | Count of referrals => # of new guests who came through guest referrals | Guests are incentivized to refer the store to friends and family. Both referral and referee can get benefits as set up by the business. This helps in gaining new guests. The value delivered is communicated as # (number) of new bookings bought, along with the sale value generated from referred visits. | |
Sale value => Sales generated by guests who were referred by existing guests at any time in the past (could be nth number of visits). | |||
New Guests from Gift Card | Count of new guests through GC => # of new guests who came through a gift card (the 1st visit of a guest where payment is done through GC is considered here) | Zenoti offers a gifting option that allows you to present your loved ones with gift cards. This feature serves as a way for the store to attract new customers, who may become repeat customers, thereby boosting the overall sales of the business. The value delivered is shown as number of bookings bought, along with the redemption value of the guest through the Gift card. | |
Sale value => Redemption value of gift card during the guest's 1st visits is considered here | |||
Elevate Guest Experience | Average spend per visit | Invoice final sale price (including discount and excluding tax)/Number of Visits. | Invoice final sale price (including discount and excluding tax)/Number of Visits. The final sale price is considered after redemptions. |
Visits are defined as the number of invoices with sale dates within the selected period. Multiple invoices on the same day by the same guest are considered as one visit only. A visit can be for any item type. Refunds, recurring invoices, automatic payments, and freeze fees are not considered as a visit. | |||
Rebooking rate | Rebooking rate = 100 * (Appointments rebooked)/Total appointments | Percentage of invoices in which guests make their next booking on the same day as their last booking. They may either rebook at the end of their service, rebook online when they get home, or give you a call later that day. Appointment status closed is considered here. | |
Guest rating (Happy visits %) | Happy visits% = 100 * (# of Visits with feedback (of 4 or 5)/# of Visits with feedback) | Number of invoices serviced during the selected period with feedback greater than or equal to 4/ Total invoices with feedback. Considers only closed invoices. | |
Count of visits per guest in the year | Total count of guest visits (in the year) / Total count of unique guests who have visited (in the year) | Visits are defined as the number of invoices with sale dates within the selected period. Multiple invoices on the same day by the same guest are considered as one visit only. A visit can be for any item type. Refunds, recurring invoices, automatic payments, and freeze fees are not considered as a visit. | |
Visits per year (or) quarter = Total number of guest visits/Distinct guests | |||
Product return% | Product return% = 100 * (Quantity of items returned/Quantity of items sold) | Total number of products returned/Total number of products sold. The definition followed would be similar to what is being followed in express (quantity level). | |
Existing guest visits % | The formula used here is the total number of existing guest visits (counted only if a guest has visited earlier)/total visits | This metric helps businesses understand their ability to convert their guests into repeat guests. The formula used here is the total number of existing guest visits (counted only if a guest has visited earlier)/total visits | |
Paying Members | Recurring paying members = total memberships count - suspended - frozen (all are as of end of the year) | Total number of recurring Paying members. Suspended and frozen members are not considered. These members are calculated based on the value on the last day of the year (31st Dec). | |
Streamline operations | Utilization rate | Formula for therapist utilization rate is (Service hours + Recovery hours + Paid block hours)/(Scheduled hours) | Formula for therapist utilization rate is (Service hours + Recovery hours + Paid block hours)/(Scheduled hours) |
FD hours saved from self-serviced bookings | Calculation = 3 mins * count of self-service bookings | Self-service bookings are those bookings that are done via CMA, Kiosk, or Webstore. FD hours saved = 3 mins * count of self-service bookings. | |
Product Upsell | Ratio of closed invoices that had a combination of products and services sold against total closed service invoices. | Ratio of closed invoices that had a combination of products and services sold against total closed service invoices. | |
Service sales per serviced hours | Total Service sales/ Total service hours. | Total Service sales/ Total service hours. Sales here includes refunds, discounts and excludes tax. | |
Away memberships % | Away services % = 100 * Total number of away services/ Total number of services (both away and home) | If a guest bought a membership at a center and took the services of that membership at another center, it is an away service. | |
Total Forms submitted | Count of total service + tag + guest forms submitted | Includes all types of forms (service, tag, and guest), which are submitted by both customers and employees. | |
A particular treatment/service for a customer can have multiple forms. If a guest fills a form and edits the form, it is counted as 1 form, and the initial filled date for the form is considered. | |||
Service forms submitted | Count of total service + tag forms submitted | Forms are classified as either service forms, tag forms, or guest forms. Total forms submitted that have form type as service or tag is counted here. | |
% of forms reviewed | 100 * Forms reviewed/total forms (which requires review). | 100 * Forms reviewed/total forms (which requires review). | |
Fuel more revenue and income | Self-service booking rate | Total visits with booking source as Webstore or kiosk or CMA/ Total bookings count (irrespective of the booking source) | Total visits with booking source as Webstore or kiosk or CMA/ Total bookings count (irrespective of the booking source). Bookings are calculated based on the booking date |
Self-service collections % | Total collections of visits with booking sources such as Webstore or kiosk or CMA/ Total collections | Total collections of visits with booking source as Webstore or kiosk or CMA/ Total collections. | |
New guests visit from self-service bookings | Total number of new guest visits which has booking source as either Webstore or kiosk or CMA. | Visits are defined as the number of invoices with sale dates within the selected period. Multiple invoices on the same day by the same guest are considered as one visit only. A visit can be for any item type. Refunds, recurring invoices, automatic payments, and freeze fees are not considered as a visit. Total number of new guest visits which has booking source as either Webstore or kiosk or CMA. A guest is termed as a new guest if that guest has not visited any center in that organization. | |
New guests through referrals | Total number of new guests through referrals/Total number of new guests. | Total number of new guests through referrals/Total number of new guests. | |
Number of packages sold | # of packages sold | Total number of packages that have been sold. Refunds are included. | |
New memberships sold (P3) | # of memberships sold | Total number of new memberships that have been sold. |