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Pet boarding Occupied Capacity Revenue

Model revenue from paid occupancy rather than maximum capacity.

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Pet boarding / boarding night economics

Pet boarding Occupied Capacity Revenue

Your result14,700

11,7601613,2301814,7002016,1702217,64024Available units
Other inputs stay fixed. Point labels show the calculated result; this is a scenario comparison.

Revenue = units × days × paid occupancy × collected rate

What you’ll need

Gather booking history, care schedules and cleaning records. Include staffing, facility cost, and cleaning. The starting figures are examples. Replace them with your own records.

Formula and worked example

Revenue = units × days × paid occupancy × collected rate

Example figures
InputExample
Available units20
Operating days30
Paid occupancy70 %
Collected rate per occupied unit-day35
Calculated result14,700

Choose reliable inputs

Include travel, preparation, cleaning and staffed capacity for each booking. For this pet boarding calculation, use booking history, care schedules and cleaning records and a consistent definition of one boarding night.

  • Staffing: include the portion belonging to this boarding night or reporting period, and record where the value came from.
  • Facility cost: include the portion belonging to this boarding night or reporting period, and record where the value came from.
  • Cleaning: include the portion belonging to this boarding night or reporting period, and record where the value came from.

Use the same currency for every money input. Do not mix weekly costs with monthly revenue, or count the same expense in both an itemised cost and allocated overhead.

Is 100% physical occupancy the same as 100% paid occupancy?

Exclude complimentary and unpaid use from paid occupancy. Revenue is before facility and service costs.

Compare a different assumption

What if this input changes?

If available units rises by 10%, this example changes by 1,470 . This shows the effect of one change; it does not predict what will happen.

Open the calculator, save your baseline, then change the input supported by the least reliable estimate in your records. Compare both scenarios before committing to a price or capacity promise.

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