A wellness clinic package commits both room and practitioner time. Its price should reflect the capacity available, expected treatment use and the margin the clinic needs. The quicker method takes the single-visit price, multiplies it by the visits included and takes something off for commitment. That answers what the member saves. It says nothing about whether the clinic can deliver the hours it has sold, at the times members want them, at a margin it can live on.
In practice, pricing from room time means setting a margin target, working out the revenue the hours reserved for members must bring in to meet it, and dividing that by the paying members those hours can serve. The clinic worked through here is invented, and its numbers are round on purpose. They show the method, not a real business.
The clinic, and the hours it can actually sell
The invented clinic has three treatment rooms, each open 50 hours a week, and four practitioners who between them give 120 treatment hours a week. For this illustration, those 120 hours already exclude breaks, room preparation and other work, and each one has a suitable room free. That leaves 120 bookable treatment hours a week, or 480 in the four-week month used throughout. In your own rota, count only the hours when the room and the right practitioner are available together.
Room hours open each week. Figure: 150
Practitioner treatment hours each week. Figure: 120
Bookable treatment hours in a four-week month. Figure: 480
Peak hours (weekday evenings and Saturdays) in a four-week month. Figure: 100
Single 60-minute treatment. Figure: £100
Cost allowance per reserved hour. Figure: £60
The £60 is a deliberately cautious allowance for each reserved hour, covering practitioner time, products and a share of rent and running costs. Reserving an hour that goes unused does not spend another £60 in cash: salaries and rent are already committed, and products are used only when a treatment happens. In your own sums, keep committed costs and per-treatment costs apart, and if practitioner pay falls when fewer treatments are delivered, enter that saving explicitly.
Not all 480 hours should go to members. Single visits, first appointments and consultations need room too, and a clinic that sells every evening hour to members has nowhere to put a new client after work. How many hours to set aside for members is the clinic's decision, and it can only make it once it knows how members use them.
How many hours a member uses
The package on offer is two 60-minute treatments a month. In the invented clinic's records, members use 1.5 of them on average. A quarter use both every month, and a few use none in a given month.
Take the average as the starting forecast, then check whether the clinic could deliver every included appointment if it had to. The discussion of membership utilisation explains why the average is the right place to start. A clinic package adds a second check, because its value to the member can come from a planned sequence of visits and continuity with one practitioner rather than from a lower price per treatment, and a member who values those things may well use everything.
The heavy users matter for another reason, which is time of day. In this clinic's records, the members who use both treatments are also the ones booking the most evenings and Saturdays.
How many members the rooms can carry
On total hours, the answer looks generous. At 1.5 hours each, 120 members would need 180 hours a month, well inside the 480 available.
Peak hours give a smaller number. There are 100 of them a month. If the package lets each member book one of their two treatments at peak, and nearly all of them take it, 100 members fill every evening and Saturday, leaving none for single visits or first appointments. With no peak limit at all, and members booking both treatments at peak, 50 members would fill them.
So the clinic sets its cap at 80 members, with one peak booking each a month. That keeps 20 peak hours a month for new clients, and the evenings, not the total, are what decided it. Three terms follow from the number:
- The peak rule is written into the package from the first day, because adding it later takes away something members have already had.
- At 80 members and 1.5 treatments each, members need 120 hours. The clinic sets aside 140, with 20 as a buffer for heavy months, and releases whatever is unbooked to single visits a week ahead.
- If new clients in your own clinic arrive mainly through evening first appointments, the cap may need to sit lower again.
The price that works
Using the allowance, 140 reserved hours carry £8,400 of allocated cost in a four-week month. The invented clinic sets a margin target of 40p in each pound of membership revenue, the same as a single visit earns at £100 against a £60 allowance. Divide £8,400 by 0.60 for the £14,000 of revenue required, then by 80 paying members: £175 each a month. That tests the member allocation only. The single visits and consultations sold in the other hours still have to carry the rest of the clinic's costs, so the member price is one part of the clinic's overall pricing and margin, not the whole of it.
Then run the full-use case. If all 80 members took both treatments, the clinic would reserve 180 hours with the same 20-hour buffer, an allowance of £10,800, and would need £225 a member to hold 40p in the pound. At £175 the margin on that allowance falls to about 23p. Whether that is acceptable in a month when everyone turns up is worth deciding before the price is published.
Pricing two £100 treatments at a 15 per cent discount gives £170—just £5 below the capacity-based price. But that apparent agreement hides the difference: the discount calculation does not test delivery costs, usage or peak availability. The room-time sum carries the clinic's own inputs, so it shows which of them to watch: hours set aside, peak access, average use and the cost of an hour.
What happens when use rises
When average use rises from 1.5 to 1.8 treatments a month, 80 members need 144 hours. Keeping the 20-hour buffer means reserving 164 hours, with a cost allowance of £9,840. Holding the 40p target would need £205 a member. At the £175 price, the margin on that allowance falls from 40p to about 30p in the pound. At the £170 discount price, it falls from about 38p to 28p. A booking total alone does not make this calculation: it takes membership income set against the revised hours and allowance.
A rise in use can mean different things, and the clinic's records separate them:
- Use has risen across the same members. Compare their bookings across successive months. Check whether the increase is catch-up after missed visits, newly available appointments or a lasting change in how they attend. Re-run the allowance if the higher use persists.
- The increase sits within a small group. Separate that group's hours from the rest before changing the forecast, and check whether a change in who is active, rather than in how each person attends, explains the average.
- More bookings fall at peak times. Read requested and unavailable appointment times alongside completed bookings. Check whether the limit is the peak allowance, the rota or demand for one practitioner before changing access or price.
Track practitioner utilisation for each practitioner, then split those hours by time of day and by membership against single visits. That breakdown is what shows whether member bookings are filling the evenings while afternoons stay open.
Pauses, and the members who lapse
In this illustration, a pause stops both appointments and payment for one four-week period. If eight members pause, the clinic collects £1,400 less at the £175 price and releases 12 hours of expected use. Salaries and rent stay committed, while per-treatment spending falls. Budget first for those hours staying empty. If single visits fill them, record the replacement revenue and the cost of delivering those treatments separately, so the pause terms are priced before the package goes on sale.
A member who keeps paying but stops booking needs a different check. If ten of the 80 do this, receipts stay unchanged, and any saving depends on which treatment costs are avoided. Find out whether those members could not get suitable appointments, are taking a planned break or no longer want the included treatments, and ask them before changing the package. If the gap is a missing review appointment, build the package around the practitioner's own plan and review points. If they tried to book and could not, availability comes first.
Questions owners ask about clinic packages and memberships
How long should a member be able to freeze a clinic package?
Long enough to cover a holiday or a short illness, and short enough that the clinic can plan around it. A month or two at a time, with a limit across the year, is a workable starting point rather than a rule. Decide whether a freeze extends the member's term, pauses payment or does both, then model the income gap that choice creates before settling on its maximum length.
What should go inside a wellness clinic package?
Treatments the clinic can deliver at the times members want them, at a cost it knows, built around the rhythm of visits a practitioner would recommend anyway. Write down which appointments are included, why they belong together and when the practitioner will review the sequence. If the only connection is spare room time, revise the package before setting its price. Add-ons and retail can sit alongside it, priced separately, so the package price stays tied to room time.
Should two members on the same package pay different prices because they use it differently?
Start by comparing what each member is entitled to book. Using both included appointments does not, by itself, change the offer that member bought. Price a different package when access, treatment time or inclusions differ. If the same package needs a new price, decide that at package level for everyone at renewal, rather than making one member responsible for an average the clinic set too low.
Can one practitioner cover every appointment in a clinic membership?
Before promising continuity with one practitioner, map the included treatments against that person's diary, skills and planned leave. Set out who covers each appointment during an absence, and check whether those cover hours already belong to other members. If the diary and cover cannot support the offer, change the membership cap or the continuity promise before selling it.
Your own rooms, priced the same way
The invented clinic shows the order of the sums. Your version needs four figures from the booking system and the accounts: bookable hours, peak hours, average use per member and a cost allowance per hour, with committed and per-treatment costs kept apart. These figures help set the membership price and the number of members the clinic can support. If that capacity falls below current membership, plan how to manage renewals before contacting clients. To work through your clinic's pricing and capacity together, start a conversation.
Gaia Gabiati, Consulting Lead at The Boutique Consultancy. A decade across health clubs, private members' clubs, hospitality, wellness and multi-site aesthetics clinics, from Milan through Harvey Nichols, Virgin Active, Third Space and Soho House, to running the operational side of multi-site luxury aesthetics clinics.