Does unlimited yoga fit your studio?

You sell more unlimited memberships, but evening classes are full and new members struggle to book. Daytime mats remain empty. Revenue grows while the member experience comes under pressure.

Assess both how often members attend and when they want to attend. An average visit count tells you little when everyone wants the same Tuesday evening class.

Define the promise first

Explain which classes, timetable and booking opportunities unlimited includes. Make any limits visible before purchase and have the terms reviewed for your offer. Do not use the name to imply availability your timetable cannot deliver.

Yoga is not one uniform service. A quiet morning class and a small specialist group need different planning. Count only places you can actually provide. An extra mat does not solve a limit in space or supervision.

Calculate visits rather than guessing

These figures are hypothetical planning inputs, not pricing advice. All amounts use a consistent tax basis. Revenue per visit allocates membership income; it is not an extra payment collected each class.

None of these figures proves a profit or loss. Compare income with teaching, premises, support and other costs. Some class costs barely change when another member attends; adding a class may create a new step in costs.

Check peak capacity separately

Suppose four popular weekly classes each offer twelve places: 48 places. Twenty unlimited members wanting two visits in those slots require 40 places. Eight remain for other clients in this example, before considering preferences and how bookings are distributed across days.

This is demand, not predicted attendance. Use actual booking attempts, waiting lists and visits to identify pressure. Empty daytime places do not automatically solve evening shortages.

Choose an adjustment

Expand the timetable if additional demand is supported by evidence and the contribution can cover the extra costs. Alternatively, offer a clearly defined off-peak option alongside unlimited, or a membership with a set visit allowance. Consider existing customers: a cheaper option may shift revenue without attracting anyone new.

Start with a bounded trial for new enrolments while preserving existing agreements. Define participant numbers, measures and the review date. Avoid changing the rules every week during the trial.

A four-week worksheet

For each class, record offered places, bookings, attendance, waiting-list demand and people unable to find a suitable place. For each membership type, record members, income received and visits. Add teaching costs, additional class time and support workload.

Then calculate revenue per member, visits per member, occupancy by time slot and contribution after relevant costs. Discuss whether members could actually book. A financially appealing average can conceal a poor experience.

Frequently asked questions

How often can an unlimited member attend?

That depends on your offer and applicable agreements. Start with a clear promise and workable availability, not a universal maximum.

Is frequent attendance always unprofitable?

No. Consider income, types of cost and capacity together. Revenue per visit alone is not a profit calculation.

Should I add classes immediately?

Check whether new classes meet additional demand or merely move existing attendance. Include the added costs.

Start with one busy slot

Review one evening class and one quieter session with your team. Use the worksheet before changing prices or the offer. Explore yoga studio software or book a demo to discuss your current timetable.