Analytics
Revenue, occupancy, profit & loss, staff performance, and parent re-engagement insights.
Revenue and occupancy
The analytics page leads with the two numbers every owner cares about — revenue this month and average stay length — and then unlocks deeper views for Pro facilities: monthly revenue trend, kennel occupancy, revenue per kennel night, and rebooking rate.
Staff performance
See which caretakers are logging the most, which dogs they're handling, and how the team compares week over week. Useful for coaching conversations and for spotting logging gaps before they become parent complaints.
Re-engagement opportunities
The parent outreach list surfaces past customers who haven't booked in a while — a quiet goldmine. Sorted by likelihood to rebook, with last-stay context and quick-contact actions.
Profit & loss
Analytics → Profit & loss shows one month at a time: revenue before GST, minus running costs by category, gives EBITDA, what the business makes before loan interest, tax and wear on equipment. Loan interest comes off after that. Equipment, loan repayments and owner drawings are listed apart and never change EBITDA. Costs count in the month they're for, so September's salaries paid on 7 October are September's. It starts with the first month you recorded expenses. Because it shows salaries, it needs See salaries as well as See business numbers, which by default means only the owner.
By stay or by invoice date
By stay (the default) spreads each stay's value over its nights: a monthly boarder who arrives on 16 June counts half in June and half in July. It uses the invoice where there is one and the booking where there isn't, so stays nobody invoiced still count, and the month in progress counts nights up to today. By invoice date adds up the invoices issued in the month, before GST, which is what your accountant sees. Drafts and cancelled invoices don't count in either.
When a month looks incomplete
A profit number is only as good as the expenses behind it. A month is flagged when a monthly item (rent, a salary, an EMI) was due and not marked paid or skipped, when a finished month has no expenses at all, or when a cost is under half its usual amount, like an electricity bill nobody entered. EBITDA is still shown, with a warning that it's probably too high. Bills that belong to a month but aren't due yet, like salaries paid the next month, show as still to come.
Unit numbers
Analytics → Unit numbers shows what one night earns and costs. A dog-day is one dog for one boarding night or one daycare day (daycare counts as a full day). Revenue per boarding night and per daycare day include extras on those stays. Cost per dog-day is running costs divided by dog-days: the least a night can sell for without losing money. Contribution per dog-day is revenue per dog-day minus variable costs, what one more dog adds toward rent and salaries. Break-even occupancy is how full you need to be for that contribution to cover your fixed costs. Tap any number to see how it was worked out. It opens on last month, because the month in progress has most of its bills still to come.
Fixed and variable costs
Unit numbers split running costs by each category's setting in Expenses → Categories. Fixed costs stay the same with 5 dogs or 50 (rent, salaries); variable costs go up with more dogs (food, cleaning, electricity). A category with neither counts as fixed. Getting these right matters: break-even occupancy is fixed costs divided by what each dog-day contributes after variable costs.
Revenue by service
Under the unit numbers, the month's revenue is split into boarding, long stays (28 nights or more, usually monthly boarders), daycare, and each extra by name, like grooming or board & train when it's added as a service on the booking. Stays show their nights and what a night sold for without extras.
Customers and what they're worth
Analytics → Customers shows who comes back and what a customer is worth. It counts stays from bookings, not invoices: bookings that overlap or run on from each other are one stay, so a monthly boarder rebooked every month is one long stay, and coming back means a new stay after the last one ended. Customers are New (one stay), Returning (two), Regulars (three or more) or Lapsed (no stay in 60 days and nothing booked), with a link to the win-back lists. Came back only counts customers whose first stay ended long enough ago to tell. The table groups customers by the month of their first stay and shows how many stayed again within 3, 6 and 12 months; figures marked 'so far' can still go up. Value is what a customer's stays earned before GST in their first 12 months, split by the channel of their first enquiry and by whether they first came for boarding or daycare. With fewer than 10 customers a year in, it uses 6 or 3 months and says so.
Payback: what a customer costs and returns
Analytics → Payback answers where the next rupee of marketing should go. Cost per customer is marketing spend divided by the new customers it brought, meaning people whose first stay started in the period, credited to where their first enquiry came from. A campaign's spend is shared across the channels its enquiries came through; other marketing spend counts for the channel picked under 'Spent on' when adding the expense (Justdial, flyers, Google). Contribution is what a customer's stays earned before GST in their first months, less the variable cost of their nights (the expense categories marked variable), so it reflects profit rather than revenue. Back per ₹1 is contribution divided by cost, and Pays back in is how many months of stays it takes to cover it. With five or more customers on both sides, the page names the channel that returns the most per rupee and the one that returns the least. It needs See salaries as well as See business numbers, like Profit & loss.