Why Metrics Matter for Activity Businesses

Running a children's activity business without metrics is like driving without a dashboard. You can feel whether you are going roughly the right speed, and you will notice if the engine catches fire, but you will miss the slow problems, the ones that quietly drain your fuel, wear your brakes, and leave you stranded two miles from home.

The challenge for most activity providers is not a shortage of data. If you use any kind of booking system, you are generating data every day. The challenge is knowing which numbers actually matter and what to do with them.

This guide covers the eight metrics that, taken together, give you a complete picture of your business health. For each one, we explain what it measures, how to calculate it, what good looks like, and what action to take when the number moves in the wrong direction.

1. Attendance Rate

Attendance rate measures how many enrolled participants actually show up to sessions. It is the most immediate indicator of whether your classes are delivering value that families prioritise.

How to Calculate

(Number of attendees / Number of enrolled participants) x 100

Calculate this per class, per week, then average over a term for meaningful trends.

What Good Looks Like

For most children's activity businesses, a healthy attendance rate is 85% to 95%. Below 80% consistently suggests a problem, either with the class itself, the scheduling, or the commitment level of the families enrolled. Above 95% is excellent but uncommon, since illness, holidays, and scheduling conflicts are normal.

What to Watch For

A class that drops from 90% to 75% attendance over several weeks may be losing families before they formally cancel. Follow up early.
Seasonal dips are normal (half-term weeks, December). Look at the underlying trend, not individual weeks.
If attendance is low but retention is high, families value the place but struggle to attend regularly. Consider whether the time slot is working for them.

2. Class Fill Rate (Utilisation Rate)

Fill rate measures how much of your available capacity is being used. If you have 20 places in a class and 16 are enrolled, your fill rate is 80%.

How to Calculate

(Number enrolled / Maximum capacity) x 100

Calculate per class and as an overall average across your timetable.

What Good Looks Like

An overall fill rate of 80% to 90% is healthy. Below 70% means you have significant unused capacity and are paying for venue time, staffing, and resources that are not generating proportional revenue. Above 95% means you likely have unmet demand and should consider adding capacity.

What to Watch For

Wide variation between classes is normal, but a persistent gap (some classes at 95%, others at 55%) suggests your timetable needs restructuring.
Fill rate should be measured at the start of each term after enrolment closes, not on a rolling basis. Mid-term numbers are distorted by dropouts and late joiners.
A class that has been below 65% fill rate for three consecutive terms is a candidate for replacement or rescheduling.

3. Revenue per Available Session Hour

This metric tells you how much income each hour in your timetable generates, regardless of how many participants attend. It is the single best measure of whether a time slot is earning its place.

How to Calculate

Total revenue from a session / Number of hours that session occupies

For a one-hour class with 15 participants paying eight pounds each, the revenue per session hour is 120 pounds. For a two-hour workshop with 10 participants paying 25 pounds, it is 125 pounds per hour.

What Good Looks Like

This varies enormously by activity type, region, and venue costs. The number itself matters less than the comparison between your own sessions. Rank all your sessions by revenue per hour and you will quickly see which ones are your strongest performers and which are dragging down your average.

What to Watch For

Your lowest-performing sessions by this metric are the ones to examine first. Can you increase the price? Increase capacity? Replace the session with something in higher demand?
Factor in venue hire costs. A session generating 100 pounds per hour in a venue that costs 60 pounds per hour is less profitable than one generating 80 pounds per hour in a venue that costs 15 pounds.

4. Customer Lifetime Value (CLV)

Customer lifetime value is the total revenue a family generates over their entire relationship with your business. It is the metric that transforms how you think about acquisition spending.

How to Calculate

Average revenue per family per term x Average number of terms a family stays

If the average family pays 180 pounds per term and stays for six terms (two years), your CLV is 1,080 pounds. If they enrol a second child, it is higher still.

What Good Looks Like

Higher is better, obviously, but the real value of CLV is in comparison. Compare CLV by activity type, by acquisition channel, and by starting age group. You may discover that families who start with baby classes have a CLV three times higher than those who join at age seven, because they stay longer and often add siblings.

What to Watch For

CLV should inform your marketing budget. If your CLV is 1,000 pounds, spending 80 pounds to acquire a new family is a sound investment. If your CLV is 150 pounds, that same 80 pounds is a problem.
Increasing retention by even one term per family can dramatically increase CLV. A family staying seven terms instead of six at 180 pounds per term adds 180 pounds in lifetime value, with zero acquisition cost.

5. Churn Rate and Retention Rate

Churn rate is the percentage of families who leave your business over a given period. Retention rate is the inverse: the percentage who stay. Together, they are the clearest measure of whether families value what you provide enough to keep coming back.

How to Calculate

Churn rate: (Families who left during period / Total families at start of period) x 100

Retention rate: 100 - Churn rate

Measure per term for the most useful comparison.

What Good Looks Like

Term-on-term retention of 80% to 90% is healthy for most activity types. Developmental activities like swimming tend to have higher retention (85-95%) because there is a clear progression path. Drop-in or recreational activities might sit at 70-80%. Anything below 70% term-on-term should trigger serious investigation.

What to Watch For

Measure retention by cohort (the group of families who joined in the same term) to see whether your business is getting better or worse at keeping families over time.
First-term churn is almost always the highest. If you can get a family through their first term, their likelihood of staying increases significantly. Focus retention efforts on new families.
Exit surveys or follow-up calls with departing families are worth their weight in gold. The reasons they give you are data too.

6. Enquiry-to-Enrolment Conversion Rate

This metric measures how effectively you turn interest into paying customers. A high volume of enquiries with a low conversion rate points to a problem in your sales process, pricing, or first impression.

How to Calculate

(Number of new enrolments / Number of enquiries) x 100

An enquiry is any contact from a prospective family: a phone call, email, website form, walk-in, or message.

What Good Looks Like

Conversion rates of 40% to 60% are typical for well-run activity businesses. Below 30% suggests that something is putting families off between their initial interest and signing up. Above 70% is excellent and usually indicates strong word-of-mouth referrals, where families are essentially pre-sold before they contact you.

What to Watch For

Track conversion rate by enquiry source. You may find that Google enquiries convert at 25% while word-of-mouth referrals convert at 80%. This tells you where to focus your marketing.
If conversion drops suddenly, check your response time. Research consistently shows that responding to enquiries within one hour dramatically increases conversion compared to responding the next day.
A trial or taster session can significantly boost conversion for families who are uncertain. Track whether families who attend a taster session convert at a higher rate.

7. Net Promoter Score (NPS)

NPS measures how likely your existing families are to recommend you to others. It is a simple, well-established proxy for overall satisfaction and a leading indicator of future growth through word of mouth.

How to Calculate

Ask families one question: "On a scale of 0-10, how likely are you to recommend us to a friend or family member?"

Promoters (9-10): Enthusiastic advocates
Passives (7-8): Satisfied but not enthusiastic
Detractors (0-6): Unhappy or indifferent

NPS = % Promoters - % Detractors

The result is a number from -100 to +100.

What Good Looks Like

An NPS above +50 is excellent for a service business. Above +30 is good. Below +10 suggests significant dissatisfaction that is probably already affecting your word-of-mouth growth. Children's activity businesses that deliver well on safety, progression, and communication typically score highly.

What to Watch For

Follow up with detractors individually. A personal call to understand their concerns often converts a detractor into a promoter.
Survey once per term, ideally mid-term when families have had enough experience to form an opinion but are not yet in end-of-term decision mode.
Include an open-text follow-up question ("What is the main reason for your score?") for qualitative insight.

8. Cost per Acquisition (CPA)

CPA tells you how much you spend, on average, to win each new enrolled family. Combined with CLV, it is the foundation of sustainable marketing spend.

How to Calculate

Total marketing and sales spend / Number of new enrolments in the same period

Include all costs: advertising, printed materials, staff time spent on enquiry handling, free taster sessions, and any referral incentives.

What Good Looks Like

CPA varies significantly by area and activity type. As a rule of thumb, a healthy CPA should be no more than 10-15% of your CLV. If your average family generates 800 pounds in lifetime revenue, you can afford 80 to 120 pounds to acquire them. If your CLV is only 200 pounds, your CPA needs to be well under 30 pounds.

What to Watch For

Measure CPA by channel. Word-of-mouth referrals typically have near-zero CPA. Paid social media might be 20-40 pounds per enrolment. Google Ads could be higher or lower depending on competition in your area.
If CPA is rising while conversion rates are stable, your marketing costs are increasing without better results. Reassess your channel mix.
A referral programme with a small incentive (a free session, a discount) can significantly reduce CPA by amplifying your lowest-cost channel.

How AMES Calculates These Automatically

Tracking eight metrics manually is a significant time commitment. For a small team already stretched between teaching, administration, and customer service, it can feel impossible to maintain consistently.

AMES calculates all eight of these metrics automatically, in real time, from the data generated by your normal operations. Enrolments, attendance, payments, enquiries, and cancellations all feed into a daily intelligence dashboard that shows you not just the current numbers but the trends, comparisons, and anomalies.

More importantly, AMES does not just present data. It interprets it. If your Tuesday retention rate drops below your average, you see a flagged insight. If a class fill rate has been declining for three consecutive weeks, you get a suggested action. If your enquiry conversion rate spikes after you change your response process, that correlation is surfaced for you.

The goal is not to make you a data analyst. It is to give you the clarity to make confident decisions about your business, backed by evidence rather than instinct alone.

The businesses that thrive are not the ones with the most data. They are the ones that act on the right data, consistently. Eight metrics, tracked well, tell you more than a hundred tracked poorly.