FREE SCOOP BUSINESS PLANNER
Find the best place to grow.
See how customer mix, price, time, driving, capacity and missed bookings work together.Start with your business size
This fills in a more useful starting point. You can change every number.
Your customer mix
Use averages. They do not need to be perfect.
Number of dogs and yard size usually affect price, time or both. Using your averages keeps this useful without adding twenty questions.
Your time and capacity
Include yourself if you also complete stops.
Your missed opportunities
Use a typical month.
How this is calculated
Every figure above comes from the numbers you entered and the arithmetic below. There is no industry data behind it and nothing is fitted to a benchmark — change an input and you can follow exactly what moves.
| Figure | How it is worked out |
|---|---|
| Yearly visits | Customers × visits per year, for each service line. |
| Estimated yearly revenue | Yearly visits × price per visit, added across all service lines. |
| Field hours | (Minutes on site + drive minutes) × yearly visits ÷ 60. |
| Available field time | Field workers × hours each per week × 52. |
| Field time used | Field hours ÷ available field time. |
| Revenue per field hour | Yearly revenue ÷ field hours, including driving. |
| Average customer value | Recurring revenue ÷ recurring customers. One-time cleanups are excluded, because they are not a route. |
| Room for more customers | Unused hours ÷ the hours one weekly customer consumes for a year. |
A worked example
Take 30 weekly customers at $24 a visit, 12 minutes on site and 8 minutes of driving between stops. That is 30 × 52 = 1,560 visits a year, and 1,560 × $24 = $37,440 of yearly revenue from that line alone. Each visit consumes 20 minutes door to door, so the line uses 1,560 × 20 ÷ 60 = 520 field hours. One person working 30 hours a week has 1,560 hours available, so this line alone uses about a third of the year.
The same maths is what makes drive time matter so much. Cutting those 8 drive minutes to 4 saves 104 hours a year — roughly six more weekly customers on the same schedule, with no extra marketing at all.
Run rate is not first-year cash
“Estimated yearly revenue” is a run rate: what the business earns over twelve months if today’s customer list stays as it is. A customer won in month nine contributes their full year to that figure but only three months of actual cash. When the planner says one extra customer a month is worth a given amount, that is the run rate after twelve months of doing it — not money in the bank this year.
What it deliberately ignores
- Costs. Every figure is revenue. Wages, fuel, bags, software, insurance and tax all come out of it.
- Real routing. Drive time is one average per visit. An actual route has clusters and outliers, so treat the drive figure as a dial rather than a measurement.
- Seasonality. Capacity assumes 52 working weeks. Snow, holidays and spring surges all move it.
- Churn. The customer counts are today’s. Nothing here models cancellations.
It is a planning tool for comparing options — more customers, tighter routes, better prices, another pair of hands — not a forecast.
Where to take this
If the planner points at drive time, start with how to price a customer outside your current route. If it points at your quote path, what a quote form should ask covers the fields that change the price. If it points at the website itself, see what I build for pet-waste businesses.