Your padel club's analytics: what to look at every Monday
Every club management program produces reports. Occupancy for the month, the week’s takings, the academy ranking. They are reports about what already happened: they tell you August was worse than July, when August is past fixing.
The useful question on a Monday morning is a different one: what do I do this week? And that one has four concrete answers, all of them drawn from your own club’s matches.
The four figures at the top summarise eight weeks. Below them, the detail by courts, by people and by messages.
1. Which hours never fill?
Not average occupancy, which misleads. A club can run at 56% and be losing money every week at the same hour.
What you need is the map by day and slot, in 90-minute blocks, and above it the three weakest hours with their percentage: “Wednesday at 12:00, 17%”. That is no longer a report, it is a to-do list.
The valley, drawn: Wednesdays from 12:00 to 15:00 have been at 17% for eight weeks, while the club runs at 56%.
What to do with the answer. A weak hour does not fill with a discount poster: it fills by finding the players whose real slot matches it. That means crossing the weak hour with each player’s real slot, and writing only to those.
2. Who has stopped coming?
Players do not cancel. They stop coming, which is not the same thing and gives no warning. You find out the day they walk past reception and do not renew the pass, or not even then.
The people tab looks at it from four sides at once: the most active, those coming less than before, those who haven’t shown up in a month, and those who played once and never came back. Each one with their number beside it, ready to message on Tuesday.
Four lists you act on, not four charts you look at.
What to do with the answer. Write to them before the habit wears off, and with a match at their level, not a generic promotion.
3. How many are left half-built, and how long do I take to close them?
Three figures a club rarely has:
- How many matches were completed and how many stayed one short.
- How many invitations were accepted. If you write to ten to seat one, go back over who you are writing to.
- How long it takes on average from opening a match to closing it. If it is six hours, you are losing the afternoon ones by arriving late.
That last number is the one that surprises, because nobody measures it and everybody suffers it.
4. What is pending today?
The three questions above are Monday questions. This one is for every day, which is why it has its own screen: what has to happen today, what tomorrow, what in the next seven days and what in fourteen. Matches to complete, confirmations nobody has answered, and people it was time to write to.
It is the difference between knowing you have a problem and knowing where to start.
Why a booking system does not give you this
They are built for something else. A booking system exists so the court gets reserved and paid for. Its reports look backwards and towards the till, because that is what it records.
Answering “who do I write to today?” needs something else: knowing what time each player really plays — not the one they put down when they signed up — who they have played well with, whether they usually answer, and how long since they showed up. That is not in a calendar. It comes out of the matches played, and somebody has to go and get it.
The four questions, together
| The question | Where it is answered | What comes out of it |
|---|---|---|
| Which hours never fill? | Courts: map by day and slot | The three hours to go after this week |
| Who has stopped coming? | People: four lists | Who to write to, by name |
| How many stay half-built? | Summary: completed, acceptance, time | Whether the problem is who you write to, or when |
| What is pending today? | Pending tasks, with deadlines | Where to start |
Analytics is included on every plan, because it is what the panel already does.
Want to see these four questions answered with your club’s data? Book a 15-minute demo and we will go through them with last month’s calendar on the table.