This is based on your disposition (physical capacity, which we will also call allocation) and the frequency with which you use your limbs (logical capacity, which we will also call demand).
There are a multitude of variables at play, all of which can have different effects. The specifics of your scenario may be known to others, but we need to know if it is a full-time or part-time job you are talking about. We’ll get into some of the details…
So you are limited in your ability to allocate resources. However, if you have tables or desks without partitions, you may be allowed to add an additional seat if there is significant demand – about 15% – for every six seats you have. You may be allowed to add eight additional seats to your capacity if there are 50 seats.
Local cultural norms should be considered when determining this ratio. Urban areas may be less tolerant of high density populations.
Full-time members are likely to dry up at some point. Even if most of your members use your center only part of the time, selling too many full-time memberships could hurt your bottom line.
If you don’t have a rigorous time management system, you need to consider that some members may overuse the number of days in their membership, while others may underuse it. With a part-time job, you can make this assumption. As a rule of thumb, it is advisable to plan for near maximum demand if you have multiple part-time packages, such as 5 days, 10 days, and 15 days.
The ratio of part-time to full-time members will make it worse. According to a recent global survey, full-timers and part-timers split about 50/50.
You may have 2 extra seats due to underutilization of full-time memberships (assuming 10%), 6 extra seats due to underutilization of part-time memberships (assuming 25%), or even 8 extra seats at maximum capacity if you only sell 25 full-time memberships . These tickets cannot be resold, but we can add an additional 6 seats for good measure. You can sell up to 47 part-time memberships this way.
Consider your specific space, membership and terms, and your organization’s balance sheet goals when applying this example. For a part-time membership to be financially viable, it must cost at least 55% of the price of the full-time membership, based on the assumptions we just made.
Your part-time membership frequency metrics must be maintained to minimize overcapacity and overselling as you approach the maximum observable allocation of space in your facility. You don’t want a new member to show up and realize there is no room for them.
If you don’t have an automated check-in system or sign-in log, and your receptionist/community manager is able to identify your members individually, keep track of how many people come in each day and how many times each member visits. Full-time and part-time usage figures can also be deduced from this data.
A lobby can be used as an overflow space if necessary; for example, a standing desk “bar” can be added that can accommodate stools or even a few seats on a couch or ottomans. Seating like this provides additional peak hour assignment capacity that can be sold for a part-time membership, as long as it remains a good place to sit and work during peak hours.