How to work out capacity and covers
Seats multiplied by turns gives covers. Covers multiplied by average spend gives revenue. Everything follows from the seat count.
For restaurants, cafés, salons, clinics and classes, the seat is the unit of production. Capacity sets the revenue ceiling.
Step-by-step
- Enter seats or stations.
- Enter expected turns per service.
- Enter average spend.
- Read revenue potential and what each seat must earn.
Turns are the lever
How many times a seat is used in a service. A restaurant doing two dinner turns has twice the revenue of one doing a single turn from the same room.
Turns are driven by how long people stay, how quickly tables are reset, and how well arrivals are spread. Small improvements — clearing faster, taking payment at the table — can add a meaningful fraction of a turn.
Capacity is not the number of chairs
Real capacity is limited by the constraint that binds first: the kitchen, the number of staff, the toilets, licensing, or fire regulations. Adding tables beyond what the kitchen can serve produces waiting customers and worse reviews, not more revenue.
This is a bottleneck problem and it should be identified before buying furniture.
What each seat must earn
Divide fixed costs by seats to see what each must contribute. It reframes decisions usefully: a table for two occupying space that could seat four has to justify itself, and a seat occupied for two hours by someone buying one coffee is a specific, quantifiable loss.
Frequently asked questions
What is a table turn?
How many separate parties use a table during one service. Two dinner turns means the same table serves two sets of customers, doubling its revenue.
How do I increase turns?
Reduce the time between parties — faster clearing and resetting, payment at the table — and spread bookings so arrivals do not bunch.
Is more seating always better?
No. If the kitchen or staffing cannot serve the extra covers, more seats produce waiting and complaints rather than revenue. Find the real constraint first.
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