Free toolWysera

Med Spa ROI Calculator

Enter what you spend to be found and what happens after someone walks in. You get what a month of acquisition returns on the first visit, what it returns across the whole first year, and what the patients who came once and never came back were worth.

One month at your spa

Patient acquisition spend

USD

Ads, agency, listings and anything else you pay to be found.

New enquiries

DMs, forms and calls from people who are not already patients.

Booked an appointment

Showed up

Average visit value

USD

What a typical visit bills, across the treatments you want more of.

And then the part that matters

Come back at least once

Of new patients, the share who book a second visit within the year.

Visits per year, for those who stay

Counting the first one. A patient on a monthly membership is 12.

Every figure is arithmetic on what you just entered. Nothing here assumes you buy anything, and no result is a forecast.

What one month of spend returns

On the first visit

4.1x

$20,655

Across their first year

7.8x

$39,245

The gap between those two numbers is your retention. It is worth $18,590 a year from one month of new patients, and it is the number most spas never put next to their ad spend.

This month’s new patients

Enquiries

Booked

Showed

Came back

46 new patients at $109 each. Every one of them was paid for whether or not they came back.

The ones who did not come back

$22,721/ year

25 of this month’s 46 new patients came once and stopped. Had they returned like everyone else, that is what the next twelve months would have been worth. You have already paid to acquire all of them.

Widen, or deepen

One more point come back

+$413

a year, from this month’s patients

One more visit from those who stay

+$9,295

a year, from this month’s patients

Both are the size of the prize if that one number moved and nothing else changed, not a prediction that anyone will move it. For most spas deepening beats widening, because it works on the patients who already like you.

The first visit is not where the money is

Almost every reporting screen a med spa owner sees stops at the appointment. Ads produced enquiries, enquiries produced bookings, bookings produced a number. That view is not wrong so much as it is one visit long, and a med spa is not a one-visit business. The patient who comes back costs nothing to acquire the second time, and the one who does not was paid for and then lost.

Put the two returns side by side and the decision changes. A spa looking at 3x on the first visit and 9x across the year is not running a marketing problem. A spa where those two numbers are nearly identical does not have an acquisition problem at all, no matter how much attention the ad account is getting.

Widening and deepening are not the same size

There are two ways to lift the year-one number. Get a larger share of new patients to return at all, or get the ones who already return to come more often. They sound equivalent and usually are not. Deepening applies to people who have already chosen you, while a point of rebooking rate applies to a fraction of a single month’s cohort. The calculator prices both against your own figures rather than asserting which one wins.

How to read your result honestly

Return is a ratio, not profit. It does not subtract product, room time, or the injector.
One month, followed for a year. The annual figures describe a single month’s new patients over their next twelve months, not your whole business.
The lapse figure is an estimate of scale. It assumes the patients who left would have behaved like the ones who stayed. Some never would have. It is a fair size, not a bill.
Nothing here is a forecast. Every number is arithmetic on what you typed. It describes your spa today and makes no claim about what any tool or vendor, including ours, would change.

If you cannot fill in the last two inputs

Rebooking rate and visits per year are the two most spas have to guess at, and that is worth more than the calculator’s output. It means retention is not being measured anywhere, which is a strange gap in a business whose economics depend on it almost entirely.

Want this on autopilot

MedSpaWyse MedSpaWyse runs the loop this calculator prices, from getting found through booking and on to the rebooking, the membership and the win-back, so retention stops depending on somebody remembering.

Try MedSpaWyse

Frequently asked

Why does this compare the first visit to the first year?

Because a med spa is a loop rather than a funnel, and a calculator that stops at the first visit answers the wrong question. Judged on visit one, acquisition can look barely worthwhile at a spa that is doing fine, or perfectly healthy at one that is quietly losing everybody after a single appointment. The gap between the two numbers is your retention, and it is usually the largest thing on the page.

What counts as a new patient here?

Someone who was not already a patient, who booked from an enquiry you paid to generate, and who actually showed up. People who booked and never arrived cost you the acquisition and returned nothing, which is why the show rate sits in the inputs rather than being assumed away.

Is one month of spend against a full year of revenue a fair comparison?

Yes, as long as you read it as a cohort. Each month's spend buys that month's new patients, and those patients generate revenue over the following year. Comparing the two tells you what a month of acquisition is worth in total. It is not a comparison of monthly spend to annual revenue across the whole business, and every label on the tool says which is which.

Should we work on getting more patients to return, or on seeing the ones who do more often?

Run both through the calculator, because they are rarely worth the same. Deepening usually wins: adding a visit for patients who already return applies to people who have chosen you, while a point of rebooking rate applies to a much smaller slice of the cohort. The arithmetic depends on your own numbers, which is the point of putting them side by side.

What if we sell memberships?

Set visits per year to the cadence a member actually attends and the rebooking rate to the share of new patients who become members or otherwise return. Memberships are the clearest version of what this tool measures: they convert an acquisition cost you paid once into a visit pattern you can plan around.