Who it is for
Four shapes of business, and one model underneath.
Everything is modelled generically: people, services, resources, hours. Which of those you lean on is what makes a clinic different from a barber shop. Pick the one that looks like you.
Physiotherapy, chiropractic, acupuncture, dental
The hardest case, which is why it is the one the product was drawn against. A clinic needs every constraint at once.
Treatment rooms are a real constraint, not a label. A room that is taken makes a slot unavailable even when the practitioner is free.
Services belong to the people who provide them, so nobody is offered a practitioner who does not do that treatment.
A deposit can be required per service, and the cancellation policy quotes your own window and fee as money before it is agreed to.
Health information is separated per business in the database, and reading a clinical field is written to an audit log that cannot be edited afterwards.
Cash, transfers and insurance are recorded beside the card, because a clinic that counts only card takings does not know what it earned.
Hair, beauty, nails, barbering
Shorter services, more of them, and chairs rather than rooms. The same resource model, used differently.
Chairs and stations are resources exactly as rooms are, so two stylists cannot be given the same chair.
Short services sit properly beside long ones: length, price and deposit are per service rather than per business.
Somebody walking in is added at the desk in the same flow as somebody booking online, and lands on the same record.
The waitlist text goes out the moment a slot opens, which is what turns a cancellation back into a booking.
Small-animal practice
The customer who books is not the patient who is treated, and the relationship between them is the record.
A customer record carries relationships, so the animal, the owner and whoever else is allowed to bring them in are held together.
Consultation rooms behave the way treatment rooms do, and equipment can be a resource of its own.
Visit history, notes and spend sit on the record, so a follow-up is asked for from something that knows what happened last time.
The reminder before the visit is the one that matters most here, and it is the one that reschedules in a tap.
Teaching, coaching, advising
No rooms at all, and often no premises. What is left is time, and time is the thing being sold.
A booking can be an online visit, and the calendar marks it as one rather than pretending it needs a room.
Availability is your own hours and your own time off, per location or without one.
A deposit or full payment at the time of booking is the ordinary case, and the deposit chase runs if it is not paid.
The win-back email is the one that earns its place: a student who has not booked in ninety days is the business you already had.
Two things it does not fit yet.
Both are written down in the product's own documentation as gaps to raise rather than guess at, and neither is a week away. If your business is one of them, this is not your software today and we would rather you heard it here.
- Restaurants and cafés
A table is a resource the model already understands, but a booking here is a party of six rather than an appointment with a person. There is no party-size field and no logic for joining two tables into one, and inventing them badly would be worse than not having them.
- Group classes with a roster
A service can carry a capacity, so a class of eight can be booked. What does not exist is the roster screen: the list of who is in the room, marked off as they arrive. Classes work; running a class does not, yet.
Not sure which one you are?
Half an hour, with your services, your hours and your staff in it. If it does not fit your business, we would rather tell you than sell you.
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