An HR manager emails asking about yoga for her team. The teacher replies with the drop in class rate, multiplied by the number of people expected.
That figure is far too low for a session involving travel, equipment, planning and an hour of teaching regardless of attendance. It also signals to a corporate buyer that this is not a professional service, and the enquiry dies.
Step 1: understand who is buying
An organisation with a budget line, a wellbeing objective and an expectation of invoicing. Not a student deciding whether to spend on a class.
Step 2: price per session, never per head
One figure for the session regardless of how many attend. It protects you from an empty week and it is what a corporate buyer expects to see.
Step 3: build the real costs in
Travel both ways, equipment transport, planning for an unknown group, and the studio class you are not teaching. The figure follows from that.
Step 4: ask what the objective actually is
Stress, desk posture, a wellbeing week, or a benefit somebody wants to offer. The answer shapes the sessions and demonstrates that you have done this before.
Step 5: inspect the space before agreeing
Room size, floor, ceiling height, privacy, whether it is a meeting room with glass walls. Employees will not participate in a goldfish bowl.
Step 6: settle the equipment question
Whether mats are provided, stored on site or carried by you. Carrying twenty mats to a third floor office twice a week is a real cost.
Step 7: agree the timing carefully
Lunchtime, before work or end of day. Each has different attendance patterns and different implications for what people wear and how hard they can work.
Step 8: address the clothing problem
People at work have no changing facilities and will not do a strong practice in office clothes. Design the session around that rather than around a studio class.
Step 9: name an internal champion
Somebody who promotes the sessions, books the room and reminds people. Without one, attendance halves by week three and the contract is not renewed.
Step 10: propose a block, not a session
Six or eight weeks with a review. This gives attendance time to build and gives the buyer something to evaluate.
Step 11: handle the mixed ability reality
Complete beginners alongside experienced practitioners, in an office, with no screening. Plan for it rather than being surprised by it.
Step 12: collect health information properly
You will have no intake process and no history, which is exactly why the approach in pregnancy and postnatal class enquiries matters more in a workplace, not less.
Step 13: set out the cancellation terms
Sessions cancelled because a meeting overran still cost you the afternoon. A stated notice period is entirely reasonable.
Step 14: propose the wider programme
Workshops, talks and a longer arrangement, which is the structure described in corporate wellbeing programme enquiries.
Step 15: use it to feed the studio
Employees who enjoy the sessions become studio members, and a small offer for them is the most effective marketing you will do all year, alongside the higher value work in retreat booking questions yoga studios receive.
Step 16: capture the enquiry properly
An assistant that asks the organisation, the numbers, the objective, the space, the timing and the budget produces a proposal rather than a rate. The same structured booking logic appears in ai receptionist opticians. See pricing, run the numbers on the chatbot ROI calculator, and the sector view sits under fitness.