Revenue per room

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Revenues

If we look at the total of the revenues as explained in the operating review this has been € 2.866.902 in the history. In the same year, the occupancy rate of the rooms was 50%. This means we can make the following ratio's.

RevPAR

So we look at the (total) revenues Per Available Room, the so-called RevPAR. This is a metric used in the hospitality industry to measure hotel performance.
We have 100 rooms times 365 (we calculate with 364) days, so a capacity of 36,400 per year.
The total of revenues is as you take over just on room rental is € 1,949,220
So per room night an average revenue of € 107.10 on all available rooms.

Let's look at the (total) profit Per Available Room.
We have 100 rooms times 365 days (we calculate with 364), so a capacity of 36,400 per year.
The total of profit is as you take over € 436,307
So per room night an average profit of € 11.98 on all available rooms.

If you want to read more on this, check this page.

RevPOR

So we look at the (total) revenues Per Occupied Room, the so-called RevPOR.
We have 100 rooms times 365 days, so a capacity of 20,748 per year and 50% occupied, so 10,374 occupied rooms
The total of revenues is as you take over € 2,866,902
So per occupied night an average revenue of € 276.35 per occupied room.

Let's look at the (total) profit Per Occupied Room.
We have 100 rooms times 365 days, so a capacity of 20.748 per year and 50% occupied, so 10,374 occupied rooms.
The total of profit is as you take over € 436,307
So per night an average profit of € 42.05 per occupied room.

If you want to read more on this, check this page.

Example

So as a conclusion of these calculations: if you occupy one additional room an indication of the additional revenues could be 365 x 1 room x € 276.35 so € 100,867. And an indication of the additional profit: 365 x 1 room x € 42.05 so € 15,348.
To be more specific in this look at the file on occupancy rate and look for the difference between fixed costs and variable costs.

Trying to analyze the revenues of the rooms as shown in the operating review, might bring some differences to what you expect. Keep in mind that calculations are never 'perfect'. There is always a difference to the outcome of this calculation and the 'reality': caused by cancellations (yes or no refunds), double bookings, short stays, rounding-up, missing one day in a year etc. This all together might bring a difference up to a view percent in the expected revenues linked to the occupancy rate.

Relationship with net profit

Of course there is a strong relationship with the Net profit, costs made in your decisions and the occupancy rate.

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