Revenues
All results
The annual results of your hotel are stated in the operating review, will be created automatically by the accountant at the end of each year. You just have to analyse the results, you do not have to calculate them yourselves. Of course, when making decisions and incurring costs, you will make some assumptions and calculations predicting occupancy and profit. After each year ends, they will be ready for you via your secret Team File link.
The operating review consist of a number of crucial elements, whcih each have their own page:
- The overview of the Operating review
- The Revenues
- The Costs
- The Net profit
- The Key metrics
Revenues
The hotel distinguishes three main types of revenue.
- Room revenues comprise the average (sales) prices the hotel management decided to choose, times the number of booked rooms (occupancy rate).
- F&B revenues: All food and beverage are considered to be incurred by these hotel guests, so the higher the occupancy rate, the more revenue the hotel gets from food and beverage.
- Banqueting and other revenues are a separate revenue unit in the hotel. Previous sales prices of banqueting arrangements, varied from a minimum of € 25 to a maximum of € 30 per person. On the Banqueting page, you can find more information, pictures, and videos on banqueting. The 'other revenues' in this group are additional sales, such as bike rental, upgrades, cancellation fees, etc. Altogether, this is a bit more than 8% of the total revenues.
Outside of the Emerald Forest Hotel
Revenues structure
Below you'll find an overview which gives more insights into the revenue structure, as far as information is available in the hotel's administration. This all reflects the year before you take over; the year 0 will be your starting position, and the other years just give you an indication of what might happen. The operating review will be created for you, by the accountant: It will be visible (in due time) on the results tab in your Team File.
| Revenu structure | ||||
|---|---|---|---|---|
| Revenue Year 1 | Revenue source | Amount | Perc. | Sub total |
| Rooms | Rooms weekend | € 704,340 | 24.61% | |
| Rooms weekdays | € 1,244,880 | 43.49% | 68.10% | |
| Food & beverage | F&B weekend | € 266,080 | 9.29% | |
| F&B weekdays | € 414,960 | 14.49% | 23.78% | |
| Banqueting & other revenue | € 231,636 | 8.09% | 8.09% | |
| Total revenue | € 2,861,896 | 100% | 100% | |
Past
When your assignment is managing one of the new establishments, these will be the benchmarks you start with, and you refer to. So, you will start in your new venue, as a point of reference, with all the same set-up of costs and decisions as in the past. At the time you take your own decisions, you can roll out your new ideas, and concepts in full.
