Occupancy, ADR, RevPAR, and the manager's daily report

Of all the numbers a hotel produces, three matter daily: occupancy, ADR, and RevPAR. They're the scorecard. Everything else — channel mix, source of business, length of stay — explains the scorecard, but the scorecard is what you act on. This article defines each, shows where HotelBee surfaces them, and lists the common ways they mislead.

Occupancy

Occupancy = rooms sold ÷ rooms available. If you have 100 rentable rooms tonight and 78 are sold, occupancy is 78%. "Available" excludes out-of-order rooms — if 5 are OOO, available is 95, not 100, and occupancy is 78/95 = 82%.

What it tells you: how full you are. What it doesn't tell you: at what price. A 100% night at 5,000 ALL and a 60% night at 12,000 ALL produce roughly the same revenue — occupancy alone can mislead you to discount when you shouldn't.

ADR — Average Daily Rate

ADR = room revenue ÷ rooms sold. If you sold 78 rooms last night and made 858,000 ALL on rooms (excluding F&B, spa, etc.), ADR is 11,000 ALL. Note: rooms only. F&B revenue does not go in the numerator.

Conservative practice: include comp rooms in occupancy denominator (they were sold, just at zero) but exclude from ADR numerator and denominator (they'd drag the average toward zero and mask actual paid pricing). HotelBee follows this convention.

RevPAR — Revenue per Available Room

RevPAR = room revenue ÷ rooms available, equivalently occupancy × ADR. It's the single number that captures both how full and at what price. From the example: 858,000 ÷ 95 available = 9,032 ALL. Same hotel at 100% × 5,000 = 5,000 RevPAR; vs 60% × 12,000 = 7,200 RevPAR — the discounted full house actually performs worse.

RevPAR is the number to optimize. Year-over-year RevPAR is the cleanest performance metric.

The manager's daily report

One report bundles the operating picture for yesterday and the pickup for today/tomorrow:

• Yesterday: occupancy %, ADR, RevPAR, total room revenue, total F&B revenue.
• Yesterday's activity: arrivals, departures, no-shows, walk-ins, cancellations.
• Today's expected: arrivals, departures, in-house guests at the start of day.
• Pickup: change in on-the-books for the next 7/14/30 days since the last report. The early-warning system.
• YoY comparison if data is available — same date last year, same week, etc.
• Source-of-business breakdown: direct, OTA per channel, corporate, walk-in.

Where to find them

• Reports → Occupancy report — daily, weekly, monthly with date range and per-room-type drill-down.
• Reports → Revenue report — room revenue, F&B, other, with ADR and RevPAR computed in-line.
• Reports → Manager's Daily Report — the bundled view for the morning briefing.
• Dashboard — the live snapshot, useful for a quick look but not for end-of-period reporting (it's real-time, not closed-day).

Common ways the numbers mislead

• Excluded vs included taxes — make sure the revenue numerator is consistent across reports. ADR computed on tax-inclusive revenue is ~10–20% higher than on net. Pick one and stick with it.
• Day-of-week effects — comparing Friday to Monday is meaningless. Compare same day-of-week, or use 7-day rolling averages.
• Group blocks distort ADR — a wedding block at a discounted group rate pulls the period ADR down. Filter by source if you want the transient (non-group) ADR.
• Out-of-order denominator games — "100% occupancy" sounds great but if you took 30 rooms OOO for renovation, you sold 70/70 not 70/100. Same revenue, different story.
• House-use / staff stays — count carefully. Some properties exclude them entirely from KPIs (treat as OOO); others include them as comp.