Calculation of load factor using the example of a specific hotel. How to do it: seven ways to increase hotel profitability during a crisis. RevPar by month for all analyzed hotels

Summing up the year, specialists from the hotel business and tourism department of Cushman & Wakefield note that the volume of the quality supply market in 2016 grew by only 2.8% (471 net rooms, taking into account the closure of a number of hotels for reconstruction), which allowed Moscow hotels improve operating performance against the backdrop of restored demand for accommodation. For many hotels, 2016 was the first period since 2013 when the annual budget was met and even exceeded.

The average market occupancy level for Moscow hotels was 69.6% in 2016 (+5.9% compared to the results of 2015), which was the highest figure since 2006 (72.4%). At the same time, the average price per room (ADR) reached 6,428.8 rubles. (+6.5% to the results of 2015), this made it possible to bring the profitability per available number (RevPAR) to the level of 4,476.4 rubles, which is 12.8% higher than the result of the previous year.

According to the RevPAR indicator, the most impressive results were demonstrated by “luxury” hotels (Luxury) - 19%, as well as hotels in the “above average” price segment (Upscale) - 14.4%, and if in “luxury” hotels the growth of this indicator was ensured by due to an increase in the average price per room (at the end of the year - 13,624.5 rubles with occupancy of 64.7%), then in the Upscale segment - mainly due to an increase in occupancy (at the end of the year the average price per room was 5,745.3 rubles ., and the load is 72.0%).

The most popular hotels in Moscow were hotels in the mid-price category (Midscale), whose average annual occupancy level was 78.2% (+9.2% compared to 2015), while the average price per room in this segment remained virtually unchanged (4,645 .6 rubles, +0.4% compared to 2015). Finally, hotels in the 5-star segment (Upper-Upscale) also actively increased their occupancy (76.1%, 7.5% higher than in the previous year), but at the same time were able to increase the cost of accommodation (8,218.8 rubles. , 4.8% higher than in 2015).

The only segment that showed negative RevPAR results (-4.6% compared to 2015) was the Economy hotel segment. This trend occurred as a result of the titanic efforts of hotels to maintain occupancy (71.0%, 0.4% higher than a year earlier), due to which they had to sacrifice tariffs (average annual ADR level in 2016 - 3,147.1 rubles, 5.0% lower than in 2015).

“If we talk about forecasts for 2017, we expect that the rise in prices for accommodation will continue, perhaps exceeding the average annual inflation rate predicted by the Central Bank of the Russian Federation (target inflation in 2017 is 4.0%), this will return hotels to the growth zone income,” comments Marina Usenko, partner, hotel business and tourism department of Cushman & Wakefield. “The main task for hoteliers will be to convert the rate recovery into increased profits.”

For hotel-type enterprises, there are specific indicators for assessing the economic efficiency of operation, which are usually associated with the occupancy of the room stock. Such indicators include the hotel occupancy rate (K3), which can be expressed both as a percentage and in relative units (0< К3 < 1) и рассчитывается по формуле:

where Qк - n - total number of sold rooms (bed-nights);

Qк-м - number of rooms (beds) offered for sale;

T - the number of days in the reporting period for which this indicator is calculated (usually for a year).

This indicator is very important for any hotel, so every hotel strives to increase it. This is especially true for Ukrainian hotels, since their main income, as a rule, comes from accommodation. And since the share of fixed costs in hotel enterprises is high, the closer this indicator is to one (the hotel is completely full), the more profit the hotel can receive.

In practice, due to various reasons (technical, sanitary, etc.), not all rooms may be ready for use within a certain period. Therefore, to calculate the total available room capacity of a hotel, there is an indicator of the maximum possible and actual number of rooms (bed-nights).

The maximum possible number of rooms (capacity) (Фmax) is the product of the total number of rooms (beds) by the number of days a year during which they can be used and it is calculated by the formula:

Фmax = QrTr + , (1.4),

where Qr,Qc is the number of rooms (beds) for year-round and seasonal use, respectively;

Tr, Tc - respectively, the number of days in a year, the number of days of seasonal use.

The actual number of rooms is the actual possible number of rooms (beds) that can be used during a given time period, multiplied by the number of days used.

The hotel occupancy rate can be calculated using the formula for calculating the break-even point:

where - average fixed costs per room (bed), UAH;

Variable costs per room (bed), UAH;

Tsed - room price (beds), UAH. (for different room rates, the average room price must be used).

Using this formula for calculating occupancy rates, you can calculate the minimum room rate at which all hotel costs will be recouped (at a certain desired occupancy level).

To assess the efficiency of the receptionist service in selling rooms at different prices, you can use the average sales price indicator hotel room average daily cost Tssr.g.n.:

Tssr.g.n = , (1.6),

where Vн.ф - revenue (income) from the sale of rooms;

Qpr - total number of rooms sold.

The higher the occupancy level of a hotel, the higher the average selling price of a hotel room can be, i.e., the average selling price of a room depends on the occupancy level of the hotel.

The most common methods for optimizing the average daily cost of a hotel room are stock sales and interest income management.

The first method is to demonstratively emphasize the prestigious aspects of a room that is still unoccupied for some reason, for example, it is noted that it is more spacious, it has a convenient location, from its windows best view and so on.

The second method is that customers who reserve a room and pay for it long before check-in can pay at reduced rates, unlike those who book a room the day before. At the same time, in order to increase income from the use of room stock, it is necessary to forecast demand for the period of interest to the client and set optimal prices for the room in accordance with this forecast. When calculating the price of a room using this method, it is necessary to take into account not only the time for which the reservation is made, but also the type of room being reserved. For example, if one person rents a double room or a suite, then the price of such a room should be no less than the cost of a standard single room. If a room is reserved by two or more people, it should generate more income for the hotel than if it were rented by one person.

For a hotel, the occupancy rate Ksr is also interesting, indicating the average number of guests per room sold, and it is calculated using the formula:

Ksr = Nperson / Qpr, (1.7),

where Nperson is the total number of guests staying at the hotel in a given billing period.

For a clearer idea of ​​the quality side of room occupancy, you can use an indicator called the double occupancy percentage Kd.z.

In practice, it is also called the percentage of multiple occupancy (it shows the proportion of rooms occupied by more than one person):

Kd.z = 100, (1.8),

This figure is calculated in hotels that have not only single, but also multi-occupancy rooms. It can also be used in estimating the need for personnel, such as maids, for a particular period.

Widely used in hotel business has an indicator of the percentage of beds Kk-m:

Kk-m = , (1.9),

where Qз.к, Qс..к - the number of occupied and free beds, respectively.

This indicator is very useful in determining the efficiency of hotel staff - income rate per client (income per guest from the sale of rooms for a certain period) Grandfather:

Grandfather = , (1.10),

where Vn.f is the total revenue from the number of rooms.

It must be taken into account that the more rooms with single occupancy are sold, the higher this figure will be.

For the operational management of the maid service, which is the largest service in the hotel room staff, and to determine the optimal mode of their operation, many hotels use an indicator that determines the average workload of a maid:

The hotel provides a certain additional set of services, so it is useful to calculate the efficiency of the staff in providing these services, for example in catering:

where, - income from the sale of drinks and food per room;

Total income from the sale of drinks and food;

The number of rooms allocated for accommodation.

All of the above indicators, as a rule, are calculated for a specific period, which is determined on the basis of production and management needs, and contribute to the assessment of the economic efficiency of enterprises hotel complex.

hotel income costs profit

Calculation of operational hotel indicators at the Vyatka Hotel

Hotel operational indicators show the level

profitability and economic efficiency of hotel activities.

The main indicators for assessing the hotel’s activities are:

  • - average price of a hotel room;
  • - average number of guests per room sold;
  • - double loading factor;
  • - occupancy of beds.

    • The basis is the number of rooms. All indicators are calculated

    in a year. Comparing the dynamics of indicators with the presented results or with the budget allows us to find a solution for loading the number of rooms.

    a) load factor = NnchNno H 100%

    To load.=56h180h100% ?31%

    The load factor is optimal.

    b) weekly load factor

    To download = NnhNnoH100%

    Kzagr. Mon. = 77h180h100% ? 43%

    Kzagr. Tue. = 79h180h100% ? 44%

    Kzagr. Wed = 68h180h100% ? 38%

    Kzagr. Thurs. = 64h180h100% ? 36%

    Kzagr. Fri. = 54h180h100% ? thirty%

    Kzagr. Sat. = 48h180h100% ? 27%

    Kzagr. Sun. = 37h180h100% ? 21%

    See the attachment for the weekly occupancy schedule for the Vyatka Hotel.

    Conclusion: On weekdays, the Vyatka Hotel was busier than on weekends. From this we can conclude that the hotel

    specialized in business people, so there are fewer arrivals on weekends. Recommendations: To increase the load level on weekends,

    c) monthly load factor

    Load factor for January= (45 + 53 + 38 + 42 + 37 + 44 + 67+ 48 + 46 + 53 + 36 + 50 + 44 + 58 + 65 + 34 + 30 + 40 + 32 + 44 + 57 + 49 + 38 + 43 + 39 + 45 + 44 + 70 + 37 + 48 + 54) h 31 ? 46%

    Load factor for February= (59 + 70 + 72 + 57 + 46 + 69 + 70+ 56 + 51 + 63 + 62 + 60 + 57 + 59 + 63 + 62 + 57 + 53 + 56 + 56 + 55 + 54 + 49 + 57 + 46 + 49 + 47 + 69) h 28 ? 58%

    Load factor for March =

    (52 + 60 + 54 + 41 + 50 + 54 + 65 + 61 + 50 + 33 + 35 + 57 + 65 + 76 + 63 + 46 + 39 + 37 + 43 + 59 + 65 + 50 + 46 + 41 + 39 + 63 + 67 + 80 + 45 + 45) h 30 ? 52%

    Load factor for April= (54 + 62 + 55 + 41 + 54 + 56 + 67+ 62 + 51 + 35 + 37 + 58 + 64 + 78 + 65 + 48 + 39 + 40 + 45 + 59 + 67 + 50 + 48 + 43 + 39 + 65 + 69 + 80 + 47 + 48) h 30 ? 54%

    Load factor for May= (55 + 63 + 48 + 44 + 59 + 54 + 69+ 64 + 56 + 33 + 36 + 60 + 54 + 68 + 75 + 38 + 30 + 50 + 35 + 49 + 57 + 60 + 38 + 53 + 39 + 55 + 49 + 80 + 47 + 48 + 54) h 31 ? 52%

    Load factor for June= (25+ 30 + 42 + 35 + 43 + 54 + 44 + 57 + 47 + 53 + 37 + 32 + 46 + 48 + 53 + 47 + 32 + 28 + 41 + 45 + 54 + 59 + 38 + 25 + 27 + 51 + 60 + 41 + 37 + 29)30 ? 42 %

    Load factor for July= (37 + 43 + 42 + 38 + 29 + 58 + 70+ 38 + 37 + 33 + 46 + 50 + 47 + 37 + 55 + 44 + 27 + 30 + 35 + 46 + 47 + 49 + 38 + 55 + 39 + 31 + 44 + 68 + 34 + 46 + 45) h 31 ? 43%

    Load factor for August =(26 + 32 + 44 + 38 + 46 + 57 + 46 + 59 + 50 + 55 + 39 + 34 + 48 + 49 + 50 + 57 + 50 + 34 + 30 + 43 + 47 + 56 + 60 + 40 + 27 + 28 + 53 + 60 + 33 + 29 + 43) 31 ? 44 %

    Load factor for September= (29 + 54 + 51 + 32 + 22 + 47 + 50+ 34 + 31 + 44 + 41 + 40 + 35 + 38 + 57 + 47 + 34 + 33 + 37 + 46 + 38 + 48 + 32 + 47 + 42 + 36 + 37 + 49 + 46 + 49) h 30 ? 40%

    Load factor for October= (39 + 64 + 56 + 42 + 37+ 57 + 50+ 38 + 41 + 52 + 51 + 40 + 35 + 48 + 67 + 45 + 44 + 47 + 37 + 56 + 38 + 48 + 41 + 57 + 42 + 36 + 57 + 69 + 46 + 49 + 53) h 31 ? 47%

    Load factor for November= (59 + 70 + 66 + 54 + 67+ 57 + 63+ 52 + 57 + 62 + 67 + 50 + 47 + 58 + 72 + 64 + 54 + 47 + 57 + 60 + 43 + 59 + 52 + 67 + 49 + 56 + 64 + 72 + 58 + 69) h 30 ? 59%

    Load factor for December= (69 + 70 + 69 + 59 + 70+ 57 + 63+ 67 + 57 + 69 + 73 + 62 + 50 + 63 + 72 + 69 + 58 + 63 + 55 + 60 + 59 + 67 + 52 + 63+ 57 + 56 + 64 + 72 + 59 + 69 + 73) h 31 ? 63%

    See the appendix for the monthly room load schedule.

    Conclusion: The Vyatka Hotel is busiest in winter and spring.

    Room occupancy rate for the year:

    the most optimal (70%) can be achieved through measures to

    increasing the room occupancy rate.

    2) An indicator of the average price of a hotel room. It determines the success of the work on selling cheap and more expensive rooms (TSR).

    Tsr = Total revenue from the number of rooms sold.

    Sold per day:

    • 13 single standards = 1,850 rub. /day.
    • 3 single superior = 2,100 rub. / day.
    • 3 double comfort rooms = 2,300 rubles/day.
    • 5 double standards = 2,500 rubles/day.
    • 1 junior suite = 3,600 rub./day.
    • 3 studio = 3,700 rub./day
    • 1 two-room suite = 4,000 rub./day
    • 1 three-room suite = 5,500 rub./day

    V = (24,050 + 6,300 + 4,600 + 12,500 + 3,600 + 11,100 + 4,000 + 5,500) = 71,650 rubles

    30 rooms.

    Price av = 71 650 30

    Price av = 2400 rubles.

    Conclusion: For a more uniform loading of the room stock, it is necessary either

    a reduction in the cost of rooms of the highest category, or an increase in demand for other rooms.

    3) Average number of guests per room sold.

    Average number of guests per 1 room sold = Total number of guests number of rooms sold.

    N avg. gost = Ntot. h Nн

    45 guests were accommodated in 30 rooms.

    N avg. GOST = 45h30 = 1.5 people

    Conclusion: Single rooms are in demand, since the hotel is intended primarily for business people.

    4) Double loading factor. Calculation of this coefficient is necessary for planning the enterprise's load in the future.

    Kload.double = (Ntot - Nn)hNn* 100%

    Kzagr.dv = (71 - 56)h56*100% = 26%

    5) Bed occupancy rate. This indicator allows you to evaluate the occupancy of hotel rooms.

    Kzan. k/m = Nzn. k/m h Nfree. k/m

    Kzan. k/m = 180 zan. k/m h 250 zan. k/m? 0.7

    Room loading schedule - see appendix.

    Any hotel is a certain system of interconnected elements that act as a single whole in solving problems and achieving the set goal.

    The main goal of investors and developers is to return investment and make a profit from the hotel. But in order not to be disappointed in your investments, at the initial stage it is necessary to correctly assess the profitability of the hotel.

    Assessing the profitability of a hotel includes a number of activities:

    • conducting an analysis of the market state, competition and its position in the market;
    • determination of the main goals for the period under review (increasing load, increasing profitability, carrying out reconstruction, etc.);
    • developing a strategy to achieve these goals;
    • development of benchmark performance indicators for both the hotel as a whole and its divisions;
    • preparation of a forecast budget for income and expenses.

    The forecast budget of income and expenses is the result of the implementation of all of the listed activities. This is a document that contains planned performance indicators coordinated across all structural divisions:

    • Indicators characterizing the hotel.
    • Hotel classification.
    • Event calendar.

    When conducting an express assessment of profitability, the first thing to consider is the type of hotel in the context of various approaches to hotel classification. Hotels vary:

    • by typology (hotel, motel, apart-hotel, hotel-garni, hotel-boarding house, hotel-SPA, guest house, rotel, flotel, flytel, tourist village, tourist camp);
    • by specialization (business hotel, tourist hotel, congress hotel, transit hotel, sports hotel, club hotel);
    • by class (star system, VTA, crown system, etc.);
    • by capacity, number of rooms (small - up to 50 rooms; medium - from 50 to 200 beds; large - over 200 beds);
    • by location (city, country, resort hotel);
    • according to the average time a guest stays at the hotel (resident, family, for visitors).

    Next, you need to evaluate the hotel’s profitability zones and study the event calendar of the area. The event calendar of the area is compiled for the year, taking into account the events taking place at the hotel location (exhibitions, annual conferences, holidays, etc.), and affects its occupancy. It is the calendar that reflects the high and low seasonality for a given hotel. After analyzing the event calendar and assessing the dynamics of changes in hotel occupancy in the past, you can think through the necessary measures to increase occupancy.

    Based on the event calendar, a daily occupancy calendar is created, which takes into account differences in occupancy individual categories hotel rooms. And on its basis, the average monthly (annual) occupancy percentage of the room stock and the planned average tariff are calculated.

    Identification of profitability zones (i.e. the main sources of hotel income) allows us to assess the structure of hotel income as a whole and the amount of income from additional services. Let's look at this stage of the express assessment in more detail.

    Profitability zones and their characteristics

    The hotel business is characterized by a high degree of separation of income and cost centers. Therefore, the assessment of income and expenses is carried out in the context of financial responsibility centers. All hotel services can be classified as either revenue centers or cost centers. Thus, income centers (or profitability zones that generate hotel income) include:

    • number of rooms;
    • restaurants, bars, cafes (F&B);
    • health centers (SPA/beauty salon/hairdresser/baths, saunas/swimming pool);
    • retail premises, conference rooms, meeting rooms - rented out;
    • business services (translator services, photocopier, fax, etc.);
    • telecommunications services (telephone, Internet, pay TV);
    • dry cleaning/laundry;
    • rental;
    • other.

    Hotel cost centers are not directly involved in servicing hotel customers, but provide support to production departments. Cost centers include:

    • hotel administration;
    • sales and marketing department;
    • technical department;
    • Human Resources Department;
    • financial department;
    • security Service.

    Let us take a closer look at the parameters characterizing profitability zones, as they are used to assess the income of a particular service.

    Profitability zone “Rooms”

    Room income includes income received as a result of renting out hotel rooms of all categories for a certain period of time. This profitability zone is characterized by the following parameters:

    • size of the room stock (number of rooms);
    • hotel occupancy percentage;
    • the number of days the hotel operates in the period (this is important if the hotel does not begin its operations from the beginning of the calendar year/month);
    • average number of occupants per room;
    • price list for accommodation (broken down by room category);
    • room area.

    When calculating income from accommodation, the price list for various categories of rooms is used, taking into account seasonality. Depending on the type and model of the hotel, the so-called “package services” may be included in the price of your stay: breakfast, half board, board, medical package, sports package, use of the pool and fitness. The values ​​of various indicators characterizing hotels, depending on their location, are presented in the table.

    Values ​​of hotel indicators depending on its location

    Index

    Urban

    Country

    Resort
    High/mid season period

    everyday life, exhibition

    weekends, holidays, vacations

    May-September
    Low season period

    weekends, holidays

    January-April, October-December
    Increase in prices for accommodation in relation to minimum prices, %
    Average number of occupants per room

    1.4-1.8 (low season), 1.8-2.4 (high season)
    Packages included in your stay

    Half board (breakfast, lunch)

    Depending on the season: breakfast, half board, board, medical package
    Restriction on length of stay

    in season - multiplicity per week
    Hotel guests visiting hotel restaurants, bars, %

    depending on the location of the hotel from 30 to 70
    Hotel guests visiting the wellness center, %
    Average annual profitability

    In addition, you need to take into account the peculiarities of changing tariffs by day of the week depending on the location of the hotel. For example, in city hotels higher prices are set on weekdays and during exhibitions. If the weekend price is taken as the base price, then the price on weekdays will be higher by 15%, and on exhibition days by 30%.

    In the price list of a country hotel there will be prices exactly the opposite: low prices weekdays and higher on weekends, holidays and vacations. The price on weekends will be about 130% of the weekday price, and on holidays and vacations it will increase to 135%.

    Resort hotels have another wave. They have low, middle and high seasons. The price increase in the middle season compared to the low season is +35%, and in the high season +100%.

    The average number of guests per room varies for different types of hotels. In city hotels this is 1.2-1.4 people per room, in country hotels - 1.8-2.4. For resorts, this value varies depending on the season: in the low season it is 1.4-1.8 people per room, in the middle and high season - 1.8 - 2.4.

    Thus, the total revenue of the room stock (Rev(N)) can be calculated using the formula:

    Rev(N) = Rev(N)1 + Rev(N)2 +…+ Rev(N)n ,

    where Rev(N) n is the income for accommodation of the nth category of rooms, which is calculated by the formula:

    Rev(N) n = number of days * Nn * Q% * ADR,

    where Nn is the number of rooms of the nth category;

    ADR (Average daily room rate) - average price (tariff) of a room sold.

    To calculate the average tariff of the nth room category (ADRn), the following relationship is derived:

    ADRn = (2 - q)*Price of the nth category for single occupancy + (q - 1)*Price of the nth category for double occupancy,

    where q is the average number of people living in a room.

    This dependence allows us to take into account the ratio of sales of rooms with single and double occupancy in the number of rooms of the nth category.

    Profitability zone “Restaurants, cafes, bars (F&B)”

    Income from the restaurant and bar service is classified by point of sale - lobby bar, breakfast restaurant, evening restaurant, room service, minibars, etc. This also includes income from organizing banquets, celebrations and other similar events. Thus, the total income of the hotel food service consists of three parts:

    • income from the sale of meals included in the cost of living (“package meals”);
    • income from a la carte menu;
    • income from banquets.

    This profitability zone is characterized by:

      • number of restaurants, cafes, bars;
      • number of seats;
      • the average receipt for each point of sale (the average cost of an order that is usually made by one person);
      • attendance of sales points (people per day):

    — attendance of restaurants, bars, cafes by hotel guests (in side)

    — attendance of restaurants, bars, cafes by outside visitors (out side)

    • number of people staying at the hotel;
    • price of package meals included in the price of stay.

    In addition, F&B income can be divided into two streams: income from hotel guests (in side) and income from outside visitors (out side). The generation of income from these two streams has specific features, which are especially evident when comparing city and country hotels.

    As a rule, only breakfast is included in the price of a stay in a city hotel, and country hotels— half board (breakfast, lunch). In both cases, this component of F&B service income is stable and is calculated using the formula:

    Rev(F&B) package = Number of guests staying at the hotel during the period *Price of the food package included in the stay

    Calculation of the income of F&B outlets from the a la carte menu is based on an assessment of restaurant traffic and the amount of the average check. At the same time, the attendance of a restaurant or bar is related to the location of the hotel. For country hotels, 95% of hotel guests are guaranteed to visit the restaurant in the evening. The flow of third-party visitors is so insignificant that it can be ignored when conducting a rapid assessment. The situation is different for city hotels: according to statistics, 30-40% of those staying in a city hotel use the services of the hotel’s restaurants and bars. While income from third-party visitors can account for up to 70% of a restaurant’s income and depends on the popularity of a given place in the city. In addition, city hotels, as a rule, have a well-developed banquet service, and the income from it is significant.

    The income of F&B outlets from the a la carte menu is calculated as follows:

    Rev(F&B) a la carte = Number of guests staying at the hotel during the period * % Attendance of hotel guests at F&B outlets (in side) * Average check + Number of third-party visitors (out side) * Average check

    Knowing the number of restaurants, cafes and bars in the hotel and calculating the income of each of them, we will obtain the total income of the hotel's F&B service.

    Profit zone "Wellness center"

    Wellness center income includes income received from the sale of club memberships and fees for one-time visits, as well as from the sale of related products (cosmetics, personal care clothing, sports equipment, etc.). In hotels that have spa centers and provide an expanded range of services and wellness treatments, the share of income from the wellness center occupies second or third position after income from room stock and food services.

    To calculate the income of a health center, the following indicators are used:

    • center opening hours;
    • the number of offices and workplaces in them;
    • list of procedures provided in the office;
    • price list for services indicating the duration of procedures;
    • average cost of procedures provided in the office;
    • average duration of procedures provided in the office;
    • office load (percentage of procedures actually provided out of the maximum possible number).

    The income of this area is determined to a greater extent not by the occupancy of the hotel itself, but rather by the level of income of guests and the level of services offered.

    The maximum income of a health center is limited by the hours of operation, the number of jobs and the duration of the services provided. For example, if the average duration of a procedure provided in an office is 30 minutes, and the office is open 10 hours a day, then the maximum number of procedures that a specialist can provide will be 20 (10 hours / 0.5 hours). By calculating the average cost of a procedure from the price list and multiplying it by the number of procedures, we get the maximum possible income for the office when it is 100% loaded:

    Rev (OzdTsentra) = Number of days in the period * Number of jobs * Maximum number of procedures that can be provided by one specialist * % of room load Average cost of procedures provided in the room

    where Maximum number of procedures = Number of working hours per day / Average duration of an office procedure

    For a city hotel, this area, like F&B, should be considered as a separate type of business. No more than 20-30% of guests use the services of a wellness center in a city hotel. When planning this direction in a city hotel, it is necessary to conduct marketing research regarding the demand for this type of service in the city, since it is the city residents who make up the main flow of visitors.

    In country hotels, where visitors are almost exclusively hotel guests, the presence of such a direction is reasonable only for a certain size of the room stock. For example, for a SPA center with ten rooms (one workplace each), the minimum room size can be calculated as follows:

    1) determine the number of guests that will ensure the wellness center is occupied at 40%:

    The required number of guests = 10 rooms × 9 procedures × 40% / 25% = 144,

    where 9 procedures is the maximum number of procedures in the office,

    25% - percentage of attendance of the SPA center by hotel guests

    That is, 144 guests must be present at the hotel every day.

    2) we will determine the number of rooms at which the required number of guests will be present at the hotel every day.

    With double occupancy and a hotel occupancy of 65%, the number of rooms must be at least 144 / 2 / 65% = 111 rooms.

    U resort hotels There is an additional nuance associated with the large difference in the price of services in high and low seasons.

    The income of a sauna and bathhouse is calculated as a percentage of the maximum possible income. The maximum income is calculated based on the cost of one hour of using the bathhouse/sauna and the number of working hours.

    It is reasonable to include the cost of fitness and swimming pool services for country and resort hotels in the cost of living by increasing it. Since when paying for a one-time visit (even for more high price) income will be lower, since only 20% of guests use this type of service.

    Income from other services

    Many hotels are seeking to diversify the range of services they provide. To do this, the hotel can rent out premises and provide communication services, Internet, and equipment for conferences and business meetings for a fee. This also includes income received by the hotel from the sale of excursion programs, various tickets, from providing transportation to clients, laundry/dry cleaning services, clothing repair, etc.

    When planning income from other services, you need to take into account the specifics of providing each of them.

    Planning income from trade is directly related to whether the hotel rents out retail space or sells goods through its own services (essential goods at the reception, cosmetics in a beauty salon, souvenirs in a mini-shop, etc.) In the first In this case, the income is planned under the “Rent” item, and in the second case, the income from the sale is so insignificant that it is more appropriate not to allocate it separately, but to take it into account as part of “Other services”.

    For all types of hotels, you should pay attention to the availability of equipped conference rooms, meeting rooms and business centers. The presence of comparable sized rooms, restaurants and conference rooms will allow the hotel to host corporate groups. A well-developed corporate direction will help maintain room occupancy at the highest possible level. It also determines the amount of income from business services and rentals. For planning purposes, the average number of conference days in each month and its cost should be calculated, which includes:

    • rental of premises;
    • equipment rental;
    • other services (photocopying, laminating, stitching, etc.)

    Services such as rental, telecommunications services (telephone, Internet, pay TV), laundry/dry cleaning, etc. account for no more than 5% of the total income received, so their detailed planning is impractical and can be predicted by the total amount.

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    To fully manage a hotel, it is necessary not only to track its main indicators, but also to compare them with those of competitors. Hotel Advisors Hospitality Management & Consulting company presented a detailed analysis of the hotel market of St. Petersburg for 2014-2015 in terms of occupancy level, average room price and profitability of rooms in non-chain hotels Northern capital 3 and 4 star segments.

    Analysis of occupancy, average room price (ADR) and room profitability (RevPar) of St. Petersburg hotels in 2015 and 2014

    For the analysis, we used statistical data from non-chain hotels with rooms from 30 to 100 rooms (75% of the sample) in the 3 and 4 star segments, which are prevalent in the St. Petersburg market (the number of non-chain hotels in the city is more than 80%).

    In 2015, the occupancy of all analyzed hotels increased by 9.29% compared to 2014 and amounted to 73.26%. Hotels in the 3 and 4 star categories also saw an increase of 9.63% and 9.21%, bringing the final occupancy rates to 69.03% and 76.32% respectively. Rice. 1 illustrates changes in 2015 values ​​compared to 2014.

    It should be noted that the number of rooms available for sale in 2015 decreased by 1.27% compared to 2014. At the same time, in 2015, in the 3* hotel segment there was an increase in the number of rooms available for sale by 4.71%, while in 4* hotels there was a decline of 5.30%. These indicators may indicate both the introduction of new rooms and the closure of part of the room stock for repairs or for other reasons.

    Occupancy rates by month for all analyzed hotels

    In 2015, hotel occupancy was higher than the 2014 values: 4.27%-15.01%, depending on the month (Fig. 2). The greatest increase was noticeable from June, which may be due to the onset of the white nights season, as well as a number of political factors. In the second half of the year, market and political conditions continued to influence performance.

    Occupancy rates by month for 3* hotels

    A positive trend in occupancy was observed in the 3* hotel segment. So in 2015, room occupancy was 69.03%, which is 9.63% more than in 2014, when the average occupancy for the year was 62.97%. Note that the indicators at the beginning and middle of the year were slightly lower than the annual average, but in the last 3 months the largest increase in values ​​from 12.91% to 16.05% was noticeable (Fig. 3).

    Occupancy rates by month for 4* hotels

    4* hotels were 76.32% occupied in 2015, and 69.89% in 2014. Compared to 3* hotels, the occupancy of “fours” was on average 9.21% higher. The greatest increase in indicators was observed in the period from June to September and in December (Fig. 4).

    Average room sales rate (ADR)

    The average hotel tariff in 2015 increased by 158.13 rubles, or 4.42%. In 3* hotels the rate increase was 108.18 rubles, or 3.95%, and in 4* hotels 221.84 rubles, or 5.52%. Growth in the 4* hotel segment was 1.57% higher than in the three-star hotel segment (Fig. 5).

    ADR by month for all analyzed hotels

    As noted above, during the year the ADR indicator increased by 158.13 rubles compared to 2014 from 3581.03 to 3739.16 rubles. At the same time, in February, April, May and December there was a decrease compared to 2014. The most significant decrease was in February by 3.96% and in May by 2.89% (Fig. 6).

    ADR of 3* hotels by month

    In the 3* hotel segment, the average room sales rate in January, June, July, August, September and November showed an increase, while in other months there was a decrease compared to 2014. During the period from February to May, ADR was lower than last year, which may indicate that hotels are struggling to maintain occupancy in order to prevent a decrease in income and key financial indicators during a period of low demand. The reduction in tariffs in May compared to last year could be mainly due not so much to a decrease in demand (although this factor cannot be discarded), but to the holding of the International Economic Forum in 2014 from May 21 to 24, and not in June, as usual. In December, a reduction in tariffs compared to 2014 could be the reason for the largest increase in load in the segment (Fig. 7).

    ADR of 4* hotels by month

    In the 4* hotel segment, there was practically no decrease in the average selling price of a room, with the exception of February and May. However, the reduction in tariffs in May can also mainly be explained by the SPIEF being held in June, and not in May, as was the case in 2014. In the remaining months there was a stable increase in ADR depending on the month from 2.24% to 11.62%. The greatest growth of more than 9% was observed in January, June, October, November and December (Fig. 8).

    Profitability of room stock (RevPar)

    In general, for hotels, the rate of return on rooms (RevPar) compared to 2014 increased by 338.91 rubles, or 14.12%, from 2400.58 rubles to 2739.49. The growth in the 3* hotel segment amounted to 240.77 rubles, or 13.97%, from 1723.91 to 1964.68, and in the 4* hotel segment – ​​428.09, or 15.23%, from 2810.01 rubles to 3238 ,10 rubles (Fig. 9).

    RevPar by month for all analyzed hotels

    Figure 10 shows RevPar values ​​for 2015 and 2014. Despite a decrease in the average room sales rate in some months, but due to an increase in occupancy, the RevPar indicator for hotels throughout all months of 2015 showed an increase from 0.15% to 22.77%.

    RevPar of 3* hotels by month

    As noted above, the increase in the profitability of rooms in the 3* segment amounted to 240.77 rubles, or 13.97%. The greatest increase in the indicator was observed in the period from August to the end of the year from 11.31% to 29.46%. In the period from the beginning of 2015 to June, RevPar growth was insignificant (Figure 11).

    RevPar of 4* hotels by month

    The growth in profitability of rooms in the 4* segment on average for the year was slightly higher than the growth in the 3* segment and amounted to 428.09 rubles, or 15.23%. The greatest growth, as in the 3* segment, was noticeable in the second half of the year, however, in both January and March there was a more significant increase in the indicator than in the 3* segment. The only month for 4* hotels with a negative result was February -1.01%, but taking into account the statistical error, we can say that the indicator is identical to 2014 (Fig. 12).

    General conclusions

    Analyzing the key indicators of 2015, we can say that in general, for most hotels, the year was marked by an increase in occupancy, the average selling price of a room and the profitability of the room stock. At the same time, the largest growth in key indicators was in the 4* hotel segment. A comparison of key indicators is presented in Figure 13.