1. Enter your hotel data
Choose one period. Available room nights = rooms available for sale × nights. For example, 100 rooms × 30 nights = 3,000. Add sold room nights and room revenue only.
HOTELMATRIX ACADEMYUnderstand the metrics.
Understand the metrics.
Make better decisions.
HotelMatrix Academy — from core concepts to practical hotel analysis. Read, calculate and put your knowledge to work.
01 / LEARNING PATH
Your learning path
Four connected topics. Start with the basics or choose the question you are working on today.
ADR × OCCHOTELMATRIX / 01
Metrics · 2 min read
Read ADR, RevPAR and occupancy together
Three metrics, one picture. Selling more rooms does not always mean earning more revenue.
Explore topic+MPI / ARI / RGIHOTELMATRIX / 02
Benchmarking · 2 min read
Build a competitive set that makes sense
Map proximity is only the beginning. Guest profile, product and demand patterns also matter.
Explore topic+PRICE ≠ ADRHOTELMATRIX / 03
Pricing · 2 min read
Why an OTA price is not a competitor’s ADR
Read published rates without drawing conclusions the data cannot support.
Explore topic+ON THE BOOKSHOTELMATRIX / 04
Planning · 2 min read
Pick-up and forecasting: your weekly review
A simple routine for future bookings that helps you notice changes earlier.
Explore topic+02 / METRICS LAB
Metrics lab
Adjust inputs for the same period and explore the relationship between occupancy, ADR and RevPAR.
Turn the numbers into a decision
2. Add competitive-set data
Enter set occupancy and ADR for the same period, currency and accounting basis. HotelMatrix provides aggregated competitive-set data to put your performance in context.
3. Read the indexes
100 means parity; 110 means 10% above the set; 90 means 10% below. These are relative differences, not occupancy percentage points. Change your inputs to explore a scenario, not to produce a forecast.
Educational calculation. Use the same period, currency and revenue-accounting rules. Indexes use a base of 100.
Hotel occupancy—
ADR · average daily rate—
RevPAR · revenue per available room—
Competitive-set RevPAR—
MPI · occupancy index—
ARI · average rate index—
RGI · revenue index—
What your calculation means
Try it yourself
Example: occupancy of 70% versus 65%, ADR of €110 versus €105. MPI = 107.69; ARI = 104.76; RGI = 112.82. Revenue per available room is 12.82% above the set — this is not a 12.82% profit increase.
RevPAR = ADR × OccupancyMarket Penetration Index
Compares occupancy: hotel occupancy / set occupancy × 100. Below 100: review demand, channels and visibility. Above 100: check whether heavy discounts are driving occupancy.
Average Rate Index
Compares achieved rates: hotel ADR / set ADR × 100. Below 100: review rate mix and your value proposition. Above 100: check whether demand remains healthy.
Revenue Generation Index
Compares RevPAR: hotel RevPAR / set RevPAR × 100. Combines rate and occupancy performance. It measures revenue, not profit.
Compare performance. Keep individual results private.
HotelMatrix compares your hotel’s performance with aggregated competitive-set results. Competitors cannot see your individual metrics, and you cannot see theirs: reports provide an aggregated comparison.
03 / GLOSSARY
Hotel analytics glossary
Average daily rate
Average room revenue earned per sold room night.
Room revenue / sold room nights
Artificial Intelligence
Artificial intelligence used for forecasting, recommendations and anomaly detection.
Annual run-rate
An annual result estimated from the current rate of revenue or costs. Simple extrapolation does not account for seasonality.
Anomaly Detection / Anomaly Alerts
Automatic detection and notification of unusual changes in demand, rates or bookings.
Average rate index
Compares achieved ADR for the hotel and the set.
Hotel ADR / set ADR × 100
Business-to-Business
Sales of hotel services to companies and other organisations.
Baseline
A verified starting KPI level against which changes are measured.
Benchmarking
Comparing hotel performance and rates with the market or selected competitors.
Business Intelligence
Data analysis supporting management and sales decisions.
Blackout dates
Dates excluded from specific contracted rates or discounts because of anticipated high demand.
Booking pace · Booking pace / pace
Comparison of accumulated bookings at the same lead time before arrival.
Compare equivalent booking lead times
Customer Acquisition Cost
Acquisition costs divided by the number of new customers over a defined period.
Channel manager
A tool that synchronises rates and availability between the PMS and connected sales channels.
Competitive set
Hotels comparable in positioning, location and demand.
Compare like-for-like properties
Contribution margin
Revenue less variable costs associated with the sale and delivery of the service.
Corporate
The segment of companies buying accommodation, project stays, training and events.
Centralny Port Komunikacyjny
A Polish infrastructure project considered in demand planning as a potential source of project, corporate and conference travel.
Customer Relationship Management
A system for managing contacts, customer interactions and sales opportunities.
Demand spike
A sudden increase in demand caused by an event, trade fair, project or limited supply.
Direct booking / direct sales
Direct sales without OTA commission. Advertising, payment and booking-engine costs may still apply.
Displacement
Demand or revenue forgone when accepting a group or contract that consumes available room capacity.
Dynamic pricing
Adjusting rates according to demand, booking pace, competitors, segment and stay dates.
Food and Beverage
Food and beverage operations: breakfast, restaurants, catering, coffee breaks and banquets.
Fast-Moving Consumer Goods
The fast-moving consumer goods sector, including food, beverages and cosmetics; a potential corporate customer segment.
Forecast
An estimate of future demand or performance whose assumptions require regular review.
An estimate, not a guarantee
Gross Operating Profit per Available Room
Gross operating profit divided by available room nights for the same period. Measures operating profitability, not revenue.
Human Resources
Human resources department; a potential buyer of training, team events and employee accommodation.
Key Performance Indicator
A key performance indicator such as RevPAR, conversion, margin or pipeline value.
Sales lead
A potential customer or enquiry that may become a sale.
Live market data / real-time
Market data updated for timely decisions. Check the source's actual refresh frequency and latency.
Month 1 / Months 2-3 / Months 4-6
Month and phase labels in a six-month plan: month one, months two–three and months four–six.
Market positioning
A hotel's rate and product positioning relative to competitors.
Meetings, Incentives, Conferences and Exhibitions/Events
Meetings, incentive trips, conferences, exhibitions and events.
Market penetration index
Compares hotel occupancy with competitive-set occupancy.
Hotel occupancy / set occupancy × 100
Net Revenue per Available Room
Room revenue less distribution costs, divided by available room nights. This is not the hotel's net profit.
Occupancy rate
The share of available room nights sold during a period.
Sold / available × 100%
Online Travel Agency / Agencies
Online booking intermediaries such as Booking.com and Expedia.
Change in bookings · Pickup / Pick-up
The change in bookings or revenue between two snapshots for the same stay dates.
Current snapshot − previous snapshot
Sales pipeline
Active sales opportunities with their stage, value, probability and next action.
Property Management System
The hotel's core operating system for reservations, stays, rates, availability and billing.
Pricing / Rate Intelligence
Analysis of a hotel's own rates and competitor prices to support pricing decisions.
Rate code
A PMS rate code defining pricing rules, a segment, channel or contract.
Retainer
A recurring fixed fee for an agreed scope of work.
Revenue per Available Square Meter
Revenue divided by available square metres over a defined period. Specify the space and revenue included.
Revenue per available room
Combines rate and occupancy. It measures revenue, not profit.
Room revenue / available room nights
Revenue per Available Seat Hour
F&B revenue divided by available seat hours. With fixed capacity, seat hours equal seats multiplied by opening hours.
Revenue per Available Treatment Hour
SPA or wellness revenue divided by available treatment hours for the same period.
Request for Proposal
A formal request for a proposal from a company or event organiser.
Revenue generation index
Compares hotel and set RevPAR. A value of 100 means parity.
Hotel RevPAR / set RevPAR × 100
Revenue Management System
A system that forecasts demand and supports dynamic pricing and sales restrictions.
Roadmap
A time-based plan of actions, milestones, owners and outcomes.
Room nights
The number of sold room nights. One room for three nights equals three room nights, regardless of guest count.
Site inspection
A customer or organiser's hotel visit before deciding on an event or contract.
Service Level Agreement
An agreed service standard and response time, such as replying to a MICE lead within two hours; an example, not a HotelMatrix commitment.
Spa / wellness
Spa and wellness services; a separate hotel revenue stream. The source also uses the popular expression “Sanus Per Aquam”.
Success fee
A fee component tied to achieving an agreed result.
Total Revenue per Available Room
Total hotel revenue, including rooms, F&B and other services, divided by available room nights.
Upselling
Selling a higher room category or upgraded package; complementary add-on services may also fall under cross-selling.
Wash / wash factor
The expected proportion of group bookings or room nights that will not materialise.
Weighted value / Wartość ważona
An opportunity's value multiplied by its closing probability, expressed as a fraction from 0 to 1.
Year over Year
Comparison with the corresponding period of the previous year; account for shifts in holidays and events.
No matching terms. Try ADR or RevPAR.
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