“Is your revenue budget a single line, or is it actually planned?”
Build the revenue plan from room capacity, market segments, distribution channels and board types. Assess how monthly volume and rate decisions affect occupancy, ADR, RevPAR and total revenue. Give revenue and finance teams the same revenue outlook to work from.
Revenue team · Sales · Finance
| Channel | Nights | ADR |
|---|---|---|
| Direct | 1,600 | €146 |
| OTA | 1,200 | €128 |
| Tour operator | 800 | €118 |
| Corporate | 400 | €136 |
Allocate room nights by month, market segment, agency and board type.
Define rate and package assumptions within the plan; read ADR and RevPAR together.
Connect the revenue plan to the financial budget and compare it with actual performance.
When direct bookings gain share, the room rate is only part of the picture. Review room nights, board mix and channel terms together. Track how the new revenue scenario feeds rooms and F&B budgets within the same plan.
For each rate plan you define which elements are included and which are chargeable. ADR is computed against a reference board; a segment moving from half board to full board shifts F&B revenue and cost in the right proportion. Package revenue is tracked as a memo rather than a separate bucket, so nothing is double counted.
Tour operator, direct, corporate, online — each carries a different occupancy profile and commission structure. Planning at that grain shows you in advance how a shift in channel mix hits net revenue. Market currency and reporting currency are kept distinct.
Management sets targets from the top, operations enters detail from the bottom. Both work on the same tree: a figure entered at group level spreads down in current proportions, and a change made at leaf level rolls straight back up. You choose which end to work from.
Room, F&B and other revenue planned by board type, market segment and distribution channel.
Budgets, forecasts and scenarios on a single template. The same account tree from departmental budget up to consolidated P&L.
One report catalogue from a USALI-aligned P&L to departmental profitability, with drill-down all the way to the account.
Bring department budgets, in-year forecasts and management targets onto the same account structure.
Build the cost plan from recipes, covers and consumption, then review price and volume variances separately.
Compare hotel results on a shared reporting structure and review performance by brand, region and ownership.
Let us walk you through it in 30 minutes — on your department structure, your chart of accounts and your numbers. Not a canned demo: your scenario.
