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Indicates how a hotel's RevPAR compares to its comp set. A strong RGI means a hotel is capturing more than its expected share of revenue.

Expenses that do not change in total regardless of the number of services provided or the level of occupancy, such as rent and insurance.

Tracks revenue from food and beverage sales, important for properties where dining contributes significantly to overall earnings.

ADR measures the average rental income per paid occupied room in a given time period. It is crucial for understanding pricing strategies and predicting revenue.

The breakeven point identifies how much revenue needs to be earned to cover the total fixed and variable costs of running the hotel.

ARI compares the ADR of a hotel to the ADR of its competitive set, showing how well a hotel is priced compared to competitors.

GOPPAR reflects the profitability of a hotel, taking into account not just revenue but also operational costs for available rooms.

MPI compares a hotel's occupancy rate with the aggregate occupancy of the comp set (competitive set). It indicates if a hotel is capturing its fair share of the market.

TRevPAR measures total revenues generated from all hotel services (rooms, F&B, spa, etc.) per available room, indicating overall earning potential.

RevPAR combines ADR and Occupancy Rate to give a snapshot of performance. It's a key metric for evaluating how well a hotel is filling its rooms and at what average rate.

CPOR helps in understanding the cost associated with each sold room and is used for managing budgets and profitability.

Costs that change with the level of output or occupancy, such as utilities and housekeeping salaries, directly affecting profitability margins.

This metric shows the percentage of available rooms occupied at a given time, directly affecting the potential revenue to be earned by the property.

Represents the total income from room sales after deducting allowances for discounts, complimentary stays, and room cancellations.